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Transcript of PMBOOK11
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Project Management
Body of Knowledge
by
Muhammad Mudassar Ali
SP14-R11-010/MS (PM)
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TABLE OF CONTENTS
CHAPTER 1 2 – 3
INTRODUCTION
CHAPTER 2 4 – 5
ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
CHAPTER 3 6 – 7
PROJECT MANAGEMENT PROCESSES
CHAPTER 4 8 – 9
PROJECT INTEGRATION MANAGEMENT
CHAPTER 5 10 – 11
PROJECT SCOPE MANAGEMENT
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Introduction
INTRODUCTION TO PROJECT MANAGEMENT
Project Management body of knowledge is a Guide to Globally recognized standards to establish
a good contact between Professionals and knowledge.
PROJECT:
It’s a temporary nature task or bunch of tasks meant to provide an outcome w.r.t the
requirements given. It may produce some service or a product as an outcome on its success.
Temporary nature means it has some limits (start and end point). Apart from duration, end
means Goals are achieved or the stakeholders requirements changed or the outcomes doesn’t
meets the requirements so its end of the project.
Every project has some unique characteristics, which describes its structure (physical or logical),
which results the definite, different design, circumstances and stakeholders as well. A project
may have single Stakeholder may have multiple stakeholder or may involve multiple
organizations; all depends upon the nature of the project.
PROJECT MANAGEMENT:
Project Management is the process of achieving certain kind of goals using appropriate
knowledge, skills, tools and techniques. It comprises of 5(not limited to) major process groups
like (1) Initiating (2) Planning (3) Executing (4) Monitoring and Control (5) Closing.
These 5 major processes can be further elaborated according to the requirements and needs of
stakeholders. The specific Project constraints that could be influences, project management team
need to focus on are the circumstances and characteristics of Project. But we have to balance key
factors of Project like Scope, Quality, Schedule, Budget, Recourse and Risks. If any of them is
unbalanced it can affect one of the other or may be more than one.
PROGRAM MANAGEMENT:
Program Management is a Group Activity of sub-program and projects related to that program to
obtain such outcomes that are not possible to achieve by doing them individually. A program is
a sub-set of Portfolio but a project under a portfolio may or may not be a part of a program. On
the other hand program must have some project(s).
PORTFOLIO MANAGEMNT:
Portfolio Management is a Group activity of an Organization comprises of Projects, Programs,
Sub-Programs and Sub-Portfolios, to achieve an Organization’s strategic Objectives where
programs and projects are not necessarily be interdependent or directly related.
RELATIONSHIP AMONG PORTFOLIO, PROGRAM AND PROJECT:
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PORTFOLIO is a bigger picture of an Organizations Strategic plans, meant to achieve strategic
objectives with the help of appropriate Programs and projects.
PROGRAM is a set of sub-programs and projects established to support Portfolio while
PROJECTS are the short term goals of an organization strategic plans under portfolio usually
they are based on market demand, social needs or Environmental considerations etc.
PORTFOLIO Management:
Is directly associated with Organizations strategies with the support of Programs, projects and
sub-portfolios. On the other hand Program Management is to take benefit using its appropriate
programs and projects while Project Management is the process of developing and execution of
plans to achieve Organizations Programs and Strategies under certain portfolio.
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ORGANIZATIONAL INFLUENCES AND PROJECT
LIFE CYCLE
ORGANIZATIONAL INFLUENEC ON PROJECT MANAGEMENT:
An Organization’s culture, style, structure, its management maturity and management system
greatly influence the project operations. Every organization has its own style and culture, so a
PM needs to have great knowledge of difference of culture, organizations styles and moreover
who is the necessity to success of a project. Its PM’s soul responsibility to have a smooth
communication with all kind of stakeholders to get to know the needs and resistances of project,
he has to map each and every thing lower to higher influence entities and factors from front line
to behind the scene, who has the power to make it successful and who can demolish it by very
simple mean. All the stakeholders of the project have large may be small effect on project
implementation.
On the other hand Organizational process assets have deep influence over project like
Organization’s plans, procedures, policies, process, practices and n past experiences used to
govern the project. These process assets are categorized into
PROCESSES AND PROCEDURES:
Initiating and planning that are used to establish standards n procedures for specific
needs of the project to meet requirements and design improvements.
Executing, Monitoring and Controlling, which can be used to implement the design
according to the plan, policies and procedures of organization w.r.t financial resources and
manage the faults and enhancements.
Closing means the end of work done either successful or just demolished
CORPORATE KNOWLEDGE BASED:
It contains the knowledge base data used to store and retrieve information regarding
configuration management, financial database, history information, fault management, processes
measurements and project files.
