Project Management Process Based On PMBOK (Project Management Body Of Knowledge) Last Updated: 18-Jul-2011 A INITIATING Propose project

or project options. Integration Management B Develop project management plan. (This is a 'plan of plan'. Key information includes project objectives, requirements, milestones, processes, roles & responsibilities, etc.) C Develop scope management plan. (Key information includes scope definition, verification & control processes, forms & templates used, roles & responsibilities, etc. On small projects, this can be incorporated onto project management plan) D PLANNING E F Develop risk management plan. (Key information includes risk thresholds, risk categories, information sources, forms & templates, roles & responsibilities, etc.) G Form project team, set up ground rules and war room based on staffing management plan, project organization structure, resource breakdown structure, responsibility assignment matrix, etc. H EXECUTING Send contract SOW, RFP, IFB and RFQ to sellers in order to invite them to submit proposals. J K Monitor work progress, performance, deliverables, etc. Integration Management L M MONITORING & CONTROL Authorize / advise selected sellers to execute schedule activities according to contract, contract management plan and project schedule. Procurement Management (Deliverable Control) N Monitor the occurrence of risk triggers or alerts. O Facilitate and support project team during project execution. (This involves the application of different leadership styles, problem solving skills, etc.) Q R CLOSING Verify that all sellers' deliverables Verify that all deliverables on are signed off according to project scope baseline are signed contracts. off.

Communications Mgt

Human Resources Management

Scope statement + WBS = Scope baseline Procurement Management

Risk Management

Decompose scope baseline into schedule activities. (Historic project schedules projects can be taken to facilitate this decomposition)

Estimate schedule activity costs. (Historical project cost information can be taken to facilitate the estimation) Quality Management

Develop quality standards, acceptance levels, etc. Quality standards + Acceptance levels = Quality baseline

Perform assessment on overall project risk probability (e.g. probability of meeting original cost & time objectives, probability of completing project at different cost and time scales, probability of risks on critical path, etc.) Develop risk response plan. (Key information includes risk warning alerts, risk response actions, risk owners, contingency costs & reserves, secondary risks, etc.)

Negotiate and sign contract with the selected seller.

Initiate change requests, corrective & preventive actions, or defect repairs if needed.

Analyze root causes of the 'out of control' areas if they are identified.

Cross-check the impacts of these possible solutions on project management plan and baselines.

Procurement Management (Finance & Administration)

Handle sellers' claims according to pre-set organizational procedures or contract terms & conditions, if claims are raised.

Take actions against any secondary risk which occurs as a result of the work-around.

Integration Management (Pre-mature Closure) Lessons Learnt

Quality Management

Develop preliminary scope statement. (Key information includes high-level project requirements, scope, project boundaries, organization, risks, constraints, assumptions, etc.)

Develop schedule management plan (Key information includes schedule development & control processes, information sources for activity estimation, forms & templates, roles & responsibilities, etc.)

Develop cost management plan. (Key information includes cost estimation & control processes, variance tolerance level, forms & templates, roles & responsibilities, etc.)

Develop quality management plan. (Key information includes QA / QC methodologies & processes, continuous improvement plans, forms & templates, roles & responsibilities, etc.)

Perform quantitative assessment on high-ranking/priority risks.

Finalize seller selection.

Cross-check the impacts of these possible solutions on project management plan and baselines.

Communicate quality measurement results with stakeholders.

Scope Management (Change Management)

Conduct project kick-off meeting with stakeholders.

Refine project management plan, baselines, scope statement and WBS if needed. (Iterative process)

Update risk register with the above additional information. (Additional information includes probability of occurrence, severity of impacts, ranking & priority of risks, etc.)

Perform evaluation on shortlisted sellers.

Time & Cost Management

Determine possible solutions if variances with baselines are significant. (Examples include resequencing activities, adjusting critical path, etc. Solutions can be corrective or preventive in nature)

Consolidate quality measurement results (e.g. by control charts) to identify 'out of control' areas.

Communicate the scope verification results with stakeholders. (Verification results include signoff of project deliverables, or problems and issues which are found) Determine possible solutions if project deliverables are rejected or problematic. (Examples include schedule changes, additional resources, etc.)

Initiate change requests, corrective & preventive actions, or defect repairs if needed.

Risk Management

Develop project charter to authorize initiation of the project. (Project charter is developed by project sponsor, usually with support from the project manager)

Review whether project management plan & baselines are affected by the finalized scope statement or WBS (vice versa).

Plot all risks onto the probability & impact matrix in order to rank and prioritize those risks.

Shortlist potential sellers which meet the minimum procurement requirements.

Communicate actual project performance (variations with baselines) with stakeholders.

Update quality measurement results on quality checklist.

Sign off work packages & project deliverables if they fulfill acceptance criteria based on scope baseline.

Procurement Management (External Changes)

Assign or acquire a project manager. (Usually, a project manager is assigned or acquired by the project sponsor, business owner or senior management)

Develop work package onto work breakdown structure (WBS). (WBS from similar historical projects can be taken to develop this WBS)

Assign probability of occurrence & severity of impacts for each risk.

