HOLA - Weeblyc-pmt.weebly.com/uploads/4/0/1/7/4017805/006-project_charter.pdf · Process Groups & Knowledge Areas ©2013 Project Management Institute. A Guide to the Project Management

HOLA

Process Groups & Knowledge Areas

61©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

3

3 - PROJECT MANAGEMENT PROCESSES

Table 3-1. Project Management Process Group and Knowledge Area Mapping

4. Project Integration Management

5. Project Scope Management

6. Project Time Management

7. Project Cost Management

8. Project Quality Management

9. Project Human Resource Management

10. Project Communications Management

11. Project Risk Management

12. Project Procurement Management

13. Project Stakeholder Management

Project Management Process Groups

Knowledge Areas Initiating Process

Group

Closing Process

Group

Monitoring and Controlling Process Group

Executing Process

Group

Planning Process Group

4.1 Develop Project Charter

13.1 Identify Stakeholders

4.2 Develop Project Management Plan

5.1 Plan Scope Management5.2 Collect Requirements5.3 Define Scope5.4 Create WBS

6.1 Plan Schedule Management6.2 Define Activities6.3 Sequence Activities6.4 Estimate Activity Resources6.5 Estimate Activity Durations6.6 Develop Schedule

7.1 Plan Cost Management7.2 Estimate Costs7.3 Determine Budget

8.1 Plan Quality Management

9.1 Plan Human Resource Management

10.1 Plan Communications Management

11.1 Plan Risk Management11.2 Identify Risks11.3 Perform Qualitative Risk Analysis11.4 Perform Quantitative Risk Analysis11.5 Plan Risk Responses

12.1 Plan Procurement Management

13.2 Plan Stakeholder Management

4.3 Direct and Manage Project Work

8.2 Perform Quality Assurance

9.2 Acquire Project Team9.3 Develop Project Team9.4 Manage Project Team

10.2 Manage Communications

12.2 Conduct Procurements

13.3 Manage Stakeholder Engagement

4.4 Monitor and Control Project Work4.5 Perform Integrated Change Control

5.5 Validate Scope5.6 Control Scope

6.7 Control Schedule

7.4 Control Costs

8.3 Control Quality

10.3 Control Communications

11.6 Control Risks

12.3 Control Procurements

13.4 Control Stakeholder Engagement

4.6 Close Project or Phase

12.4 Close Procurements

Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

47 PMI processes

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EndPlanStart

Initiating Planning Executing Monitoring & Controlling Closing


61©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

3

3 - PROJECT MANAGEMENT PROCESSES

Table 3-1. Project Management Process Group and Knowledge Area Mapping

4. Project Integration Management

5. Project Scope Management

6. Project Time Management

7. Project Cost Management

8. Project Quality Management

9. Project Human Resource Management

10. Project Communications Management

11. Project Risk Management

12. Project Procurement Management

13. Project Stakeholder Management


Knowledge Areas Initiating Process

Group

Closing Process

Group

Monitoring and Controlling Process Group

Executing Process

Group



13.1 Identify Stakeholders


5.1 Plan Scope Management5.2 Collect Requirements5.3 Define Scope5.4 Create WBS

6.1 Plan Schedule Management6.2 Define Activities6.3 Sequence Activities6.4 Estimate Activity Resources6.5 Estimate Activity Durations6.6 Develop Schedule

7.1 Plan Cost Management7.2 Estimate Costs7.3 Determine Budget

8.1 Plan Quality Management

9.1 Plan Human Resource Management

10.1 Plan Communications Management

11.1 Plan Risk Management11.2 Identify Risks11.3 Perform Qualitative Risk Analysis11.4 Perform Quantitative Risk Analysis11.5 Plan Risk Responses

12.1 Plan Procurement Management

13.2 Plan Stakeholder Management

4.3 Direct and Manage Project Work

8.2 Perform Quality Assurance

9.2 Acquire Project Team9.3 Develop Project Team9.4 Manage Project Team

10.2 Manage Communications

12.2 Conduct Procurements

13.3 Manage Stakeholder Engagement

4.4 Monitor and Control Project Work4.5 Perform Integrated Change Control

5.5 Validate Scope5.6 Control Scope

6.7 Control Schedule

7.4 Control Costs

8.3 Control Quality

10.3 Control Communications

11.6 Control Risks

12.3 Control Procurements

13.4 Control Stakeholder Engagement

4.6 Close Project or Phase

12.4 Close Procurements


Project Integration Management

Initiating Planning Executing Monitoring & Controlling Closing


Integration

Scope

Time

Cost

Quality

Human Resources

Communications

Risk

Procurement

Stakeholders

4.1

Project Integration Management & Develop Project Charter

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Project

Management

4.1 Develop Project Charter: authorizes project existence

4.2 Develop Project Management Plan: integrating plans

4.3 Direct and Manage Project Work: leading, performing, implementing

4.4 Monitor and Control Project Work: tracking, reviewing, reporting4.5 Perform Integrated Change Control: reviewing, approving, managing

4.6 Close Project or Phase: finalizing activities


Executing Process Group

Initiating Process Group

Closing Process Group

Monitoring & Controlling Process Group

Project Integration Management(PMBOK Chapter 4)

Are the processes and activities required to identify, define, combine, unify and coordinate the various other processes and project management activities

Making choices about resource allocation

Making trade-offs among competing objectives and alternatives

Managing interdependencies among the Knowledge Areas

(PMBOK Chapter 4)Project Integration Management


66 ©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

4 - PROJECT INTEGRATION MANAGEMENT


Develop Project Charter is the process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. The key benefit of this process is a well-defined project start and project boundaries, creation of a formal record of the project, and a direct way for senior management to formally accept and commit to the project. The inputs, tools and techniques, and outputs for this process are shown in Figure 4-2. Figure 4-3 depicts the data flow diagram of the process.

