Project Management Body of Knowledge

by

Muhammad Mudassar Ali SP14-R11-010/MS (PM)

TABLE OF CONTENTS CHAPTER 1 23

INTRODUCTION

CHAPTER 2

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ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE

CHAPTER 3

67

PROJECT MANAGEMENT PROCESSES

CHAPTER 4

89

PROJECT INTEGRATION MANAGEMENT

CHAPTER 5

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PROJECT SCOPE MANAGEMENT

Introduction
INTRODUCTION TO PROJECT MANAGEMENT
Project Management body of knowledge is a Guide to Globally recognized standards to establish a good contact between Professionals and knowledge.

PROJECT:
Its a temporary nature task or bunch of tasks meant to provide an outcome w.r.t the requirements given. It may produce some service or a product as an outcome on its success. Temporary nature means it has some limits (start and end point). Apart from duration, end means Goals are achieved or the stakeholders requirements changed or the outcomes doesnt meets the requirements so its end of the project. Every project has some unique characteristics, which describes its structure (physical or logical), which results the definite, different design, circumstances and stakeholders as well. A project may have single Stakeholder may have multiple stakeholder or may involve multiple organizations; all depends upon the nature of the project.

PROJECT MANAGEMENT:
Project Management is the process of achieving certain kind of goals using appropriate knowledge, skills, tools and techniques. It comprises of 5(not limited to) major process groups like (1) Initiating (2) Planning (3) Executing (4) Monitoring and Control (5) Closing. These 5 major processes can be further elaborated according to the requirements and needs of stakeholders. The specific Project constraints that could be influences, project management team need to focus on are the circumstances and characteristics of Project. But we have to balance key factors of Project like Scope, Quality, Schedule, Budget, Recourse and Risks. If any of them is unbalanced it can affect one of the other or may be more than one.

PROGRAM MANAGEMENT:
Program Management is a Group Activity of sub-program and projects related to that program to obtain such outcomes that are not possible to achieve by doing them individually. A program is a sub-set of Portfolio but a project under a portfolio may or may not be a part of a program. On the other hand program must have some project(s).

PORTFOLIO MANAGEMNT:
Portfolio Management is a Group activity of an Organization comprises of Projects, Programs, Sub-Programs and Sub-Portfolios, to achieve an Organizations strategic Objectives where programs and projects are not necessarily be interdependent or directly related.

RELATIONSHIP AMONG PORTFOLIO, PROGRAM AND PROJECT:

PORTFOLIO is a bigger picture of an Organizations Strategic plans, meant to achieve strategic objectives with the help of appropriate Programs and projects. PROGRAM is a set of sub-programs and projects established to support Portfolio while PROJECTS are the short term goals of an organization strategic plans under portfolio usually they are based on market demand, social needs or Environmental considerations etc.

PORTFOLIO Management:
Is directly associated with Organizations strategies with the support of Programs, projects and sub-portfolios. On the other hand Program Management is to take benefit using its appropriate programs and projects while Project Management is the process of developing and execution of plans to achieve Organizations Programs and Strategies under certain portfolio.

ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE

ORGANIZATIONAL INFLUENEC ON PROJECT MANAGEMENT:
An Organizations culture, style, structure, its management maturity and management system greatly influence the project operations. Every organization has its own style and culture, so a PM needs to have great knowledge of difference of culture, organizations styles and moreover who is the necessity to success of a project. Its PMs soul responsibility to have a smooth communication with all kind of stakeholders to get to know the needs and resistances of project, he has to map each and every thing lower to higher influence entities and factors from front line to behind the scene, who has the power to make it successful and who can demolish it by very simple mean. All the stakeholders of the project have large may be small effect on project implementation. On the other hand Organizational process assets have deep influence over project like Organizations plans, procedures, policies, process, practices and n pas t experiences used to govern the project. These process assets are categorized into

PROCESSES AND PROCEDURES:

Initiating and planning that are used to establish standards n procedures for specific needs of the project to meet requirements and design improvements. Executing, Monitoring and Controlling, which can be used to implement the design according to the plan, policies and procedures of organization w.r.t financial resources and manage the faults and enhancements. Closing means the end of work done either successful or just demolished

CORPORATE KNOWLEDGE BASED:

It contains the knowledge base data used to store and retrieve information regarding configuration management, financial database, history information, fault management, processes measurements and project files. Another factor that deeply and very crucially influences the project is the ENTERPRISE ENVIORNMENTAL FACTOR. The Environment of project means geographical location as well as stakeholders in surrounding either internal or external. Note that stakeholders may be an individual, a group or an organization that affect or may be affected by project directly or indirectly, internally or externally. From sponsor to the end user any of the people who have some interest in project is called stakeholder. Its PMs duty to identify the stakeholders and their influence on Project. While Project Governance on the other hand had more responsibilities to govern each n every single entity, process and manage policies to give successful deliverables.

