MODULE THREE: PROJECT MANAGEMENT PROCESSES

Project processes

Process groups
Process interactions Mapping of project management processes Nine Knowledge Areas of Project Management

PROJECT PROCESSES
a project management process is a series of interrelated actions and activities that are performed to achieve a pre-specified set of products, results or services (deliverables). There are 44 PM processes PM is accomplished via these processes!

PROJECT PROCESSES: CATEGORIES

Project processes are performed by people and generally fall into two categories: Project management processes (describes, organizes and completes the work of the project) Product oriented processes (specifies and create the projects product)

PROCESS GROUPS
PM PROCESSES CAN BE ORGANIZED INTO FIVE GROUPS:
1. Initiating Process Group: Defines and authorizes the project or a project phase 4. Monitoring & Controlling Process Group: Measures and monitors progress to identify if the correction action can be taken to meet project objectives 5. Closing Process Group:

2.

Planning Process Group:

Defines and refines objectives, and plans the course of action required to attain the objective and scope

3.

Executing Process Group: Integrates people and resources to carry out the project management plan for the Project

Formalizes acceptance of the product, services, or result and brings the project or a project phase to an orderly end

INITIATION PROCESS GROUP

External to project scope of control Formal authorization for project Documentation of objectives, justification and assumptions Establishing a relationship between organizational strategic plan and project objective Initiating processes are repeated in subsequent phases of multiphase projects Assignment of Project manager Stakeholder involvement important for acceptance and satisfaction

PLANNING PROCESS GROUP

For planning and managing projects successfully Develops a detailed, agreed to project management plan that forms the basis for future project work Uses feedback loops for additional analysis as a result of multidimensional nature of projects Progressively detailing of project management plan Rolling wave planning Planning is iterative and ongoing process Early involvement of appropriate stakeholders is vital to planning Interaction among planning processes is dependent on the nature of processes

EXECUTION GROUP
Processes that complete work according to project management plan Involve coordinating and integrating people, resources and activities Project team to determine which processes are required Addresses scope defined in project scope statement and implementation of approved changes Execution variances will result in revised planning Major part of project budget is expended during the executing process
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MONITORING AND CONTROLLING PROCESS GROUP

Regular observation and measuring of project performance against defined baselines Controlling changes and recommending preventive actions Influencing factors that could circumvent integrated change control Provides insight into the health of the project May result in revised planning and updating

CLOSING PROCESS GROUP

Closure of all contracts Formal termination of all project or project phase activities Documentation of lessons learnt Processes ensure that defined processes are completed

CONNECTIONS AMONG PROCESS GROUPS (A TYPICAL PROJECT LIFE CYCLE) Note (1) The process groups are linked by the results they produce- the result or outcome of one often becomes an input to another (5) Project Note (2) closure As the project progresses, plans are continually updated prior to a next phase: this is known as Rolling wave planning.

(1) Project
initiation

(4) Monitoring & Control

(2) Project planning

(3) Project execution

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OVERLAP OF PROCESS GROUPS

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PROCESS INTERACTIONS

Within each process group, the individual processes are linked by their inputs and outputs INPUTS: documents or documentable items that will be acted upon TOOLS and TECHNIQUES: Mechanisms applied to the inputs to create the outputs OUTPUTS: Documents or documentable items that are a result of the process

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BUSINESS CASE A business case represents an optimum mix of information used to judge whether the project is (and remains) desirable and achievable and therefore worthwhile investing in

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PROJECT INITIATION (START UP)

Identify business problem/ opportunity

Develop a business case

Undertake feasibility studies

Establish terms of reference

Perform phase/process review

Setup a PM office

Appoint a project team

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DEVELOPING THE BUSINESS CASE

A detailed definition of the problem or opportunity An analysis of the potential solution options available For each option: potential benefits, costs, risks and issues are documented A preferred solution is selected and agreed on The business case is approved by the project sponsor and the required funding is allocated to proceed with the project

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BUSINESS CASE : KEY PHILOSOPHIES

It must drive the project No satisfactory business case no project It must be maintained throughout the project Should justification (business need) disappear during the project, STOP the project