Another factor that deeply and very crucially influences the project is the ENTERPRISE
ENVIORNMENTAL FACTOR. The Environment of project means geographical location as well as
stakeholders in surrounding either internal or external. Note that stakeholders may be an
individual, a group or an organization that affect or may be affected by project directly or
indirectly, internally or externally. From sponsor to the end user any of the people who have
some interest in project is called stakeholder. Its PM’s duty to identify the stakeholders and their
influence on Project. While Project Governance on the other hand had more responsibilities to
govern each n every single entity, process and manage policies to give successful deliverables.
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From planning to end user satisfaction it’s all the Governing body that manages all activities to
give successful deliverable, and its success is measured in terms of completing a Project in time
within scope and cost and should meet the end user requirement using planned resources.
Success of a project can never be a one person’s credit; it’s the whole PROJECT TEAM who
worked beneath Management in short every single entity having some contribution to Project is
beyond that success.
PROJECT LIFE CYCLE:
It’s a series of predetermined, time bounded and managed sequential activities from start to end
which a project pass through. Projects size and nature vary w.r.t needs and demands but all
projects go through a generic lifecycle i-e, start the project, organize and prepare, carrying out
the project work and finalize or end the project.
On the other hand a project may be divided into no of phases, which is a collection of logical
junks of the project to make its deliverables quite easy, regardless of number of segments, each
pass through same phase or management process. There are no of consideration for segmented
projects like PHASE-TO-PHASE RELATIONSHIP, in which project pass through sequential process
design to ensure proper control and effective deliverables. It has two types Sequential
relationship in which each phase is started on end of previous to reduce unexpected results and
2nd
is Overlapping Relationship in which no of phases can be processed at a time but it can
create risks and recurring. Then is PREDICTIVE LIFE CYCLE, in which scope is pre-determined
w.r.t time and cost and requires more skills and techniques as each phase has different nature.
There come another life-cycle ITERATIVE & INCREMNTAL LIFE-CYCLE; which has number of
iterations on each phase, that may increment the product, modify the product or may results in
new product. It has high level vision and detailed scope is viewed on each iteration. There comes
last but not least, ADAPTIVE LIFE CYCLE; is also known as change driven or Aligned Method, that
it has iterations but aligned to time and cost, on each iteration team has to determine the
upcoming high priority phases or segments, and they have to plan their time and cost w.r.t
priority.
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Project Management Processes
PROJECT MANAGEMENT PROCESS:
Project Management Processes is the Organizations set of activities of applying appropriate set
of skills tools and techniques through appropriate group of skillful person to meet certain
requirements with the consideration of all kind of stakeholders that have direct or indirect effect
on project. Further grouped into Project Management Process; ensures proper flow of activities
throughout the project life cycle. And Project Oriented Processes; specify the outcome of work
to be done i-e PRODUCT. Project Management Processes is widely used because of its success
rate over Product Oriented Processes. Project Management Process is grouped into 5 Categories
called Project Management Processes Group, i-e Initiating Process Group, and Planning Process
group, Executing Process Group, Monitoring and Controlling Process Group, Closing Process
Group. These groups have a definite independence to each other; the output of one may be the
input to another process but that’s not necessary to be in same group as they are not the lifecycle
phases so these process can be applied to any project life cycle phase.
INITIATING PROCESS GROUP:
In this group we authorize all those all those Processes which are required to start a new project
or phase of the project with committed Scope, resources, Stakeholders (internal/External) and
assign a PM. Mainly we focused to align the Stakeholder’s expectations with scope and
objectives of the project, in short we set the VISION of the project-what is needed to be
accomplished. This will help to reduce the overhead of stakeholder involvement during critical
phases and ensures end-user satisfaction.
PLANNING PROCESS GROUP;
In Planning Process Group the processes that are going to be done, the scope of processes and
how to achieve certain objectives is clearly defined, develop project management plan and
project document that will elaborate the scope, time, cost, HR, risks, communication,
stakeholders etc., of the project. Project team collect information related to management plan
and project document, define boundaries, and Appropriate Monitoring and controlling activity
and also develop the design of environment of Project.
EXECUTING PROCESS GROUP:
This includes the group of processes which are going to be performed mention in management
plan to meet project specification. This section deals with team, resources, stakeholders and
execution of Project Management plan. It also deals with the robust change in Management plan
during execution process.
MONITORING AND CONTROLLING PROCESS GROUP:
This section deals with the ongoing activity of processes of a project. It contains the process of
monitoring, examine, and organize an activity to identify the outcomes and changes if needed.
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The main focus is to measure the performance of ongoing activity and it help to reduce the risk.