Refine project management plan, baselines and actual project team formation if needed. (Iterative process)

Receive proposals, bids or quotations from potential sellers.

Compare schedule and cost baselines with actual project performance (e.g. delay, cost overrun, etc.)

Measure the quality of work packages and project deliverables based on quality baseline.

Verify work packages & project deliverables with reference to scope baseline.

Receive change requests from sellers. (Examples include additional time requirement, technological changes, etc.)

Develop fallback plan if necessary.

Update project organization chart, resource breakdown structure and responsibility assignment matrix with important project team issues. (Examples include needs for additional training, team member changes, etc.)

Procurement Management

Integration Management

File contracts, change requests, reports, invoices, claims, correspondences, lessons learnt, etc. on contract files or organization's contract management system.

Integration Management

Scope Management

Approve project or project option selection (If the project is imposed, for example, by an external party, it may not go through project evaluation or approval)

Decompose scope statement into work packages.

Develop risk register. (Key information includes a list of risks, root causes, preliminary responses, etc.)

Human Resources Management

Evaluate project or project options. (Criterion include strategic fits, financial & non-financial benefits, feasibilities, etc.)

Refine preliminary scope onto scope statement. (Project scope can also be refined from project charter)

Develop risk breakdown structure and risk probability & impact matrix. (Apply a generic one from the organization or client if this is already in place)

Develop project team's capability. (Main objective is to fill the gap between project's requirements and the team's actual capability) Review whether project management plan & baselines are affected by actual project team formation. (vice versa)

Conduct bidder conferences for potential sellers.

Gather work performance information. (it includes change requests, corrective & preventive actions, defect repairs, etc.) Distribute project reports to stakeholders according to communications management plan. (Project reports include progress reports, trend reports, forecast reports, etc.)

Measure sellers' performance on their delivery of work packages & project deliverables by audits, buyer-conducted reviews, etc. Verify the sellers' work packages & deliverables for signoff according to scope baseline.

Take actions according to the risk response plan, if risk triggers occur.

Resolve issues and conflicts within project team during project execution. (This involves the application of different conflict resolution techniques) Measure project team members' performance by performance appraisals, 360-feedbacks, etc.

Conduct procurement audits with sellers. (Examples include success and issues on fulfilling contract obligations, recommendations for future contracts, etc.) Grant an overall contract signoff if sellers have fulfilled all contract obligations.

Grant overall signoff on the project if all deliverables are delivered & signed off.

Send procurement document package to potential sellers. (Procurement document package includes updated RFP, IFB, RFQ, contract SOW, bidder conference changes)

Monitor the effectiveness of risk response actions.

Hand over deliverables to business owners, functional operation or client, etc. (Handover activities should be specified at the planning stage, as part of the project management plan) File project plans, contracts, reports, lessons learnt, etc. on organization's project database or knowledge base.

Cross-check the impacts of these change requests on project management plan and baselines.

Take actions against secondary risks according to the risk response plan, if secondary risks occur.

Cross-check the impacts of these project team issues on project management plan & baselines.

Release / return contracted personnel, leased equipment, etc. to sellers if needed.

Release / return project personnel, venues, equipment, etc. to resource owners or client if needed.

Monitor the occurrence of lowranking or unidentified risks which are on watch list.

Initiate change requests, corrective & preventive actions, or defect repairs if needed.

Settle outstanding payments with the sellers.

Close the project.

Settle payments with seller according to contract terms & conditions.

Take work-around actions if lowranking or unidentified risks occur.

Close the contracts.

Record finished & unfinished work packages and deliverables on organization's project database or knowledge base, if project is terminated before completion.

Close the project.

Formulate schedule activities onto activity list & milestone list.

Aggregate individual schedule activity costs onto project cost estimates.

Review whether project management plan & baselines are affected by the finalized quality baseline (vice versa).

Develop contract management plan. (Contract management plan includes a summary of contract terms, obligations, etc.)

Determine possible solutions to resolve the 'out of control' areas. (Examples include additional manpower, additional training, etc. Solutions can be corrective or preventive in nature)

Initiate change requests, corrective & preventive actions, or defect repairs if needed.

File contract information, working logs, change requests, invoices, claim records, etc. on organization's project database or record management system.

Update risk register & risk response plan with new risk priorities, fallback plans, etc.

10

Integration Management

Cost Management

Identify schedule activities' precedence & dependencies to formulate a schedule network diagram. Estimate resource requirements of each schedule activity.

Cross-check with risk management plan & risk register to determine size of contingency reserves required for the project. Develop project budget (which consists of project cost estimates and contingency reserves)

Refine project management plan, quality & other baselines if needed. (Iterative process)

Review whether project management plan & baselines are affected by the risk register and risk response plan (vice versa). Refine project management plan, baselines, risk register & risk response plan if needed. (Iterative process)

Authorize / advise project stakeholders to execute schedule activities based on project management plan and project schedule. Deliver work packages & deliverables based on the project management plan & other baselines. Conduct quality audits on deliverables to assess their alignment with the pre-set quality standards.