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PERFORM FEASIBILITY STUDY

the purpose of the study is to assess the likelihood that a particular solution-option will achieve the benefits outlined in the business case To investigate whether the forecasted costs are achievable, risks are acceptable and/or any likely issues are avoidable

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NOTE
After the solution has been agreed, funding allocated and a feasibility study performed, a project is FORMED

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ESTABLISH TERMS OF REFERENCE (CHARTER)

The terms of reference (a.k.a. Charter) outlines the: Vision (change to be produced), Objective (reason/purpose of the project), Scope (work to be done, budget & timescale), Deliverable (product, end result, services), the organization structure (roles and responsibilities), the business case

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APPOINT THE PROJECT TEAM

Once the terms of reference has been produced, the project manager is appointed He/she documents a detailed job description for each project role and appoints a Human resource to each role based on his/her relevant skills and experience
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SETUP A PROJECT OFFICE

A project office is a physical or virtual environment within which the project team will be based

A successful project office environment consists of:

Location (physical or virtual) Communications (computers, internet, radio, email, telephones) Documentation (forms, registers, templates, methodology, processes)

Tools (computers, machines, equipments, satellites, software for accounting, modeling, planning)
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PERFORM PHASE REVIEW

At the end of the initiation phase a phase review (a monitor and control activity) is performed to check or ensure that this project stage or phase has achieved its objective successfully

Project initiation process

Terms of reference or Project CHARTER (main product)

Project planning process

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PROJECT PLANNING

A detailed planning to ensure that the activities in the execution phase of the project are properly sequenced, resourced, executed and controlled. It is a means of defining and refining objectives and selecting the best of the alternative courses of action to attain the objectives that the project was undertaken to address NOTE: Brainstorming is a very important tool for effective project planning!

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PROJECT PLANNING (SEQUENCE)

Create a project plan

Create a resource plan

Create a financial plan

Create a quality plan

Create a risk plan

Perform phase review

Contract suppliers

Create a procurement plan

Create a communication plan

Create an acceptance plan

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DEVELOP A PROJECT PLAN

Identify, create and agree on a Work Break-down structure (WBS) (a hierarchical set of phases, sequenced activity and task to be undertaken on the project) The WBS is accomplished by defining the scope of the project and breaking the work down into components that can be scheduled and estimated and easily monitored and controlled. Allocate resources to each activity and task and assemble detailed project schedule

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DEVELOP A RESOURCE PLAN

Involves a detailed resource allocation and assessment to identify: Types of resources (human, equipment, materials) Total quantities of each resource type Roles, Responsibilities and skill-sets of all human resource Items, purposes and specification of equipment resource Items, purposes and specification of material resource. Note: There are committed and proposed resources.
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DEVELOP FINANCIAL PLAN

Identify the quantity of money required for each stage of the project (cost estimation) Quantify the total cost of labour (human resource), equipment and material (cost budgeting) Assemble an expense schedule (an outline of forecast spending Vs actual spending)

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DEVELOP QUALITY PLAN

Defines what quality means in terms of the project Lists clear and unambiguous quality targets for each deliverable Outline a plan of activities which will assure the customer that the quality targets will be met (i.e. Quality Assurance Plan) Identifies the techniques used to control the actual level of quality of each deliverable as it is built (i.e. Quality Control Plan)

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DEVELOP RISK PLAN

Outline foreseeable project risks Outline set of actions to be taken formulated to both prevent each risk from occurring and reduce the impact of the risk should it happen i.e. Risk identification Risk response planning

Risk monitoring and control.

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DEVELOP ACCEPTANCE PLAN

Provides and outlines the criteria for obtaining customer acceptance Assembles a schedule of acceptance reviews within which customers acceptance will be sought. Using an acceptance form to review the deliverables produced and the level of customer satisfaction. BOTTOM LINE: Each deliverable MUST meet or exceed customers requirements

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CREATE COMMUNICATIONS PLAN

Here identify how each of the stakeholders would be informed. Identify the types of information to be distributed Identify the methods of distributing information to stakeholders Identify the frequency of distribution And the responsibilities of each person in the project team for distributing information regularly to stakeholders