From planning to end user satisfaction its all the Governing body that manages all activities to give successful deliverable, and its success is measured in terms of completing a Project in time within scope and cost and should meet the end user requirement using planned resources. Success of a project can never be a one persons credit; its the whole PROJECT TEAM who worked beneath Management in short every single entity having some contribution to Project is beyond that success.

PROJECT LIFE CYCLE:

Its a series of predetermined, time bounded and managed sequential activities from start to end which a project pass through. Projects size and nature vary w.r.t needs and demands but all projects go through a generic lifecycle i-e, start the project, organize and prepare, carrying out the project work and finalize or end the project. On the other hand a project may be divided into no of phases, which is a collection of logical junks of the project to make its deliverables quite easy, regardless of number of segments, each pass through same phase or management process. There are no of consideration for segmented projects like PHASE-TO-PHASE RELATIONSHIP, in which project pass through sequential process design to ensure proper control and effective deliverables. It has two types Sequential relationship in which each phase is started on end of previous to reduce unexpected results and 2nd is Overlapping Relationship in which no of phases can be processed at a time but it can create risks and recurring. Then is PREDICTIVE LIFE CYCLE, in which scope is pre-determined w.r.t time and cost and requires more skills and techniques as each phase has different nature. There come another life-cycle ITERATIVE & INCREMNTAL LIFE-CYCLE; which has number of iterations on each phase, that may increment the product, modify the product or may results in new product. It has high level vision and detailed scope is viewed on each iteration. There comes last but not least, ADAPTIVE LIFE CYCLE; is also known as change driven or Aligned Method, that it has iterations but aligned to time and cost, on each iteration team has to determine the upcoming high priority phases or segments, and they have to plan their time and cost w.r.t priority.

Project Management Processes

PROJECT MANAGEMENT PROCESS:
Project Management Processes is the Organizations set of activities of applying appropriate set of skills tools and techniques through appropriate group of skillful person to meet certain requirements with the consideration of all kind of stakeholders that have direct or indirect effect on project. Further grouped into Project Management Process; ensures proper flow of activities throughout the project life cycle. And Project Oriented Processes; specify the outcome of work to be done i-e PRODUCT. Project Management Processes is widely used because of its success rate over Product Oriented Processes. Project Management Process is grouped into 5 Categories called Project Management Processes Group, i-e Initiating Process Group, and Planning Process group, Executing Process Group, Monitoring and Controlling Process Group, Closing Process Group. These groups have a definite independence to each other; the output of one may be the input to another process but thats not necessary to be in same group as they are not the lifecycle phases so these process can be applied to any project life cycle phase.

INITIATING PROCESS GROUP:

In this group we authorize all those all those Processes which are required to start a new project or phase of the project with committed Scope, resources, Stakeholders (internal/External) and assign a PM. Mainly we focused to align the Stakeholders expectations with scope and objectives of the project, in short we set the VISION of the project-what is needed to be accomplished. This will help to reduce the overhead of stakeholder involvement during critical phases and ensures end-user satisfaction.

PLANNING PROCESS GROUP;

In Planning Process Group the processes that are going to be done, the scope of processes and how to achieve certain objectives is clearly defined, develop project management plan and project document that will elaborate the scope, time, cost, HR, risks, communication, stakeholders etc., of the project. Project team collect information related to management plan and project document, define boundaries, and Appropriate Monitoring and controlling activity and also develop the design of environment of Project.

EXECUTING PROCESS GROUP:

This includes the group of processes which are going to be performed mention in management plan to meet project specification. This section deals with team, resources, stakeholders and execution of Project Management plan. It also deals with the robust change in Management plan during execution process.

MONITORING AND CONTROLLING PROCESS GROUP:

This section deals with the ongoing activity of processes of a project. It contains the process of monitoring, examine, and organize an activity to identify the outcomes and changes if needed.

The main focus is to measure the performance of ongoing activity and it help to reduce the risk. It also helps to figure out the areas needed more attention and report back the issues.