It also helps to figure out the areas needed more attention and report back the issues.
CLOSING PROCESS GROUP:
This process group includes the end (termination) of all process groups; it also ensures that all
process groups have done with job and with successful deliverables of the project, and closure
on success and release process of resources availed. It also deals with the termination process on
failure, cancellation or requirements change by customers.
PROJECT INFORMATION:
After completion of Project lots of data and related information is collected, which further
transformed into various formats for future use or reports establishments or stakeholders
guidelines, but it’s difficult for most of the people to distinguish between DATA &
INFORMATION, so to establish a distinct names this data and information is classified into
following known terminologies.
Work Performance Data: it includes the raw observation and measurements collected
during project activities.
Work Performance Information: Includes the Performance data collected during
controlling processes, analyzed in context and integrated from relationship across different
process areas.
Work Performance Reports: The Physical or Electronic Representation of work flow
complied in project document to establish decisions.
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Project Integration Management
PROJECT INTEGRATION MANAGEMENT:
It’s the process of communication among different process groups to meet requirements and
define the work standard between sponsors and project team. It defines what is the nature of the
work, who have to do and what would be the required outcome. The need of Project Integration
Management is required where individual projects interact.
DEVELOP PROJECT CHARTER:
Project Charter is a formal document by project Sponsor that gives the Project Manager,
authority to start a project using organizational recourses. Documents are formulated to take
smooth start of Project, clear boundaries and formulate required record of the project. It
contains;
INPUTS: PROJECT STATEMENT OF WORK (SOW): The work Proposal containing requirements
of project by sponsor (internal Project) or customer (external Project). It contains
o Business Need, i-e Market Demand
o Product Scope Description i-e characteristics of Project
o Strategic Plan i-e organizations strategy/mission/vision/goals etc.
BUSINESS CASE: A formal document used to describe the projects worth w.r.t business point of
view and cost benefit analysis to define project scope and boundaries by analysis through
stakeholder’s input.
AGREEMENTS: Formal Contract documents between the sponsor and Project Manager, usually
done when it’s External Project. Environment
ENTERPRISE ENVIRONMENT: where the Project is going to be done, consideration of
stakeholders
ORGNAIZATIONAL PROCESS ASSETS: Organizations Assets influence
TOOLS AND TECHNIQUES: Experts Judgments; used to access Inputs to Project charter.
Facilitation Techniques; to develop conflict resolution guide for project charter.
OUTPUT: Project Charter.
PROJECT MANAGEMENT PLAN:
It’s the process in which we input the Project charter along with other processes outcomes using
appropriate tools and techniques and integrate them into comprehensive Management Plan.
INPUT: Project Charter, Outputs from other process, Enterprise Environmental Factor,
Organizational Process Assets. “TOOLS & TECHNIQUES” and then OUTPUT: Project
Management Plan; describes how Project will be executed, monitored and controlled.
DIRECT AND MANAGE PROJECT WORK:
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It’s the process of leading and performing work activity and makes changes described in Project
Management Plan to achieve Objectives. Same is the case like Project charter and Management
Plan, give some input, apply some tools and techniques and generate output.
INPUT: Project Management Plan, Approved Changes Requests; Requests scheduled by project
team, reviewed and approved by CCB (change control board) for implementation. They may
impact the project or project management plan and also may require “Corrective Action; that re-
align the performance with management plan” or “Preventive Action; that ensures future
performance of project will be according to management plan”, or “Defect Repair” & ”Update”
Enterprise Environment Factors, Organizational Process Assets.
TOOLS & TECHNIQUES; Expert Judgments, Project Management Information System; A
Part of Organization’s Environmental Factor, Meetings; to ensure the work done is appropriate
and no stakeholder is influencing or influenced by project.
OUTPUT: Deliverables; outcomes of the Process, Work Performance Data; raw data collected
through observations and measurements, Change Requests, Project Management Plan Updates,
Project Documents Update.
MONITOR AND CONTROL PROJECT WORK:
It deals with the Monitoring and controlling Process group, to track, review and report the
progress to meet objectives defined in Management Plan. It helps stakeholders to lookup the
status of the Project. Same like other Integrations its also based on Input, application of different
Tools and Techniques and get Output.
INPUT: Project Management Plan, Schedule Forecast; Driven from progress against the
schedule baseline, Cost Forecast; Driven from progress against cost baseline, Validate Changes;
Ensure that the changes implemented appropriately, Work Performance Information; Work
performance data is integrated into information, Enterprise Environment Factor, Organizational
Process Asset.