Inputs Tools & Techniques Outputs

.1 Project statement of work

.2 Business case

.3 Agreements

.4 Enterprise environmental factors .5 Organizational process assets

.1 Expert judgment

.2 Facilitation techniques .1 Project charter

Figure 4-2. Develop Project Charter: Inputs, Tools and Techniques, and Outputs


A Project Charter is:

- a document that formally authorizes the existence of a project - provides the project manager with the authority to start working

A Project Charter provides:

- a well-defined project start and project boundaries - a way for senior management to formally accept & commit to the project








.2 Business case

.3 Agreements


.1 Expert judgment




The Project Statement of Work (SOW) is: A narrative description of products, services, or results of the project

For internal projects: the project initiator or sponsor provides the statement of work based on business needs, product or service requirements

For external projects: received from the customer as part of a bid document








.2 Business case

.3 Agreements


.1 Expert judgment




The Project Statement of Work (SOW) references:

Business need - is the project based on a market demand, technological advance, legal requirement, government regulation or environmental considerations

Product scope description - what are the characteristics of the project and what is its relationship to the business need

Strategic plan - what is the organization’s strategic vision, goals, and objectives (may be a high-level mission statement)








.2 Business case

.3 Agreements


.1 Expert judgment




The Business Case:

- describes the necessary information from a business standpoint about how the project is worth the required investment

- shows a cost-benefit analysis to justifying the project

In the early stages of the project life cycle reviewing the business case helps to confirm if the project is still aligned with it








.2 Business case

.3 Agreements


.1 Expert judgment




Agreements:

- contracts, memorandums of understanding, service level agreements, letter of agreements, letters of intent, verbal agreements, email or other written agreements








.2 Business case

.3 Agreements


.1 Expert judgment




Enterprise Environmental Factors:

Governmental standards

Industry standards or regulations

Organizational culture and structure

Marketplace conditions








.2 Business case

.3 Agreements


.1 Expert judgment




Organizational Process Assets:

Standard processes, policies and definitions

Templates (e.g., project charter template)

Historical information & lessons learned knowledge base








.2 Business case

.3 Agreements


.1 Expert judgment




Expert Judgment: is applied to all technical and management details& provided by: Other units within the organization Consultants Stakeholders (including customers or sponsors) Professional and technical associations Industry groups Subject matter experts (SME’s) Project management office








.2 Business case

.3 Agreements


.1 Expert judgment




Facilitation Techniques: Building consensus and overcoming obstacles:

Brainstorming, Conflict resolution & Problem solving

Characteristics of a Facilitator:www.virginia.edu

• asking rather than telling

• willing to spend time in building relationships rather than being only task-oriented

• initiating conversation rather than waiting for someone else to

• asking for other’s opinions rather than always having to offer their own

• negotiating rather than dictating decision-making

• listening without interrupting

• basing decisions upon intuitions rather than having to have facts

• has the self-confidence to look someone in the eye when talking to them

• more enthusiastic than systematic

• more outgoing than serious

• more like a coach than a scientist

• more like a counselor than a sergeant

• naturally curious about people, things and life in general

• can keep the big picture in mind while working on the nitty-gritty








.2 Business case

.3 Agreements


.1 Expert judgment




Project Charter: documents the business needs, assumptions, constraints and the understanding of the customer’s needs and high-level requirements

A Project Charter should clearly state the:


Project purpose or justification

Measurable project objectives & related success criteria

High-level requirements

Assumptions & constraints

High-level project description & boundaries

High-level risks

Summary milestone schedule

Summary budget

Stakeholder list

Project approval requirements

Assigned project manager; responsibility and authority level

Name and authority of the sponsor


VS Project Management PlanProject Charter

High levelWhatVision≈Fixed

DetailedHow

ExecutionIterative

“The Roadmap”“The Brochure”

4.1 Develop Project Charter: authorizes project existence

4.2 Develop Project Management Plan: integrating plans

4.3 Direct and Manage Project Work: leading, performing, implementing

4.4 Monitor and Control Project Work: tracking, reviewing, reporting4.5 Perform Integrated Change Control: reviewing, approving, managing

4.6 Close Project or Phase: finalizing activities


Executing Process Group

Initiating Process Group

Closing Process Group

Monitoring & Controlling Process Group

Project Integration Management(PMBOK Chapter 4)



Project purpose or justification,

Measurable project objectives and related success criteria,

High-level requirements,

Assumptions and constraints,

High-level project description and boundaries,

High-level risks,

Summary milestone schedule,

Summary budget,

Stakeholder list,

Project approval requirements (i.e., what constitutes project success, who decides the project is successful, and who signs off on the project),

Assigned project manager, responsibility, and authority level, and

Name and authority of the sponsor or other person(s) authorizing the project charter.


Develop Project Management Plan is the process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan. The key benefit of this process is a central document that defines the basis of all project work. The inputs, tools and techniques, and outputs for this process are depicted in Figure 4-4. Figure 4-5 depicts the data flow diagram of the process.


.1 Project charter

.2 Outputs from other processes.3 Enterprise environmental factors.4 Organizational process assets

.1 Expert judgment

.2 Facilitation techniques .1 Project management plan

Figure 4-4. Develop Project Management Plan: Inputs, Tools and Techniques, and Outputs


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HOLA - Weeblyc-pmt.weebly.com/uploads/4/0/1/7/4017805/006-project_charter.pdf · Process Groups & Knowledge Areas ©2013 Project Management Institute. A Guide to the Project Management