Chapter 3 Flashcards
5 Project Team Actions for Project to Be Successful
Select appropriate processes required to meet the project objectives;
Use a defined approach that can be adapted to meet requirements;
Establish and maintain appropriate communication and engagement with stakeholders;
Comply with requirements to meet stakeholder needs and expectations; and
Balance the competing constraints of scope, schedule, budget, quality, resources, and risk to produce the specified product, service, or result.
Process
A process is a set of interrelated actions and activities performed to create a pre-specified product, service, or result.
Project Process Categories
Project management and Product-oriented
Project management processes
These processes ensure the effective flow of the project throughout its life cycle.
Product oriented processes
These processes specify and create the project’s product. Product-oriented processes are typically defined by the project life cycle and vary by application area as well as the phase of the product life cycle.
Project Management Process Groups
Initiating, Planning, Executing, Monitoring and Control, Closing
Initiating Process Group
The Initiating Process Group consists of those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.
Key purpose of Initiating Process Group
The key purpose of this Process Group is to align the stakeholders’ expectations with the project’s purpose, give them visibility about the scope and objectives, show how their participation in the project and it associated phases can ensure that their expectations are achieved.
Some steps in the Initiating Process Group
Within the Initiating processes, the initial scope is defined and initial financial resources are committed. Internal and external stakeholders who will interact and influence the overall outcome of the project are identified. If not already assigned, the project manager will be selected. This information is captured in the project charter and stakeholder register. When the project charter is approved, the project becomes officially authorized.
Planning Process Group
The Planning Process Group consists of those processes performed to establish the total scope of the effort, define and refine the objectives, and develop the course of action required to attain those objectives.
Some steps in the Planning Process Group
The Planning processes develop the project management plan and the project documents that will be used to carry out the project.
Key benefit of Planning Process Group
The key benefit of this Process Group is to delineate the strategy and tactics as well as the course of action or path to successfully complete the project or phase.
Executing Process Group
The Executing Process Group consists of those processes performed to complete the work defined in the project management plan to satisfy the project specifications.
Some steps in the Executing Process Group
This Process Group involves coordinating people and resources, managing stakeholder expectations, as well as integrating and performing the activities of the project in accordance with the project management plan.
Monitoring and Controlling Process Group
The Monitoring and Controlling Process Group consists of those processes required to track, review, and orchestrate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes.
Key benefit of Montoring & Controlling Process Group
The key benefit of this Process Group is that project performance is measured and analyzed at regular intervals, appropriate events, or exception conditions to identify variances from the project management plan.
Closing Process Group
The Closing Process Group consists of those processes performed to conclude all activities across all Project Management Process Groups to formally complete the project, phase, or contractual obligations.
Some steps in Closing Process Group
Obtain acceptance by the customer or sponsor to formally close the project or phase,
Conduct post-project or phase-end review,
Record impacts of tailoring to any process,
Document lessons learned,
Apply appropriate updates to organizational process assets,
Archive all relevant project documents in the project management information system (PMIS) to be used as historical data,
Close out all procurement activities ensuring termination of all relevant agreements, and
Perform team members’ assessments and release project resources.
From Project Data to Information
Project data are collected as a result of various Executing processes and are shared within the project team. The collected data are analyzed in context, and aggregated and transformed to become project information during various Controlling processes. The information may then be communicated verbally or stored and distributed as reports in various formats.
Three Terminologies of Project Data / Information
Work performance data. The raw observations and measurements identified during activities performed to carry out the project work. Examples include reported percent of work physically completed, quality and technical performance measures, start and finish dates of schedule activities, number of change requests, number of defects, actual costs, actual durations, etc.
Work performance information. The performance data collected from various controlling processes, analyzed in context and integrated based on relationships across areas. Examples of performance information are status of deliverables, implementation status for change requests, and forecasted estimates to complete.
Work performance reports. The physical or electronic representation of work performance information compiled in project documents, intended to generate decisions or raise issues, actions, or awareness. Examples include status reports, memos, justifications, information notes, electronic dashboards, recommendations, and updates.
Knowledge Area
A Knowledge Area represents a complete set of concepts, terms, and activities that make up a professional field, project management field, or area of specialization.
10 Knowledge Areas
The Knowledge Areas are: Project Integration Management, Project Scope Management, Project Time Management, Project Cost Management, Project Quality Management, Project Human Resource Management, Project Communications Management, Project Risk Management, Project Procurement Management and Project Stakeholder Management.
