project management model

[Audio] project management model MODULE: 2 UNIT-1.

[Audio] Contents 1 Introduction 2 Evolution of PMI Model 3 Ancillary standards and certifications 4 Structure of PMBOK Model 5 Knowledge Areas 6 Overall Process View.

[Audio] As Indicated Previously, The Profession Of Project Management Has Matured Greatly Over The Past Two Decades And A Large Part Of That Has Been A Result Of Conceptualizing The Project Experience Into An Understandable Model. Much Of This Recognition Has Come From Efforts Of Organizations Such As The Project Management Institute (PMI) And Other Similar International Organizations. Through These Collective Efforts The Topic Of Project Management Has Become Much More Visible To An International Audience And From This PMI Is Now Recognized As De Facto Definer Of The Accepted Description. However There Are Other Similar Models Defined. Two Major Competitor Definitional Models Are PRINCE2, Projects IN Controlled Environments, From The UK And The Association Of Project Management (APM), A Royal Chartered Organization Also In The UK. PRINCE2 Approaches The Project Model View From The Desired Output, While The PMI Model Is More Process And Task Oriented..

[Audio] APM Focuses More On The Training And Professional Interest Groups Than By Sponsoring A Custom Model. Two Other Visible Model Sponsors Are Australian Institute Of Project Management ( AIPM ) In Australia And The International Standards Organization (ISO); However, In 2012 ISO Adopted The PMI Model. Based On International Acceptance The Material In This Book Follows The PMI Model More Specifically Than The Others Mentioned..

[Audio] PMI was founded in 1969 by a group of industry professionals who believed that a professional focus on project management processes was the right strategic answer for improving the management of projects. That view was further defined in 1975 with their goal statement to foster recognition of the need for professionalism in project management provide a forum for the free exchange of project management problems, solutions and applications, coordinate industrial and academic research, efforts, develop common terminology and techniques to improve communications provide interface between users and suppliers of hardware and software systems and to provide guidelines for instruction and career development in the field of project management. Over time, PMI continued to formalize their view of the management process. By the 1990s it had grown to 90,000 members and the need to provide more standard definition to their message led to the 1996 issuance of a document called the Project Management Body of Knowledge, PMBOK • Guide, which is known in the industry today as the PMBOK. Over the next 20 years, six editions of this specification document have been released, with the sixth edition in late 2017. Each version expanded the view of project management in a term that PMI calls progressive elaboration..

[Audio] This is meant to imply that the topic is ongoing and admittedly has not reached what one would view as equivalent to an engineering discipline. The evolution of PMI as an organization continued after the first PMBOK edition. In 1984, a credentialing effort was announced to formally recognize a project management skill level. This credential is called Project Management Professional (PMP) and is judged to be the gold standard in the industry today. The number of worldwide PMPs has grown exponentially over the 20-year time period. During this same period PMI continued to introduce various other certifications within the project management domain. The interested reader can trace further details on this aspect of the organizational evolution through www.pmi.org. Through its 20 years of evolution the PMBOK became viewed as Some what of a bible defining project management. Each iteration recognized some additional subtlety in the overall process and the size of the specification grew. In order to keep the material current, new editions of the PMBOK are planned for every four years. In its present state, this reference describes models and defines the project management life cycle processes and activities that should be evaluated and utilized in executing a project. The structure of this model is the guiding architecture for much of this text. Throughout these text chapters the goal is not to duplicate the technical material in the PMBOK, rather to show how it actually represents real-world type activities. Realize that the text material follows this model structure in sufficient detail to illustrate how it works in a real-world project environment, but should be considered a supplement to the full technical descriptions contained in the PMBOK..

[Audio] The advent of a formalized view of project management has created an organized, intelligent, and analytical approach toward not only tackling large projects but the associated human and organizational issues as well. Since its inception, the guide has grown to become a standard that is recognized worldwide in terms of the knowledge, skills, tools, and techniques that collectively relate to the management and oversight of projects. The PMBOK • Guide (pronounced pimbok) is defined by a term that describes the knowledge within the profession of project management. The project management body of knowledge includes proven traditional practices that are widely applied as well as innovative practices that are emerging in the profession. This model defines relevant project management processes and activities that should be utilized in executing a project. The text follows this model structure in sufficient detail to illustrate its management role in a real-world project environment. Those who wish to see the full PMI model processes and activity detailed descriptions can purchase the PMBOK • Guide through www.pmi. org, or other commercial sources..