Cross-check the impacts of these possible solutions on project management plan and baselines.

Receive change requests from project sponsor or other stakeholders (Examples include reduced project scope, new requirements, etc.) Scope Management (External Changes) Cross-check the impacts of these change requests on project management plan and baselines.

Cross-check the impacts of new risk register & risk response plan on project management plan and baselines. Initiate change requests, corrective & preventive actions, or defect repairs if needed.

11

Initiate change requests, corrective & preventive actions, or defect repairs if needed.

Time Management

12

Consolidate (sum up) resource requirements onto resource breakdown structure.

13

Cross-check with resource owners for the availability of their resources.

Review whether project management plan & baselines are affected by the finalized budget (vice versa). Refine project management plan, baselines, budget & reserves if needed. (Iterative process) Submit funding requirements. Budget + management reserves + funding requirements = Cost baseline

Quality Management

Determine management reserves for the project. (Usually, management reserves are determined by senior management in preparation of unforeseen expenditures (i.e. those not are not identified on risks management plan or risk register)

Propose options to handle the external change requests. (Examples include changing scope baseline, designing workaround without changing the baseline, etc.)

Review project management plan & other baselines if they are affected by quality audit results (vice versa).

Initiate change requests, corrective & preventive actions, or defect repairs if needed.

14

Consolidate (sum up) resource availabilities onto resource calendar. Estimate schedule activities' durations based on resource availability

Refine project plan & other baselines (iterative).

Receive change requests, corrective & preventive actions and defect repairs which are submitted. Bring up change requests, corrective & preventive actions and defect reparis to Change Control Board (CCB) for evaluation. Assess the changes and options for approval. (By Change Control Board)

15

Produce process improvement recommendations.

Communications Management

16

Add schedule activities' durations onto network diagram to identify critical path, near-critical path & floats. Develop project schedule (i.e. schedule baseline).

17

Develop additional reports as requested by stakeholders if necessary.

Integration Management

Distribute project reports to stakeholders according to communications management plan. (Project reports include performance , status reports, etc.)

Approve or reject the changes.

18

Review whether project management plan & baselines are affected by the finalized schedule (vice versa). Refine project management plan, baselines & schedule if needed. (Iterative process) Develop staffing management plan. (Key information includes project staffing requirements, team acquisition, development & management processes, training plan, recognition & reward systems, performance appraisal systems, etc.) Human Resources Management Develop project organization chart, responsibility assignment matrix & resource breakdown structure. (Resource breakdown structure is usually developed together with project schedules) Review whether project management plan & baselines are affected by the finalized project organization chart, responsibility assignment matrix & resource breakdown structure (vice versa). Refine project management plan, baselines, project organization chart, resource breakdown structure & responsibility assignment matrix if needed. (Iterative process) Review project management plan, project scope baseline, project schedule, resource breakdown structure, etc. to identify purchasing and acqusition needs.

Update the project management plan & other baselines with the change requests, actions, options, etc. which are approved. Communicate decisions with project stakeholders who are affected. Implement the changes with project stakeholders.

19

20

21

Develop procurement management plan. (Key information includes procurement policies, contract administration process, forms & templates, roles & responsibilities, etc.) Make 'make-or-buy' and 'purchaseor-rent' decision on each purchasing and acquisition need.

22

23

Procurement Management Communications

Determine appropriate contract type and vendor selection criteria for each procurement requirement.

24

Develop contract statement of work (SOW), request for proposal (RFP), invitation for bid (IFB) or request for quotation (RFQ). Review whether project management plan & baselines are affected by the procurement requirements (vice versa). Refine project management plan, baselines, procurement management plan and other procurement requirements if needed. (Iterative process) Develop communications management plan. (Key information includes communications methods, communications technology, reporting requirements, Design project reports. etc.) Examples of lessons learnt onto organization's project database or knowledge base include effectiveness of estimation methods, improvement opportunities, etc. Examples of lessons learnt onto organization's project database or knowledge base include team development opportunities, procurement intelligence, improvement opportunities, etc. Examples of lessons learnt onto organization's project database or knowledge base include recommended practice, improvement opportunities, etc. Examples of lessons learnt onto organization's project database or knowledge base include recommended practice, improvement opportunities, etc.

25

26

27

28 29 Lessons Learnt Examples of lessons learnt onto organization's project database or knowledge base include effectiveness of project selection criteria, recommendations on kicking off projects, best practice on developing preliminary scope, etc. INITIATING REMARKS Main project deliverables Best practice recommendation or additional information PLANNING

Lessons Learnt

Lessons Learnt

EXECUTING

MONITORING & CONTROL

Lessons Learnt

CLOSING

(text)

Copyright owned by Shu-wing Pang (pangsw@graduate.hku.hk)