Project Management Process Groups PDF

**Central Node**: **Project Management Process Groups** 1. **Initiating Process Group** - Define new project or phase. - Develop Project Charter and Stakeholder Register. - Identify stakeholders and allocate resources. - Authorizes project start. - Revalidated in...

**Central Node**: **Project Management Process Groups** 1. **Initiating Process Group** - Define new project or phase. - Develop Project Charter and Stakeholder Register. - Identify stakeholders and allocate resources. - Authorizes project start. - Revalidated in each phase for large projects. - Ensures focus on business needs and stakeholder objectives. 2. **Planning Process Group** - Establish total scope and refine objectives. - Develop Project Management Plan and supporting documents. - Iterative and involves \"Rolling Wave Planning.\" - Revisits processes due to significant changes. - Focused on scope, time, cost, quality, communication, and risk management. 3. **Executing Process Group** - Perform work defined in the plan. - Coordinate resources and team activities. - Adapt plans to account for changes in resource productivity, risks, or durations. - Major budget consumption. - Change requests for re-baselining if needed. 4. **Monitoring & Controlling Process Group** - Track, review, and regulate project progress. - Compare performance to the management plan. - Recommend preventive or corrective actions. - Manage changes via integrated change control. - Monitor performance baselines and project risks. 5. **Closing Process Group** - Finalize all project/phase activities. - Obtain stakeholder/customer acceptance. - Conduct post-project reviews and lessons learned. - Archive documentation in PMIS. - Ensure contractual closure and record updates to processes. **Project Management and Stakeholder Management** **1. What is a Project?** - Temporary endeavor with a definite beginning and end. - Creates a **unique product, service, or result.** - Can involve social, economic, and environmental impacts. - Example deliverables: - A product (e.g., a building, software). - A capability to perform a service. - A result (e.g., research findings). **2. What is Project Management?** - **Definition**: Application of knowledge, skills, tools, and techniques to meet project requirements. - Accomplished via 5 Process Groups: - Initiating - Planning - Executing - Monitoring and Controlling - Closing - Balances competing constraints: - **Scope** - **Quality** - **Schedule** - **Budget** - **Resources** - **Risk** **3. Stakeholder Management** - **Definition**: Managing people or organizations actively involved in or affected by the project. - **Stakeholder Types**: - **Internal Stakeholders**: - Top management, accountant, project team. - **External Stakeholders**: - Clients, competitors, suppliers, intervenor groups. - **Power-Interest Grid Model**: - **High Power-High Interest**: Manage closely. - **High Power-Low Interest**: Keep satisfied. - **Low Power-High Interest**: Keep informed. - **Low Power-Low Interest**: Monitor. **4. Stakeholder Management Cycle** - **Steps**: - Identify stakeholders. - Gather information. - Identify stakeholder strategies. - Predict stakeholder behavior. - Implement management strategies. **5. Process Groups Overview:** - **Initiating**: Define project/phase, approve charter, identify stakeholders. - **Planning**: Scope, refine objectives, rolling wave planning. - **Executing**: Perform activities, manage changes, re-baseline. - **Monitoring & Controlling**: Track, review progress, and adjust plans. - **Closing**: Finalize, review lessons learned, archive documents. **Project Scope Management and Work Breakdown Structure (WBS)** **1. Scope Definition** - **Scope**: Work needed to deliver the **end result** (product, service, or objective). - Includes: - Meetings - Reports - Analysis - Project management components. **2. Project Scope Management Processes (PMI PMBOK)** - **5.1 Collect Requirements**: Define and document stakeholder needs. - **5.2 Define Scope**: Create a detailed project and product description. - Build upon project charter. - Identify risks, assumptions, constraints. - **5.3 Create WBS**: - Break down deliverables into smaller work packages. - **Work Package**: Smallest manageable component. - **5.4 Verify Scope**: - Formal acceptance of completed deliverables. - Focus: Deliverable **acceptance** (vs. quality). - **5.5 Control Scope**: - Monitor status, manage scope baseline changes. - Avoid **scope creep** through change control processes. **3. Scope Management Functions** - **Key Components**: - Conceptual development - Scope statement - Work authorization - Scope reporting - Control systems - Project closeout **4. Work Breakdown Structure (WBS)** - **Definition**: Deliverable-oriented hierarchical decomposition. - **Key Features**: - Logical structure. - Tracks tasks, milestones, and responsibilities. - Improves communication and control. - **Components**: - **Project** (Top-level) - **Deliverables** (Major components) - **Sub-deliverables** (Supporting deliverables) - **Work Packages** (Individual project activities) **5. Organizational Breakdown Structure (OBS)** - Links cost, activity, and responsibility. - Assigns work packages to: - Departments. - Individual owners. **6. Statement of Work (SOW)** - **Definition**: Detailed narrative of project work requirements. - **Components**: - Introduction and background. - Technical description. - Timeline and milestones. - Client expectations. **7. Project Closeout** - Includes: - Historical records. - Post-project analysis. - Financial closeout. - Ensures: - Dispute resolution. - Training material. - Audit facilitation. **Failure Mode, Effect, and Criticality Analysis (FMECA)** 1. Definition and Purpose: - FMEA identifies potential failures and assesses their effects. - FMECA ranks these failures based on seriousness and criticality. 2. Steps for FMECA Analysis: - Identify components and failure modes. - Analyze effects, causes, and seriousness. - Evaluate detectability and calculate criticality index (C = P × S × D). - Prioritize failures and suggest corrective actions. Risk Management in Project Management 1. Definition and Importance: - The process of identifying, analyzing, and responding to risks to protect project objectives. - Risks are characterized as secondary (from mitigation strategies) or residual (remaining after mitigation). 2. General Risk Formula: - Project Risk = Probability of Event × Consequences of Event Risk Management Process 1. Four Core Stages: - Risk Identification: Determine potential risks. - Analysis of Probability & Consequences: Prioritize based on likelihood and impact. - Risk Mitigation Strategies: Options include accept, minimize, share, transfer, and contingency planning. - Control and Documentation: Record risks, responses, and lessons learned. 2. PRAM Framework (Project Risk Analysis & Management): - A nine-phase life cycle from defining risks to managing them actively. 3. PMI Project Risk Management: - Involves planning, identifying, analyzing (qualitative/quantitative), and responding to risks. Key Tools & Techniques 1. Qualitative Analysis: - Probability & Impact Matrix: Categorizes risks based on likelihood and consequences. - Expert Judgments & Data Assessments: Enhance decision accuracy. 2. Quantitative Analysis: - Techniques: Sensitivity analysis, EMV (Expected Monetary Value), simulations. - Outputs: Decision trees and other numerical models. 3. Risk Identification Techniques: - Brainstorming, Delphi Method, SWOT analysis, root cause analysis, and diagramming techniques (e.g., influence diagrams). Risk Response Strategies 1. For Negative Risks (Threats): - Avoid, Transfer, Mitigate, or Accept. 2. For Positive Risks (Opportunities): - Exploit, Share, Enhance, or Accept. Monitoring & Documentation - Continuously monitor risks during the project lifecycle for changes and new threats. - Maintain a Risk Register to document risk owners, responses, warning signs, and contingency measures.