[Audio] PMI continues to provide knowledge and leadership in the standards and certification of project management principles. Beyond the PMP certification these are various other focus areas and certifications sponsored by PMI and all are internationally recognized. Details on these initiatives can be found at www.pmi.org. Each of the professional certification initiatives impinge on some aspect of the project world in some form. Chapter material related to technical background is given for several of the options. Each of these certifications would be considered a niche skill within the overall PMBOK. ◾ Agile Practitioner: See Chapter 25 for adaptive life cycles. ◾ OPM3: See Chapter 34; relates to organizational processes that support the project. ◾ Certified Associate Project Manager (CAPM) Certification: Similar to PMP certificatio for less experienced professionals. ◾ Program Manager Certification (PMgP): A senior manager certification for individuals who have a high level of experience and manage collections of large projects. ◾ Risk Management Professional (PMP): See Chapter 22. ◾ Portfolio Management Professional: See Chapter 35. ◾ Scheduling Professional (SP)..

[Audio] ◾ Professional in Business Analysis (PMI-PBA): Designed for the individual who will be working on requirements and scope segments of the project. ◾ Professional Responsibility Code: See Chapter 38; a published set of code of conduct ethics and responsibilities for the PM. ◾ Work Breakdown Structure (WBS): See Chapter 12. ◾ Earned Value: See Chapter 31..

[Audio] Figure 1.2 shows a high-level view of the five major life cycle process groups defined by the PMBOK Guide. The high-level groupings are as follows: Initiating Planning Executing Monitoring and controlling Closing The flow arrows in Figure 1.2 imply that the five major phases are executed somewhat serially; however, the actual workflow is more iterative and complex than represented by this high-level diagram. In operation the planning cycle is iterative until a final agreed upon version is approved. During execution the theme is "work the plan," however the plan is also iterating through a change control process managed inside the Monitoring and Control (M&C) process. Also, the M&C process is designed to surround the four core work activity groups as a formal control shell. In this role it is designed to ensure that the project goals are being met through each of the stages. Embedded within these higher-level groups are 49 defined processes that represent fundamental management elements required to execute the project. The role of each process (stage) group is summarized as follows:.

[Audio] Initiating: Outlines the activities required to develop the initial view and authorize the project or a project phase. Planning: Attempts to outline the activities required to produce a formal project plan containing objectives, scope, budget, schedule, and other relevant information useful in guiding the ongoing effort. Executing: Uses the project work plan as a guiding reference to integrate human and other resources in carrying out project objectives. Monitoring and controlling: This process group of activities measures and monitors progress to identify plan variances and take appropriate corrective action. Closing: Includes a group of activities required to formally shut down the project and document acceptance of the result. The life cycle process described in the PMBOK • Guide requires that the proposed project be formally evaluated on its business merits, approved by management, formally initiated, and then undergo a detailed planning cycle prior to commencing execution. Within each life cycle step there is a coordinated management process designed to ensure that the project produces the planned results. Once the appropriate stakeholders and management have approved the project plan, the subsequent execution phase would focus on doing what the plan defines (nothing more and nothing less). Overseeing the execution phase and all other phases is an active monitoring and control process designed to periodically review actual status and take appropriate action to correct identified deviations. After all the defined project requirements are produced, the closing process finalizes all remaining project documentation and captures relevant lessons learned that are used to improve future efforts. When examined from this high-level perspective, the project model is a deceptively simple structure, but be aware that this simple view hides significant real-world challenges in executing the defined processes. Scattered through the five process groups are 10 knowledge areas (KAs) and 49 associated defined management processes. The 10 KAs are summarized below with a brief description for each (PMI, 2017, pp. 22–23):.

