BEC 3324: PROJECT MANAGEMENT YEAR III SEMESTER II SESSION 2

FMSC - USJ

BY: H K Amarasinghe

Project Phases and Knowledge Areas

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Lecture Outline Project Phases

Initiation Planning

Execution
Monitoring Closure

and Control

Nine Project Management Knowledge Areas

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Project Phases Recap

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Phased Structure of Projects

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The phase structure provides a formal basis for control. Each phase is formally initiated to specify what is allowed and expected for that phase. The beginning of a phase is also a time to revalidate earlier assumptions, review risks and define in more detail the processes necessary to complete the phase deliverable(s). A project phase is generally concluded and formally closed with a review of the deliverables to determine completeness and -acceptance. BEC: FMSC USJ 2/28/2013

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When projects are multi-phased, the phases are part of a generally sequential process designed to ensure proper control of the project and attain the desired product, service, or result. However, there are situations when a project might benefit from overlapping or concurrent phases.
A sequential relationship - where a phase can only start once the previous phase is complete. An overlapping relationship - where the phase starts prior to completion of the previous one. An iterative relationship - where only one phase is planned at any given time and the planning for the next is carried out as work progresses on the current phase BEC: FMSC - USJ 2/28/2013 and deliverables.

Project Management Process Groups

Project management processes are grouped into five categories known as Project Management Process Groups (or Process Groups):
Initiating Process Group Planning Process Group Executing Process Group Monitoring and Controlling Process Group Closing Process Group

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Process Groups
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Initiating Process Group. Those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.

Planning Process Group. Those processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve.
Executing Process Group. Those processes performed to complete the work defined in the project management plan to satisfy 2/28/2013 the project BEC: FMSC - USJ specifications.

Cont
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Monitoring and Controlling Process Group. Those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes. Closing Process Group. Those processes performed to finalize all activities across all Process Groups to formally close the project or phase.

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Process Groups Interact in a Phase or Project

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Initiation Process Group

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Consists of those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase. Within the initiating processes, the initial scope is defined and initial financial resources are committed. Internal and external stakeholders who will interact and influence the overall outcome of the project are identified.

If not already assigned, the project manager will be selected.

These information is captured in the project charter BEC: FMSC - USJ 2/28/2013 and stakeholder register.

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The success criteria are verified, and the influence and objectives of the project stakeholders are reviewed. A decision is then made as to whether the project should be continued, delayed, or discontinued. Involving the customers and other stakeholders during initiation generally improves the probability of shared ownership, deliverable acceptance, and customer and other stakeholder satisfaction.
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Develop Project Charter

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Develop Project Charter is the process of developing a document that formally authorizes a project or a phase and documenting initial requirements that satisfy the stakeholders needs and expectations. In multiphase projects, this process is used to validate or refine the decisions made during the previous iteration BEC:Develop2/28/2013 of FMSC - USJ Project Charter.

Project Charter - Inputs

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Stakeholder Identification
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Identify Stakeholders is the process of identifying all people or organizations affected by the project, and documenting relevant information regarding their interests,

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Stakeholder Identification Inputs

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Planning Process Group

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The Planning Process Group consists of those processes performed to establish the total scope of the effort, define and refine the objectives, and develop the course of action required to attain those objectives. The planning processes develop the project management plan and the project documents that will BEC: FMSC - USJ be

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Cont
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As more project information or characteristics are gathered and understood, additional planning may be required. Significant changes occurring throughout the project life cycle trigger a need to revisit one or more of the planning processes and, possibly, some of the initiating processes. This progressive detailing of the project management plan is often called rolling wave planning, indicating that planning and BEC: FMSC - USJ 2/28/2013 documentation are iterative and ongoing

Project Planning Process

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..\Uploads\Project Management Plan.doc

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Outputs of the Process

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The project management plan and project documents developed as outputs from the Planning Process Group will explore all aspects of the scope, time, costs, quality, communication, risk, and procurements.

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Baseline Plans
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Once the project management plan is baselined, it may only be changed when a change request is generated and approved through the Perform Integrated Change Control process. Project baselines include, but are not limited to:
Schedule

baseline Cost performance baseline BEC: FMSC - USJ Scope baseline

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Plan Updates
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Updates arising from approved changes during the project may significantly impact parts of the project management plan and the project documents. Updates to these documents provide greater precision with respect to schedule, costs, and resource requirements to meet the defined project scope. rolling wave planning
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Related Tasks
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Develop project management plan Collect requirements Define scope

Determine budget

Plan quality
Develop human resource plan

Create WBS
Define activities Sequence activities Estimate activity resources

Plan communications
Plan risk management Identify risks Perform qualitative risk analysis Perform quantitative risk analysis Plan risk responses Plan procurements
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Estimate activity durations

Develop schedule Estimate costs

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Executing Process Group

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The Executing Process Group consist of those processes performed to complete the work defined in the project management plan to satisfy the project specifications. This Process Group involves coordinating people and resources, as well as integrating and performing the activities of the project in accordance with the project management plan

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During project execution, results may require planning updates and re-baselining. Such variances may affect the project management plan or project documents and may require detailed analysis and development of appropriate project management responses. The results of the analysis can trigger change requests that, if approved, may modify the project management plan or other project documents and possibly require establishing new baselines. A large portion of the projects budget will be expended in performing the Executing Process Group processes.
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Related Tasks
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Direct and Manage Project Execution Perform Quality Assurance Acquire Project Team Develop Project Team Manage Project Distribute Information Manage Stakeholder expectations Conduct Procurements
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Monitoring Process Group

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The Monitoring and Controlling Process Group consists of those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes.
The

key benefit - Project performance is observed and measured regularly and consistently to identify variances from the project management plan.
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Cont
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For example,
a

missed activity finish date may require adjustments to the current staffing plan, reliance on overtime Trade-offs between budget and schedule objectives.

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Related Tasks
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Monitor and Control Project Work Perform Integrated Change Control Verify Scope Control Scope Control Schedule Control Costs Perform Quality Control Report Performance Monitor and Control Risks Administer Procurements
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Project Closure Process Group

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The Closing Process Group consists of those processes performed to finalize all activities across all Project Management Process Groups to formally complete the project, phase, or contractual obligations. This Process Group, when completed, verifies that the defined processes are completed within all the Process Groups to close the project or a project phase, as appropriate, and formally establishes that the project or project phase is complete.
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At project or phase closure

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Obtain acceptance by the customer or sponsor Conduct post-project or phaseend review Record impacts of tailoring to any process Document lessons learned Apply appropriate updates to organizational process assets Archive all relevant project documents in the Project Management Information System (PMIS) to be used as historical data BEC: FMSC - USJ Close out procurements.

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Related Tasks
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Project Closure

Procurement Closure

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Nine PM Knowledge Management Areas

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Process Groups with KMA

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End of Session 02

Thank you
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