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CREATE A PROCUREMENT PLAN

Provides a detailed description of the products (i.e. goods and services to be procured from suppliers Provides justification for procuring each product externally (and not internally from team members) Provide a schedule for procurement Identifies the process of selection of a preferred supplier (tender process) Identifies the process for the actual order and delivery of the procured products (procurement process)

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TENDERING PROCESS

The identification of interested suppliers and selecting a preferred supplier to meet the procurement needs. Suppliers are appointed and contracted through a tender process involving:

Creating a statement of work

Request for information from each potential supplier Choosing a preferred supplier Agreeing on a supplier contract for the delivery of the requisite products

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PERFORM PHASE REVIEW

Project planning process

main product: project plans (resource, financial, risk, communication, procurement, acceptance, quality) & contract suppliers

Project execution process

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PROJECT EXECUTION PROCESS

Involves the coordinating of people and other resources to carry out the project plan. Characterized by the physical construction of each deliverable (by the project team) and presentation to the customer for acceptance. And Monitoring and Controlling of activities, resources and expenditure (by the project manager) required throughout the execution phase to ensure that the customers requirement are met

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PROJECT EXECUTION ACTIVITIES

Perform phase review Build deliverable Risk Mgt Quality Mgt Integration Mgt Procurement Mgt Cost Mgt Monitor & Control Time Mgt Scope Mgt Human resource Mgt Communication Mgt

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BUILD DELIVERABLES

Requires physical construction of each deliverable by the project team Note: The actual activities undertaken to construct each deliverable will vary depending on the type of project: e.g. engineering, building development, computer infrastructure, business process or events

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MONITORING AND CONTROL

While the project team are physically producing each deliverable, the project manager implements a series of management processes grouped as KNOWLEDGE AREAS to monitor and control the activities being undertaken They include: Time mgt, Risk mgt, Cost mgt, Quality mgt, Communication mgt, Procurement mgt, Integration mgt, Scope mgt and Human resource mgt

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MONITORING AND CONTROL

Project objectives are met by monitoring and measuring progress regularly to identify variances from plan so that corrective actions can be taken when necessary. Monitoring activities include: Integrated change control. Quality control. Scope change control.

Cost control.
Schedule control Performance reporting, etc

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PERFORM PHASE REVIEW

Project execution process

main product: project deliverables (results, services or products), monitor and Control activities

Project closure process

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PROJECT CLOSURE

Involves formalizing acceptance of the project or phase and bringing it to an orderly end. A successful project will have met its objectives and be READY for formal closure ONLY when deliverables have all been completed and accepted by the customer OR when it is clear and established that the objectives (or deliverables) CANNOT be met

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PROJECT CLOSURE ACTIVITIES

Perform project closure

Review project completion

Winding up the project

Final project activity

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PERFORM PROJECT CLOSURE

Involves a series of activities (undertaken by the project manager): Assessing whether the project completion criteria has been met Identifying any outstanding items (activities, risks, issues or resources) Producing a handover plan/schedule to transfer to the customer Communicating closure to all stake holders and interested parties

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PERFORM PROJECT CLOSURE

Listing the activities required to handover documentation, cancel supplier contracts and release project resources to the business NOTE (1): These activities make up the project closure Report (document) which is submitted to the customer and/or project sponsor for approval

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REVIEW PROJECT COMPLETION

Review of the overall success of the project by an independent resource (auditor) Success is determined by how well the project performed against the defined objectives and conformed to the management process outlined in the planning phase

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PERFORM PROJECT CLOSURE

Note (2): The project is closed ONLY when all activities identified in the closure report have been COMPLETED

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TO DETERMINE PERFORMANCE

The following questions are asked: Did it result in the benefits defined in the business case? Did it achieve the objectives outlined in the terms of reference? Did it operate within the scope of the terms of reference? Did the deliverables meet the criteria defined in the quality plan? Was it delivered within the schedule outlined in the project plan? Was it delivered within the financial plan?
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TO DETERMINE CONFORMANCE

A review is undertaken of the level of conformity of the project activities to the management processes outlined in the quality plan NOTE: Results of the review, key achievements and lessons learnt are documented in a POSTIMPLEMENTATION REPORT and presented to the project sponsor for approval.

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Summary
There 44 project management processes There are 5 process groups.

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