[Audio] 1. Scope—includes the activities necessary to produce a description of the work required to complete the project successfully. 2. Schedule—includes the processes related to manage timely completion of the project. 3. Cost—includes the processes related to plan, estimate, budget, fund, manage, and control costs. 4. Quality—includes the processes required to assure that the project will satisfy the operational objectives for which it was formed and within the organization's policy goals. This includes processes for quality planning, quality assurance, and quality control 5. Resources—include the processes to identify, acquire, and manage resources needed for the project. 6. Communications—includes the processes related to ensure timely and appropriate timely information distribution and management related to the project. 7. Risk—includes the processes related to identifying and managing various risk aspects of the project. 8. Procurement—includes the processes required to purchase products and services for external sources. 9. Stakeholders—includes the processes required to identify and manage the individuals, groups, or organizations that can impact the project. 10. Integration—includes the processes and activities needed to integrate all of the other nine KAs into a cohesive and unified plan that is supported by the project stakeholders..

[Audio] Embedded in each of the KAs lower-level process descriptions are the related inputs, tools and techniques, and outputs that drive each process. From this overall set of process specifications, the PMBOK provides a good high-level definitional roadmap for project management. However, this is not designed to be a cook book prescription to carry the project manager (PM) through all the somewhat ly defined steps. Rather it is a general knowledge model structure to provide guidance from which a specific project model can be constructed to fit unique project requirements. Experience and training are required to turn this standard model view into a specific operational project management tool and process. INITIATION This process group is involved with the activities required to define and authorize the project or a phase. One of the most important aspects of the Initiation process is the evaluation of the vision from a goal alignment perspective. In other words, how does the vision support organizational goals? The decision to approve a project must also consider it in competition with other such proposals based on factors such as resource constraints, risks, technical capabilities, and so on. After consideration of these factors by management, formal approval to move the project into a more detailed and formal planning phase is signaled by the issuance of a formal Charter. This step outlines the basic approval of the project and the constraints under which it is to be governed. The model defines that a PM is formally named at this point to move the effort forward. Project Charters represent the formal authorization step and it formally signifies that management is behind the project..

[Audio] PLANNING This process group relates to the activities required to produce a formal project plan containing specified deliverable objectives, budget, schedule, and other relevant information to guide the subsequent ongoing effort. The principal goal of the Planning phase is to produce an accurate, measurable, and workable project plan that has considered the impact of all KAs. This particular phase consumes the second highest amount of resources in the life cycle and its goal is to lay out a path for execution that can be reasonably achieved. The key output from this phase is a formal project plan outlining not only the scope, schedule, and budget for the project but also how the project will deal with Integrating the other areas of Quality, Human Resources, Communications, Risks, and Procurement. A great deal of formal documentation is produced in the various planning activities. First, each of the nine operational KAs would be defined in a related management plan outlining how that aspect of the project was to be managed. The most well-known examples of this would be the scope, cost, and schedule management plans; however, there would be similar plans for all of the KAs. Through an iterative process, each of the KA plans would be meshed (integrated) with the others until they are compatible with each other (i.e., HR, cost, schedule, risk, procurement, quality, etc.). The formal term for this is an Integrated Project Plan and the resulting planning documentation includes all the respective KA views for the project. This integrated plan would then be presented to management for approval. If approved, it establishes a baseline plan used to compare project status going forward. As changes in any of the KA elements occur the related artifacts would be updated so that the project plan remains a living document throughout the life cycle. This is an important concept—a static plan is considered wall covering..

[Audio] EXECUTION This process group uses the project plan as a guiding reference to integrate all work activities into production of the project objectives. The actual project deliverables are produced in the execution phase. During this cycle, the PM has responsibilities including coordination of resources, team management, quality assurance, and project plan oversight. The initially approved project plan seldom, if ever, goes exactly according to the original vision. For this reason, it will be necessary to deal with unplanned variances, along with new work created by change requests that are approved by the project board. Another important activity is to communicate actual project results called work performance data. The ultimate execution goal is to deliver the desired result within the planned time and budget. Formal management documents produced during this activity group relate heavily to performance data related to quality assurance, human resources, procurement, schedule and cost tracking. The project management mantra for execution is to "work the plan" and influence results. This means to use management skill to influence a successful completion to the effort as defined by the plan. Formal management documents produced during this activity group relate heavily to status information regarding quality assurance, human resources, procurement, schedule and cost tracking, and formal information distribution to stakeholders..

