Chapter 3 - Project Management Processes Flashcards
Project life cycle
The performing organization’s methodology for managing a project, i.e. the logical breakdown of what you need to do to produce the deliverables of the project
Development life cycle
The collective phases within the project life cycle
What is the development life cycle used for?
To ensure that the expected/planned result of each phase is achieved
Difference between the project life cycle and project management process
- The project life cycle is what you need to do the work
- The project management process is what you need to do to mange the work
Plan-driven project life cycle
Plan-driven projects have predictive development life cycles that require scope, schedule, and cost to be determined in detail early in the life of a project - before the work begins to produce the project deliverables
Change-driven project life cycle
- Change-driven projects use iterative, incremental, or adaptive (agile) development life cycles, and have varying levels of early planning for scope, schedule, and cost
Incremental development life cycle
Delivers a complete, usable portion of the product for each iteration
Iterative development life cycle
The complete concept is built in successive levels of detail to create the end result
Adaptive development life cycle
- Involves a fixed schedule as well as fixed costs
- Scope is broadly defined, with the understanding that it will berefined throughout the project
- The customer’s requirements are documented and prioritized in a backlog
- Work is planned in short increments to allow the customer to change and reprioritize requirements within the time and cost constraints
Hybrid development life cycle
Combination of a predictive and adaptive life cycle
In hybrid development life cycle approach, where to use preditive life cycle?
Used to manage the project requirements that are well defined
In hybrid development life cycle approach, where to use adaptive life cycle?
Used to manage the requirements that are less clear
Phase gate
- Occurs at the end of each phase
- Involves analyzing the results of the completed phase by comparing the results of the phase with the business documents, the project charter, and the PMP
- Based on the analysis, a decision is made whether to redo the phase, move forward with the next phase, or choose not to continue with the project
Key points of Initiating phase
- PM decides whether the business case and benefits management plan can be achieved, and does high level planning to see if project can be completed given the constraints, scope, risks, etc.
- Stakeholders are identified
- Stakeholder analysis is performed
- Project is formally authorized when the sponsor signs the project charter
Major actions in Initiating phase
- Develop project charter
- Identify stakeholders
Outputs of Initiating phase
- Project charter
- Stakeholder register
Progressive elaboration
The process of continually refining estimates and scope definition
Reasons why project initiating is begun
- There’s a business need
- A new phase of the project has begun
- The project has so many problems that you reevaluate the business need
Key points of Planning phase
- PMP is developed, including plans for how to plan, execute, M+C, and close the project
- When PMP is complete, the sponsor approves it
Major actions of Planning phase
- Develop PMP
- Plan scope management
- Collect requirements
- Define scope
- Create WBS
- Plan schedule management
- Define activities
- Sequence activities
- Estimate activity durations
- Develop schedule
- Plan cost management
- Estimate costs
- Determine budget
- Plan quality management
- Plan resource management
- Estimate activity resources
- Plan comms management
- Plan risk management
- Identify risks
- Perform qualitative/quantitative analysis
- Plan risk responses
- Plan procurement management
- Plan stakeholder management
Reasons for entering project Planning
- Project initiating is complete
- Project executing necessitates ongoing planning
- Project M+C necessitates additional planning
Outputs of Planning phase
- PMP
- Project documents that guide execution and control of the project
Rolling wave planning
- A form of progressive elaboration, where the earliest parts of the project are planned in sufficient detail for work to begin
- Later phases are planned at a high level
- As the project progresses, plans are elaborated in sufficient detail to accomplish the work
Project scope statement
Consists of the following:
- Description of the project deliverables
- Work required to complete the deliverables
- Acceptance criteria for the deliverables
When to return to the Planning phase?
- New stakeholders are identified
- New risks are identified
- Rolling wave planning
- New info becomes available through progressive elaboration
Key points of Executing phase
- Team completes work according to PMP
- Focus is on leading and managing the project
Major actions of Executing phase
- Direct and manage work
- Manage project knowledge
- Acquire resources
- Develop team
- Manage team
- Manage comms
- Implement risk responses
- Conduct procurements
- Manage stakeholder engagement
Reasons for entering Executing phase
- Project planning is completed
- PICC results in a changed PMP
Focus of Executing phase
Managing the people, physical resources, and the work to accomplish the project as planned
Focus of M+C phase
Ensuring the project is progessing according to the plan, and approving necessary changes to the plan to meet the organization’s strategic objectives and delvier the expected benefits
Monitoring
- Requires the PM to focus their attention on how the project is progressing
- PM must assess how stakeholders are participating, communicating, and feeling about the project, the work, and the uncertainties that have been identified
Controlling
Requires evaluating hard data on how the project is conforming to the PMP and taking action to address variances that are outside of acceptable limits
Key points of M+C phase
- Progress is assessed according to the baselines established in the PMP
- If variances occur that warrant changes, the changes are evaluated in the Perform Integrated Change Control (PICC) process to determine their impact on the project, identify the best options for dealing with them, and decide whether they should be approved/rejected/deferred
Reasons for entering M+C phase
- Requested changes, including recommended corrective and preventive actions and defect repair, from all sources
- Work performance data
- Deliverables
Major actions of M+C phase
- Monitor and control work
- PICC
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Monitor/control knowledge areas, i.e.,:
- Validate/control scope
- Control schedule
- Control costs
- Control quality
- Control resources
- Control procurements
- Monitor comms
- Monitor risks
- Monitor stakeholder engagement
Key points of Closing phase
- Includes admin activities and technical work to confirm that the final product is acceptable
- Will also include any work needed to transfer the completed project to those who will use it and to solicit feedback from the customer
Reasons for entering Closing phase
- Project phase is complete
- Project is complete
- Project is terminated
In what phases can changes be requested?
Executing and M+C, and in Planningduringrolling wave planning