CLOSING PROCESS GROUP:

This process group includes the end (termination) of all process groups; it also ensures that all process groups have done with job and with successful deliverables of the project, and closure on success and release process of resources availed. It also deals with the termination process on failure, cancellation or requirements change by customers.

PROJECT INFORMATION:
After completion of Project lots of data and related information is collected, which further transformed into various formats for future use or reports establishments or stakeholders guidelines, but its difficult for most of the people to distinguish between DATA & INFORMATION, so to establish a distinct names this data and information is classified into following known terminologies. Work Performance Data: it includes the raw observation and measurements collected during project activities. Work Performance Information: Includes the Performance data collected during controlling processes, analyzed in context and integrated from relationship across different process areas. Work Performance Reports: The Physical or Electronic Representation of work flow complied in project document to establish decisions.

Project Integration Management

PROJECT INTEGRATION MANAGEMENT:
Its the process of communication among different process groups to meet requirements and define the work standard between sponsors and project team. It defines what is the nature of the work, who have to do and what would be the required outcome. The need of Project Integration Management is required where individual projects interact.

DEVELOP PROJECT CHARTER:

Project Charter is a formal document by project Sponsor that gives the Project Manager, authority to start a project using organizational recourses. Documents are formulated to take smooth start of Project, clear boundaries and formulate required record of the project. It contains; INPUTS: PROJECT STATEMENT OF WORK (SOW): The work Proposal containing requirements of project by sponsor (internal Project) or customer (external Project). It contains o o o Business Need, i-e Market Demand Product Scope Description i-e characteristics of Project Strategic Plan i-e organizations strategy/mission/vision/goals etc.

BUSINESS CASE: A formal document used to describe the projects worth w.r.t business point of view and cost benefit analysis to define project scope and boundaries by analysis through stakeholders input. AGREEMENTS: Formal Contract documents between the sponsor and Project Manager, usually done when its External Project. Environment ENTERPRISE ENVIRONMENT: where the Project is going to be done, consideration of stakeholders ORGNAIZATIONAL PROCESS ASSETS: Organizations Assets influence TOOLS AND TECHNIQUES: Experts Judgments; used to access Inputs to Project charter. Facilitation Techniques; to develop conflict resolution guide for project charter. OUTPUT: Project Charter.

PROJECT MANAGEMENT PLAN:

Its the process in which we input the Project charter along with other processes outcomes using appropriate tools and techniques and integrate them into comprehensive Management Plan. INPUT: Project Charter, Outputs from other process, Enterprise Environmental Factor, Organizational Process Assets. TOOLS & TECHNIQUES and then OUTPUT: Project Management Plan; describes how Project will be executed, monitored and controlled.

DIRECT AND MANAGE PROJECT WORK:

Its the process of leading and performing work a ctivity and makes changes described in Project Management Plan to achieve Objectives. Same is the case like Project charter and Management Plan, give some input, apply some tools and techniques and generate output. INPUT: Project Management Plan, Approved Changes Requests; Requests scheduled by project team, reviewed and approved by CCB (change control board) for implementation. They may impact the project or project management plan and also may require Corrective Action; that realign the performance with management plan or Preventive Action; that ensures future performance of project will be according to management plan, or Defect Repair & Update Enterprise Environment Factors, Organizational Process Assets. TOOLS & TECHNIQUES; Expert Judgments, Project Management Information System; A Part of Organizations Environmental Factor, Meetings; to ensure the work done is appropriate and no stakeholder is influencing or influenced by project. OUTPUT: Deliverables; outcomes of the Process, Work Performance Data; raw data collected through observations and measurements, Change Requests, Project Management Plan Updates, Project Documents Update.

MONITOR AND CONTROL PROJECT WORK:

It deals with the Monitoring and controlling Process group, to track, review and report the progress to meet objectives defined in Management Plan. It helps stakeholders to lookup the status of the Project. Same like other Integrations its also based on Input, application of different Tools and Techniques and get Output. INPUT: Project Management Plan, Schedule Forecast; Driven from progress against the schedule baseline, Cost Forecast; Driven from progress against cost baseline, Validate Changes; Ensure that the changes implemented appropriately, Work Performance Information; Work performance data is integrated into information, Enterprise Environment Factor, Organizational Process Asset. TOOLS & TECHNIQUES: Expert Judgment, Project Management Information System, Meetings OUTPUTs: Change Requests, Work Performance Reports; physical or electrical representation of Work Performance Information, Project Documents Updates.

