Life and Spiritual Coaching

May 21, 2008

PMP Framework

Filed under: PMP — by Donna Ritter @ 3:28 pm
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                        Project Framework

 

Project: a temporary endeavor undertaken to create a unique product or service. The easiset way to think about it is if it is ongoing it is Operations, not a Project.

 

Project management: the application of knowledge, skills, tools, and techniques

to project activities to meet project requirements. Project management is accomplished

through the use of the processes such as: initiating, planning, executing, controlling, and closing.

 

The term project management is sometimes used to describe an organizational

approach to the management of ongoing operations. This approach, more properly

called management by projects, treats many aspects of ongoing operations

as projects to apply project management techniques to them.

 

General management: encompasses planning, organizing, staffing, executing, and

controlling the operations of an ongoing enterprise. General management also

includes supporting disciplines such as law, strategic planning, logistics, and human

resources management. The PMBOK® overlaps or modifies general management

in many areas—organizational behavior, financial forecasting, and planning techniques,

to name just a few. Section 2.4 provides a more detailed discussion of general

management.

 

Application areas are categories of projects that have common elements significant

in such projects, but are not needed or present in all projects. Application

areas are usually defined in terms of:

  • Functional departments and supporting disciplines, such as legal, production and inventory management, marketing, logistics and personnel.
  • Technical elements, such as software development, pharmaceuticals, water and sanitation engineering, or construction engineering.
  • Management specializations, such as government contracting, community development, or new product development.
  • Industry groups, such as automotive, chemicals, agriculture, or financial services. Appendix E includes a more detailed discussion of project management application areas.

 

Program: a group of related projects managed in a coordinated way to obtain benefits not available from managing them individually. Many programs also include elements of ongoing operations.

 

Project Portfolio Management:  Project portfolio management refers to the

selection and support of projects or program investments. These investments in

projects and programs are guided by the organization’s strategic plan and available

resources.

 

Project Management Context:

 

Project phase:  is marked by completion of one or more deliverables.

 

Deliverable: a tangible, verifiable work product such as a feasibility study, a detail design, or a working prototype. The deliverables, and hence the phases, are part of a generally sequential logic designed to ensure proper definition of the product of the project.

 

Project life cycle:  Collection of project phases. They include concept, develop, implement and closeout.

 

Fast tracking:  Starting a project phase prior to approval of the previous phase deliverables

when the risks involved are deemed acceptable. 

 

 

Standards vs. regulations: standards are guidelines, regulations implies compliance.

 

Project Management Knowledge Areas: integration, scope management,  time management, cost management, quality management,  human resource management, communications management, risk management and procurement management.

 

Project Management Processes: project processes, process groups, process interactions, customizing process interactions and mapping of processes.

 

Project Processes series of actions bringing about a result. They fall into the following 2 categories: Project management processes describe, organize and complete the work of the project. Product oriented processes specify and create project’s product (life-cycle).

 

Process Group (IPECC): used for each knowledge area. They are:

  • Initiating processes—authorizing the project or phase. They are an output to planning.
  • Planning processes—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. They are an output to executing.
  • Executing processes—coordinating people and other resources to carry out the plan. They are an input to executing.
  • Controlling processes—ensuring that project objectives are met by monitoring and measuring progress regularly to identify variances from plan so that corrective action can be taken when necessary. Controlling is an output to planning, executing and closing and has input from executing.
  • Closing processes—formalizing acceptance of the project or phase and bringing it to an orderly end.

 

Process interactions: Within each process group, the individual processes are linked by their inputs and outputs. By focusing on these links, we can describe each process in terms of it’s:

  • Inputs—documents or document able items that will be acted upon.
  • Tools and techniques—mechanisms applied to the inputs to create the outputs.
  • Outputs—documents or document able items that are a result of the process.

 

Initiation Process: authorizing the project or phase is part of project scope management.

 

Planning Process:  is of  major importance to a project because the project involves doing

something that has not been done before. Planning is an ongoing effort throughout the life of the

project. It has 11 core processes and 10 facilitating processes.  (see figure 3-5 in PMBOK).

 

Scope Management: processes required to ensure that the project includes all of the work required and only the work required to complete the project successfully.

 

Product Scope: describes the product to be delivered.

 

Project Scope:

describes the work required to deliver the product.

 

Planning Core processes. Some planning processes have clear dependencies that require

them to be performed in essentially the same order on most projects. They include:

 

  • Scope planning – developing written scope statement
  • Scope definition – subdividing deliverables into smaller pieces
  • Activity definition – identifying activities needed to be performed to produce the deliverables
  • Activity sequencing – documenting interactivity dependencies
  • Activity duration estimating – estimating number of work periods needed
  • Schedule development – analyzing activity sequencing, duration and resource requirements to produce schedule
  • Risk management planning – deciding how to approach and plan for risks
  • Resource planning – determining what resources are required
  • Cost estimating – developing approximation of the costs of the resources required
  • Cost budgeting – allocating overall cost estimates to activities
  • Project plan development – taking outputs of all planning activities and putting them into a consistent, coherent document.

 

Planning Facilitating processes. Interactions among the other planning processes are

more dependent on the nature of the project. Although these facilitating processes

are performed intermittently and as needed during project planning, they are not

optional. They include:

 

  • Quality Planning —identifying which quality standards are relevant to the project and determining how to satisfy them.
  • Organizational Planning —identifying, documenting, and assigning project roles, responsibilities, and reporting relationships.
  • Staff Acquisition —getting the human resources needed assigned to and working on the project.
  • Communications Planning —determining the information and communications needs of the stakeholders: who needs what information, when will they need it, and how will it be given to them.
  • Risk Identification —determining which risks might affect the project and documenting their characteristics.
  • Qualitative Risk Analysis —performing a qualitative analysis of risks and conditions to prioritize their effects on project objectives.
  • Quantitative Risk Analysis —measuring the probability and impact of risks and estimating their implications for project objectives.
  • Risk Response Planning—developing procedures and techniques to enhance opportunities and to reduce threats to the project’s objectives from risk.
  • Procurement Planning —determining what to procure, how much to procure, and when.
  • Solicitation Planning —documenting product requirements and identifying potential sources.

 

Executing Core Process:  Project Plan execution – carrying out the project plan

 

Executing Facilitating Processes:

  • Quality Assurance —evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards.
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