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Processes for a Project
Tanveer Ahmed, [email protected]
LOGO
www.wondershare.com
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Organizational Process Assets
Organizational process assets include any or all process related assets,
from any or all of the organizations involved in the project that can beused to influence the projects success.
These process assets include formal and informal plans, policies,procedures, and guidelines.
The process assets also include the organizations knowledge basessuch as lessons learned and historical information.
Organizational process assets may include completed schedules, riskdata, and earned value data.
Updating and adding to the organizational process assets as necessarythroughout the project are generally the responsibility of the projectteam members.
Organizational process assets may be grouped into two categories
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Processes and Procedures
Organizational standard processes such as standards,policies (e.g., safety and health policy, ethics policy, and
Standardized guidelines, work instructions, proposal
evaluation criteria, and performance measurement criteria; Templates (e.g., risk, work breakdown structure, project
schedule network diagram, and contract templates);
standard processes to satisfy the specific needs of theproject;
Organization communication requirements (e.g., specificcommunication technology available, allowedcommunication media, record retention policies, andsecurity requirements);
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Project closure guidelines
. ., ,
expenditure and disbursement reviews, accounting codes, and
standard contract rovisions
Issue and defect management procedures
Risk control procedures
roce ures or pr or t z ng, approv ng, an ssu ng wor
authorizations.
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The organizational corporate knowledge base for storingand retrieving information includes but is not limited to:
Process measurement databases
ro ec es
Historical information and lessons learned knowledge bases
Configuration management knowledge bases
Financial databases containing information such as laborhours, incurred costs, budgets and any project costoverruns
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Enter rise Environmental Factors
Enterprise environmental factors refer to both internal andexternal environmental factors that surround or influence
projects success. These factors may come from any or all
.
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, ,
Govt or industry standards
. .,equipment);
. ., , ,and knowledge, such as design, development, law,contractin and urchasin
Personnel administration (e.g., staffing andretention guidelines, employee performancereviews and training records, overtime policy, and
time tracking); ompany wor aut orization systems;
Project management information systems
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PM PROCESSES
A process is a set of interrelated actions and activitiesper orme to ac eve a pre-spec e pro uct, resu t, orservice.
Each rocess is characterized b its in uts the tools andtechniques that can be applied, and the resulting outputs.
Organizational process assets provide guidelines and
specific needs of the project.
Enterprise environmental factors may constrain the projectmanagement options.
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PM PROCESSES
known as Project Management Process Groups (or Process Groups):
Initiating Process Group. Those processes performed to define a newproject or a new phase of an existing project by obtainingauthorization to start the project or phase.
Planning Process Group. Those processes required to establish thescope o t e pro ect, re ne t e o ect ves, an e ne t e course oaction required to attain the objectives that the project wasundertaken to achieve.
xecu ng rocess roup. ose processes per orme o comp e ethe work defined in the project management plan to satisfy theproject specifications.
.required to track, review, and regulate the progress and
performance of the project; identify any areas in which changes to
Closing Process Group. Those processes performed to finalize allactivities across all Process Groups to formally close the project orhase.
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PM PROCESSES INTERACTIONS
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PROCESS GROUP INTERACT IN A PHASE / PROJECT
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PROJECT MANAGEMENT KNOWLEDGE AREAS
Project Integration Management
Project Scope Management
Project Time Management
Project Quality Management
Project Resource Management
Project Communication Management
Project Risk Management
Pro ect Procurement Mana ement
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1. Initiating Process Group
Develop Project Charter
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Initiating Process Group..
Identify Stakeholders
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2. Planning Process Group
Develop Project Management Plan
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Planning Process Group..
Collect Requirements
Define Scope
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Planning Process Group..
Create WBS
Define Activities
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Planning Process Group..Sequence Activities
Estimate Activity Resources
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Planning Process Group..Estimate Activities Duration
Develop Schedule
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Planning Process Group..
Estimate Cost
Determine Budget
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Planning Process Group..
Determine Human Resource Plan
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Planning Process Group..Plan Communication
Plan Risk Management
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Planning Process Group..
Perform Qualitative Risk Analysis
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Planning Process Group..Perform Quantitative Risk Analysis
Plan Risk Responses
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Planning Process Group..
Plan Procurements
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3 Executing Process Group
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3. Executing Process Group
Perform Quality Assurance
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Executing Process Group..
Acquire Project Team
Develop Project Team
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Executing Process Group..
Manage Project Team
Distribute Information
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Executing Process Group..Manage Project Team
Conduct Procurements
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4. Monitoring and Controlling Process Group
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Monitoring & Ctrlg Process Group..
Monitoring and Controlling Project Work
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Monitoring & Ctrlg Process Group..
Perform Integrated Change Control
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Monitoring & Ctrlg Process Group..Verify Scope
Control Scope
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Monitoring & Ctrlg Process Group..Control Schedule
Control Cost
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Monitoring & Ctrlg Process Group..Perform ualit Control
Re ort Performance
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Monitoring & Ctrlg Process Group..Monitor and Control Risks
Administer Procurements
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4. Closing Process Group
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Closing Process Group..
Close Project or Phase
Close Procurements
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