[Audio] MONITORING AND CONTROLLING As suggested by the title of this activity, there is a strong orientation toward control based on project performance results compared to the approved baseline plan values. From these measurement activities, corrective actions are defined. In addition to this, there are formal activities related to scope verification from the customer viewpoint and operation of an integrated change control process designed to ensure that changes to the plan are handled. Monitoring and Control transcends the full project life cycle and has the goal of proactively guiding the project toward successful completion. As unplanned changes occur to schedule, scope, quality, or cost, the M&C processes work to determine how to react to the observed variance and move the effort back toward the approved targets. Much of this activity is driven by performance reporting, issues (deliverable variances or process issues), and the formal change management process. In addition, one of the most critical aspects of this phase is the risk monitoring process that involves monitoring various aspects of project risks including technical, quality, performance, management, organizational, and external events..

[Audio] CLOSING Formal project closing involves a group of activities required to formally shut down the project and document acceptance of the result. Also, this step completes the capture of lessons learned for use in future initiatives. It is widely noted that the closing phase gets the least attention; however, the guide model requires that all projects formally close out the activity, including both administrative and third-party relationship elements. The basic role of this phase is to leave the project administratively "clean" and to capture important lessons learned from the effort that can be shared with other projects. In regard to third-party agreements, it is necessary to view formal contractual closing as vital. Failure to execute final vendor status for the project can open-up future liability for the organization if a supplier later makes claims for nonperformance. If this occurs at some later time, the project organization would then have to scramble to rebuild the status with old records (often poorly organized) and missing team members. Similarly, documentation of lessons learned during the project has been found to provide valuable insights for future projects. Finally, a close-out meeting or team social event is important in order for the team to review the experience and hopefully see the positives in their experiences. Too often, a project team just walks away from the effort without receiving any feedback. This can leave the individual feeling that the effort was a waste of time and this negative attitude can carry over to the next project assignment..

[Audio] The 10 model KAs were introduced above. These represent a set of competency skills and processes that should be properly utilized by the project team throughout the life cycle. Processes contained in these KAs interact throughout the five high-level life cycle Process Groups. Basic roles for each of the KAs will be summarized below and more details about their interworking will appear in various formats throughout the book. The goal at this point is to briefly introduce them as key components of the life cycle model. These represent fundamental vocabulary concepts and are important ideas in the overall management framework. SCOPE MANAGEMENT In its simplest form, scope management involves the work efforts required to ensure that all defined requirements are properly produced based on the elaborated requirements statement. The processes in this KA take a high-level project vision and decompose that into a lower-level work breakdown view. During the detailed planning phase, this activity involves translation of a formal statement of requirements, while later activities deal with control of the requirements change process and verification that the ongoing results will meet customer expectations. The primary scope output for the planning cycle is a WBS that provides subsequent guidance for various follow-up project activities. Chapter 12 will cover this topic in more detail..

[Audio] SCHEDULE MANAGEMENT This process deals with the mechanics and management requirements for translating the defined scope into work unit activities and then linking those activities into a project schedule. Chapters 13 and 14 will cover this topic in more detail. COST MANAGEMENT This KA includes various activities and processes that create a project budget, then establish a control function to monitor ongoing results. Basically, the process of generating a project budget involves estimates of human resources (quantity and skills) and material costs for each defined work unit. The values that are determined from this process help the project team develop a Cost Budget which includes not only the direct work cost estimates, but also various other cost components needed to support the overall project activity. Cost budgeting organizes the values and estimates from the various sources and produces a cost baseline that is used to measure project performance. More details on the mechanics of this process will be described in Chapter 15 QUALITY MANAGEMENT This KA focuses on all aspects of both the product and project quality processes. The Quality Planning process is designed to focus the team on organizational or industry-related quality standards to be achieved for the project deliverables. Once the appropriate quality standards have been established and documented in the Quality Management Plan, the remaining processes focus on the appropriate activities needed to operationally satisfy the respective quality goals. . The quality assurance process reviews the state of the project from its ability to deliver the required result, while the quality control process covers the tactical procedures to measure quality of the output. More details on this KA will be seen in Chapter 16..

