Project Management Process PDF

THE PROJECT MANAGEMENT PROCESS What is project management process It is a linear sequence of steps which are carried out to achieve definite objectives. Key stages: initiation, where the project is defined and its feasibility is assessed. planning, which outlines the tasks, resources, and timel...

THE PROJECT MANAGEMENT PROCESS What is project management process It is a linear sequence of steps which are carried out to achieve definite objectives. Key stages: initiation, where the project is defined and its feasibility is assessed. planning, which outlines the tasks, resources, and timelines needed to achieve the project goals; execution, where the actual work is carried out according to the plan monitoring and controlling, which ensures that the project stays on track and any issues are addressed promptly closing, where the project is completed, evaluated, and any lessons learned are documented. Summary of Management Processes There are different types of management processes, namely Fayol’s management process. Eastonian process, APM Bok management process (the Association for Project Management Body of Knowledge), PMBOK Project Management Process (Project Management Body of Knowledge). Fayol’s Eastonian process APM Bok PMBOK Project management management Management process process Process Planning Input Starting and Initiating Initiating Organising Process Defining and Planning Planning Commanding Output Monitoring and Executing controlling Directing Learning and Monitoring and closing Control Controlling Closing FAYOL’S MANAGEMENT PROCESS Founder: French industrialist, Henry Fayol, who in 1916 presented his management process that considered the following: Planning, Organising, Commanding, Directing and Controlling. Planning: forecasting the work to be done. Setting objectives and determining the best course of action to achieve them Organising: refers to staffing. Arranging resources and tasks to implement the plan. Commanding: Controlling and directing employees to ensure that they understand their roles and responsibilities clearly. Directing: Co-ordinating the staff and the work. motivating and guiding employees to work towards the organization's goals. Controlling: Monitoring and receiving feedback on the progress in order to make necessary adjustments. Fayol’s management process suggest that it is important to have “unity of command” with each worker reporting to only one supervisor, so that workers were not receiving commands from more than one supervisor. EASTONIAN PROCESS The Eastonian process (input-process-output), is named after David Easton. The Eastonian process in project management: a structured approach that emphasizes the importance of clear communication, defined roles, and systematic planning throughout the lifecycle of a project. Input: Lists all the activities, documents or information required to do the project. inputs can: project goals, stakeholder requirements, available resources, and timeline. Process: The development of network diagrams. Concept maps Output: Include the network diagrams, the activity with all the start and finish dates, the critical path, the Gantt chart. PROJECT MANAGEMENT PROCESS The PMBOK (Project Management Body of Knowledge) states that project management is accomplished through processes which it defines as a set of interrelated actions and activities that are performed to achieve a pre-specified set of objectives, products, results or services. There is a general agreement between the PMBOK (Project Management Body of Knowledge) and the APM Bok (the Association for Project Management Body of Knowledge) that the project management process should be subdivided into five key processes which are linked by the results they produce – the outcome from one process is usually the input to the next process. The processes are Initiating The initiating process starts the work or project. This includes the Process project charter and feasibility study Planning The panning process selects and develops the best course of action to process attain the nstated objectives that the project is to achieve. This includes the project management plan. Execution The execution process integrates, instructs and co-ordinates people process and resources to implement and carry out the project management plan and make-it-happen. Controlling The controlling process ensures the project objectives are met by Process regularly monitoring and measuring progress. The process will identify any variances from the project management plan so that corrective action can be taken as and when necessary. Included in this process is the scope change controlling process. Closing The closing process formally accepts the project and brings it to an Process ordely end. This involves commissioning the product and confirming the objectives have been achieved to the required standard (as per project management plan. INITIATING PROCESS This initial planning involves creating a project charter, the feasibility study, and stakeholder analysis. The project charter outlines the purpose and direction of the project, as well as establishing a clear timeline and budget. The project is given an identity with a project name, number and purpose. The project charter sets out why, what, who, when, where, how to and how much the project aims to achieve. The project charter is owned by the sponsor. Feasibility study: confirms the project is feasible. Confirms that the project will make the best use of the company’s resources. Involves the analysis of the practicality and viability of managing a project. Involves evaluating various factors such as resources, timelines, costs, and potential risks associated with the project. Stakeholder Analysis: identifies all the project stakeholders and determines their needs and expectations. 2. PLANNING PROCESS Develop a detailed project management plan outlining how to achieve the goals and objectives of the project. Create a detailed timeline that outlines when each task should be completed, which helps keep the project on track. 3. EXECUTING, MONITORING AND CONTROLLING PROCESS Includes all the processes to execute, monitor and control the work defined in the project management plan. Monitor and control Once the work has started the following processes are used to monitor and control the project The instructions and orders are expedited (particular procurement) to confirm the orders have been received, are being acted upon, and are on track to be delivered on time. In-process quality inspections are used to confirm the project is being made to the required quality. Monitoring provides the project team members with insight into the dynamic nature of the project. It measures the amount of actual work to quantify the project’s progress.  Performance reports provide information on the project’s progress with respect to scope, time, cost, quality, procurement, resources and risk. Monitoring includes status reporting, progress measurements, and forecasting to confirm the project is on track to achieve its objectives. CLOSING PROCESS The closing process includes the processes required to confirm the project has been made to the pre-defined objectives as outlined in the project management plan. When the objectives of the project have been achieved, the project manager will close down the project. A lessons-learned document will be developed to benefit future projects. Closeout report: A closeout report is developed at the end of the project to document lessons learnt for future projects.