3.1 Project Processes | 3.2 Process Groups | 3.3 Process Interactions | 3.4 Customizing Process Interactions | 3.5 Mapping of Project Management Processes |
Integration | Scope | Time | Cost | Quality | Resource | Communications | Risk | Procurement |
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 its:
Inputs—documents or documentable items that will be acted upon.
Tools and techniques—mechanisms applied to the inputs to create the
outputs.
Outputs—documents or documentable items that are a result of the
process.
The project management processes common to most projects in most application
areas are listed here and described in detail in Chapters 4 through 12. The
numbers in parentheses after the process names identify the chapter and section
where it is described. The process interactions illustrated here are also typical of
most projects in most application areas.
Section 3.4 discusses customizing both process descriptions and interactions.
3.3.1 Initiating Processes
Initiation (5.1)
—authorizing the project or phase is part of project scope management.
3.3.2 Planning Processes
Scope Planning (5.2)
—developing a written scope statement as the basis for future project decisions.
Scope Definition (5.3)
—subdividing the major project deliverables into smaller, more manageable components.
Activity Definition (6.1)
—identifying the specific activities that must be performed to produce the various project
deliverables.
Activity Sequencing (6.2)
—identifying and documenting interactivity dependencies.
Activity Duration Estimating (6.3)
—estimating the number of work periods
that will be needed to complete individual activities.
Schedule Development (6.4)
—analyzing activity sequences, activity durations,
and resource requirements to create the project schedule.
Risk Management Planning (11.1)
—deciding how to approach and plan for risk management in a project.
Resource Planning (7.1)
—determining what resources (people, equipment,
materials) and what quantities of each should be used to perform project activities.
Cost Estimating (7.2)
—developing an approximation (estimate) of the costs of
the resources needed to complete project activities.
Cost Budgeting (7.3)
—allocating the overall cost estimate to individual work packages.
Project Plan Development (4.1)
—taking the results of other planning processes
and putting them into a consistent, coherent document.
Facilitating processes. Interactions among the other planning
processes are more
dependent on the nature of the project. For example, on some projects, there may be
little or no identifiable risk until after most of the planning has been done and the
team recognizes that the cost and schedule targets are extremely aggressive and thus
involve considerable risk. Although these facilitating processes are performed
intermittently and as needed during project planning, they are not optional. They include:
Quality Planning (8.1)
—identifying which quality standards are relevant to the
project and determining how to satisfy them.
Organizational Planning (9.1)
—identifying, documenting, and assigning
project roles, responsibilities, and reporting relationships.
Staff Acquisition (9.2)
—getting the human resources needed assigned to and working on the project.
Communications Planning (10.1)
—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 (11.2)
—determining which risks are likely to affect the
project and documenting the characteristics of each.
Qualitative Risk Analysis (11.3)
—performing a qualitative analysis of risks and conditions to prioritize their effects on
project objectives.
Quantitative Risk Analysis (11.4)
—measuring the probability and impact of risk and estimating their implications for project
objectives.
Risk Response Planning (11.5)
—developing procedures and techniques to enhance opportunities and to reduce threats to the project's
objectives from risk.
Procurement Planning (12.1)
—determining what to procure, how much to procure, and when.
Solicitation Planning (12.2)
—documenting product requirements and identifying potential sources.
The executing processes include core processes and facilitating processes.
Figure 3-6
illustrates how the following core and facilitating processes interact:
Project Plan Execution (4.2)
—carrying out the project plan by performing the activities included therein.
Quality Assurance (8.2)
—evaluating overall project performance on a regular basis to provide confidence that
the project will satisfy the relevant quality standards.
Team Development (9.3)
—developing individual and group skills/competencies to enhance project performance.
Information Distribution (10.2)
—making needed information available to project stakeholders in a timely manner.
Solicitation (12.3)
—obtaining quotations, bids, offers, or proposals as appropriate.
Source Selection (12.4)
—choosing from among potential sellers.
Contract Administration (12.5)
—managing the relationship with the seller.
3.3.4 Controlling Processes
Integrated Change Control (4.3)
—coordinating changes across the entire project.
Scope Verification (5.4)
—formalizing acceptance of the project scope.
Scope Change Control (5.5)
—controlling changes to project scope.
Schedule Control (6.5)
—controlling changes to the project schedule.
Cost Control (7.4)
—controlling changes to the project budget.
Quality Control (8.3)
—monitoring specific project results to determine if
they comply with relevant quality standards and identifying ways to eliminate
causes of unsatisfactory performance.
Performance Reporting (10.3)
—collecting and disseminating performance
information. This includes status reporting, progress measurement, and
forecasting.
Risk Monitoring and Control (11.6)
—keeping track of identified risks, monitoring residual risks and identifying new risks,
ensuring the execution of risk plans, and evaluating their effectiveness in reducing risk.
3.3.5 Closing Processes
Contract Closeout (12.6)
—completion and settlement of the contract,
including resolution of any open items.
Administrative Closure (10.4)
— generating, gathering, and disseminating information to formalize phase or project
completion, including evaluating the project and compiling lessons learned for use in
planning future projects or phases.
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