TOOLS & TECHNIQUES: Expert Judgment, Project Management Information System,
Meetings
OUTPUTs: Change Requests, Work Performance Reports; physical or electrical representation
of Work Performance Information, Project Documents Updates.
PERFORM INTEGRATED CHANGE CONTROL:
The process of reviewing all change request, approving changes and manage changes to
deliverables, organizational process assets, project documents and project management plan.
CLOSE PROJECT/PHASE:
The final stage of the Project Management Process Groups, which finalize all activities, it gives
lessons and formal release of all organizational assets.
All deliverables are accepted according to Project Management Plan under some final meeting
of sponsors and team or management with the help of some experts who ensures the deliverables
are according to standard and meet requirements.
Finalize the documents; maintain the Historic milestones files for future use and handover the
PRODUCT.
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Project Scope Management
PROJECT SCOPE MANAGEMENT:
It defines and control what should be included and negated from the requirements to achieve the
deliverables within specification.
PLAN SCOPE MANAGEMENT:
It defines how the scope will be managed throughout the Project. It begins from Information in
Project Charter. It includes all Process of input, tools and techniques and will generate output.
INPUT: Project Management Plan, Project Charter, Enterprise Environmental Factors,
Organizational Process Assets.
TOOLS & TECHNIQUES: Expert Judgment, Meetings.
OUTPUT: Scope Management Plan, Requirements Management Plan; how requirements will
be analyzed managed and documented.
COLLECT REQUIREMENTS:
To gather information and requirements to meet project objectives according to the needs of
stakeholders, this helps to map project and product scope.
INPUT: Scope Management Plan, Requirement Management Plan, Stakeholder Management
Plan, Project Charter, Stakeholder Register; it keeps all the necessary stakeholders who are
beneficiaries and acquire some benefits for project, also keeps stakeholders requirements and
expectations.
TOOLS & TECHNIQUES: Interviews; most formal way to gather information from
stakeholders using prepared questioning or random asking and record their response, Focus
Groups; using dialog between qualified stakeholders and experts groups, Facilitated
Workshops; focused session of invited stakeholders to demonstrate the work structure and by
their concern determine the requirements, Group Activity Techniques; several groups activity are
conducted to a single task and gather information from their results, Groups Decision Making
Techniques; using a groups to access a single task and the expected outcomes becomes the
requirements, Questionnaires & Surveys; Develop a questionnaire to number of respondents to
gather their views , Observations; observe the experts related to a project, their work,
Prototypes; product model is used to get feedback from end users, Benchmark; comparing
project ideas with actual product , Context Diagram; inputs to business system and gather
information from system as output, Document Analysis; using past information relevant to new
project like business management plan.
OUTPUT: Requirements Documentation; complete the collected information into a set of
unambiguous, traceable and acceptable form, Requirements Traceability Matrix; the alignment
of requirements with business and project objectives.
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DEFINE SCOPE:
The process of mapping detailed description of project and product along with final requirement
document.
INPUT: Scope Management Plan, Project Charter, Requirements Documentation,
Organizational Process Assets.
TOOLS& TECHNIAUES: Expert Judgment, Product Analysis; general accepted method of
translating project deliverables as product, Alternatives Generation; finding alternative ways of
doing the same work, Facilitated Workshops.
OUTPUTS: Project Scope Statement; defines the way of work has to be done under certain
boundaries along with major deliverables, Project Documents Update.
CREATE WBS:
Defines the way of doing work in a systematic way of creating elaborated chunks and takle them
individually to provide broader vision of deliverables.
INPUTS: Scope Management Plan, Project Scope Statement, Requirements Documentation
Enterprise Environmental Factors, Organizational Process Assets.
TOOLS & TECHNIQUES: Decomposition; dividing the work into small meaningful segments,
manage them according to cost and time duration and shift the control according to area of
expertise, Expert Judgment.
OUTPUTS: Scope Baseline; Approved version of scope statement including WBS and WBS
dictionary, Project Document Update.
VALIDATE SCOPE:
Process of finalizing deliverables from approving authority to ensure that objectives have been
achieved or not.
INPUTS: Project Management Plan, Requirements Documentation, Requirements Traceability
Matrix, Verified Deliverables; Approved Deliverables by Control Quality and should meet
Objectives, Work Performance data.
TOOLS& TECHNIQUES: Inspection; reviews of work done by different experts, Group
Decision making techniques.
OUTPUTS: Accepted Deliverables; final approvals of deliverables by sponsor and signing-off
the Project, Change Requests; by reviews if found some defects may need some changes, Work
Performance Information, Project Documents Updates; approval of final product document by
customer.
CONTROL SCOPE:
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The process of monitoring scope w.r.t objectives to control the change risks and change requests
have processed accordingly