PERFORM INTEGRATED CHANGE CONTROL:

The process of reviewing all change request, approving changes and manage changes to deliverables, organizational process assets, project documents and project management plan.

CLOSE PROJECT/PHASE:
The final stage of the Project Management Process Groups, which finalize all activities, it gives lessons and formal release of all organizational assets. All deliverables are accepted according to Project Management Plan under some final meeting of sponsors and team or management with the help of some experts who ensures the deliverables are according to standard and meet requirements. Finalize the documents; maintain the Historic milestones files for future use and handover the PRODUCT.

Project Scope Management

PROJECT SCOPE MANAGEMENT:
It defines and control what should be included and negated from the requirements to achieve the deliverables within specification.

PLAN SCOPE MANAGEMENT:

It defines how the scope will be managed throughout the Project. It begins from Information in Project Charter. It includes all Process of input, tools and techniques and will generate output. INPUT: Project Management Plan, Project Charter, Enterprise Environmental Factors, Organizational Process Assets. TOOLS & TECHNIQUES: Expert Judgment, Meetings. OUTPUT: Scope Management Plan, Requirements Management Plan; how requirements will be analyzed managed and documented.

COLLECT REQUIREMENTS:
To gather information and requirements to meet project objectives according to the needs of stakeholders, this helps to map project and product scope. INPUT: Scope Management Plan, Requirement Management Plan, Stakeholder Management Plan, Project Charter, Stakeholder Register; it keeps all the necessary stakeholders who are beneficiaries and acquire some benefits for project, also keeps stakeholders requirements and expectations. TOOLS & TECHNIQUES: Interviews; most formal way to gather information from stakeholders using prepared questioning or random asking and record their response, Focus Groups; using dialog between qualified stakeholders and experts groups, Facilitated Workshops; focused session of invited stakeholders to demonstrate the work structure and by their concern determine the requirements, Group Activity Techniques; several groups activity are conducted to a single task and gather information from their results, Groups Decision Making Techniques; using a groups to access a single task and the expected outcomes becomes the requirements, Questionnaires & Surveys; Develop a questionnaire to number of respondents to gather their views , Observations; observe the experts related to a project, their work, Prototypes; product model is used to get feedback from end users, Benchmark; comparing project ideas with actual product , Context Diagram; inputs to business system and gather information from system as output, Document Analysis; using past information relevant to new project like business management plan. OUTPUT: Requirements Documentation; complete the collected information into a set of unambiguous, traceable and acceptable form, Requirements Traceability Matrix; the alignment of requirements with business and project objectives.

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DEFINE SCOPE:
The process of mapping detailed description of project and product along with final requirement document. INPUT: Scope Management Organizational Process Assets. Plan, Project Charter, Requirements Documentation,

TOOLS& TECHNIAUES: Expert Judgment, Product Analysis; general accepted method of translating project deliverables as product, Alternatives Generation; finding alternative ways of doing the same work, Facilitated Workshops. OUTPUTS: Project Scope Statement; defines the way of work has to be done under certain boundaries along with major deliverables, Project Documents Update.

CREATE WBS:
Defines the way of doing work in a systematic way of creating elaborated chunks and takle them individually to provide broader vision of deliverables. INPUTS: Scope Management Plan, Project Scope Statement, Requirements Documentation Enterprise Environmental Factors, Organizational Process Assets. TOOLS & TECHNIQUES: Decomposition; dividing the work into small meaningful segments, manage them according to cost and time duration and shift the control according to area of expertise, Expert Judgment. OUTPUTS: Scope Baseline; Approved version of scope statement including WBS and WBS dictionary, Project Document Update.

VALIDATE SCOPE:
Process of finalizing deliverables from approving authority to ensure that objectives have been achieved or not. INPUTS: Project Management Plan, Requirements Documentation, Requirements Traceability Matrix, Verified Deliverables; Approved Deliverables by Control Quality and should meet Objectives, Work Performance data. TOOLS& TECHNIQUES: Inspection; reviews of work done by different experts, Group Decision making techniques. OUTPUTS: Accepted Deliverables; final approvals of deliverables by sponsor and signing-off the Project, Change Requests; by reviews if found some defects may need some changes, Work Performance Information, Project Documents Updates; approval of final product document by customer.

CONTROL SCOPE:

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The process of monitoring scope w.r.t objectives to control the change risks and change requests have processed accordingly

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