[Audio] RESOURCE MANAGEMENT This KA focuses on actions related to the human element of the project. Process activities in this area deal primarily with acquiring, developing, and managing the project team. In a matrix-type project organization, resources are typically not dedicated to one project, but are leveraged across multiple projects and sourced from various departments in the organization. This complicates the resource allocation mechanics for the PM and makes the acquisition step more complex than one might anticipate. Once a project is underway, the process of team development starts and continues through the life cycle. This includes both individual and team training with the goal being to improve the overall skill of the team members even after the project is completed. Part III of the book focuses on a collection of soft skill process, with resource management being the topic for Chapter 17. COMMUNICATION MANAGEMENT Communication problems are now recognized as one of the most causal reasons for project failure. Project communications management activities are designed to support the information needs of the various project stakeholders. One of the key aspects involved in these processes is to identify who the targets are for communications, then explicitly plan how communications will flow during project execution. This area has been increasingly recognized as a critical aspect of project success. More is found on this topic in Chapter 18..

[Audio] RISK MANAGEMENT Many regard the current techniques for defining project risk as immature, or even impossible to do. Nevertheless, failure to deal with this aspect of the effort can be catastrophic to the final result. The primary focus of project risk management is minimizing the probability of negative events impacting the outcome and maximizing any opportunities that exist for positive events. The management of this class of activity is complex in that a risk event will not have yet occurred during the planning cycle, but if it does occur later, the earlier plan will be potentially affected. Identification of such events is a complex undertaking and represents a critical success factor. It is possible to do an excellent job of managing the defined effort only to find that some unspecified event, internal or external to the project, wipes out the entire value of the effort. For this reason, it is important for project teams to understand risks areas of vulnerability and have plans in place to deal with them. Risk Management will be discussed in greater detail later in Chapter 22. PROCUREMENT MANAGEMENT There are many situations that lead the project team to decide to procure material or human resources from third parties. The Procurement Management processes are utilized to manage the acquisition of these items. This area of project management has historically been considered very mature, but in recent years, the increase in outsourcing has made this a troublesome area for the PM as his project resources have become scattered across wide geographic areas..

[Audio] The procurement planning process lays the policy groundwork to guide how project material and external human resource needs will be externally acquired. This activity area often involves the organization's procurement function and legal department. More specifics on this area will be found in Chapter 21. STAKEHOLDER MANAGEMENT This KA represents the latest addition to the model and is a result of what some term "success/ failure." What this means is that a project can finish according to defined requirements and be judged a success, only to be judged later as a failure in the light of unrecognized stakeholder expectations. The focus of this area is involved with identifying who the stakeholders are and then keeping them in the communications channel throughout the life cycle. INTEGRATION MANAGEMENT The model describes Integration Management as the first KA; however, it is hard to explain this process until one has a better understanding of the other nine KAs and their embedded processes. It is these elements that need to be integrated into a working and viable whole. Integration is defined as including "…the processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups" (PMI, 2017, p. 69). There are many examples that can be offered to illustrate this activity, but one should suffice for basic illustration now..

[Audio] Let us assume that a major change request representing a change in scope has been approved for the project. From this, it would seem reasonable to suggest that this scope change event might well bring with it changes in schedule (time) and cost. Also, related to this could be changes in staffing or procurement or risk, and so on. The key idea of process integration is that changes in one KA process often spawn changes in others. From a high-level viewpoint, project management is Integration Management. More examples of this activity will be found throughout the book..

[Audio] Figure 1.3 shows a physical distribution of the 49 processes across the major life cycle process domain groups. In this view, note how the various KA processes are distributed across the project life cycle groups. The process box numbers reflect the PMBOK • Guide KA chapter number and reference number sequence. For example, the process box labeled 5.4 Create WBS would be described in the guide Chapter 5 as the fourth reference process. A more detailed technical discussion related to the Process Groups and KAs described above can be found in the PMBOK Guide. In summary, there are 49 lower-level process descriptions embedded in each of the guide's 10 KAs, and further embedded in the five major project stages. Recognize that the PMBOK content provides a good high-level roadmap for project management and it represents an internationally accepted standard. However, also recognize that it is not designed to be a project management How To cookbook. Rather, it is a general knowledge base to provide guidance from which a specific project approach can be constructed. Experience and training are required to manipulate this model template view into workable customized project management tool and process..

[Audio] Thank You. GABM Global Academy of Business and Management Inc.