PROJECT MANAGEMENT

PROCESSES
NEBIU ENQUANHONE, PMP
PROJECT LIFE CYCLES AND THE
PROJECT MANAGEMENT PROCESS

• The project life cycle is what you need to do to do the work,.

• The project management process is what you need to do to manage the
work.
 PROJECT LIFE CYCLE

• The project life cycle is the performing organization's or department's methodology for managing a
project.
• It is the logical breakdown of what you need to do to produce the deliverables of the project.
• The project life cycle for a particular project is selected based on factors such as the type of product
being developed, the industry, and the organization's preferences.
• Within a project life cycle, there are generally one or more phases. These phases are collectively
referred to as the development life cycle of a project.
• Project life cycles can be either
1. Plan driven
2. Change driven
 PLAN-DRIVEN PROJECT LIFE CYCLE

• Plan-driven projects have predictive development life cycles (some times referred to as
waterfall or traditional 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.
• For example, a construction project would typically be managed using a predictive life cycle.

Note that a project may use a combination of incremental and iterative life cycles throughout the project or
NOTE for phases of the project.
 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 and iterative life cycles involve early planning of high-level scope sufficient
enough to allow for preliminary estimates of time and cost; scope is developed a little
more with each iteration.
• With an iterative development life cycle, the complete concept is built in successive
levels of detail to create the end result.
• Adaptive development life cycles involve a fixed schedule as well as fixed costs. Scope is
broadly defined with the understanding that it will be refined throughout the life of the
project.
HYBRID DEVELOPMENT LIFE CYCLE

• A hybrid life cycle is a combination of a predictive and an adaptive

development life cycle. With such an approach, a predictive life cycle is used to
manage the project requirements that are well defined, while an adaptive life
cycle is used to manage the requirements that are less clear.

TRICKS
OF THE If the exam question doesn't clearly state, think in terms of a plan-driven project life cycle.

TRADE
PROJECT MANAGEMENT PROCESS

• As noted earlier, the project

management process is what
you need to do to manage the
work throughout the project life
cycle.
• It includes managing the efforts
related to initiating, planning,
executing, monitoring and
controlling, and closing the project.
HOW DOES PROJECT MANAGEMENT
PROCESS AND PROJECT LIFE CYCLE INTERACT?

• For small projects following a plan-driven (or predictive) life cycle, you may go
through the overall project management process (from initiating to closing) once for
the entire project.
• Example for Small projects 
HOW DOES PROJECT MANAGEMENT
PROCESS AND PROJECT LIFE CYCLE INTERACT?
• Large projects often require each life cycle phase to be managed through
the project management process groups.
• To understand this, let’s take the example of large construction project. In
this project, the development life cycle phases of feasibility; planning, design,
production, turnover, and start-up are all extensive, requiring separate
planning and management of each phase.
PHASE GATES

• At the end of each phase, an event called a phase gate may take place.
• A phase gate involves analyzing the results of the completed phase by
comparing the results of the phase with the business documents, the project
charter, and the project management plan. Based on that analysis, a decision
is made.
RITA’S
PROCESS
CHART
EXTRACT FROM RITA’S PROCESS CHART
Lets look at INITIATING
in details
 RITA’S PROCESS CHART
INITIATING PROCESS
1. Selecting a Project Manager

2. Determining Company Culture and existing systems

3. Collect processes, procedures and historical Information

4. Divide large projects into phases or smaller projects

5. Understand business case and benefits management plan

6. Uncover initial requirements, assumptions, risks, constraints

and existing agreements

7. Assess project and product feasibility within the given constraints

8. Create measurable objectives and success criteria

9. Develop project charter

10. Identify stakeholders and resources determine their expectations, interest, influence and impact

11. Request changes

12. Develop assumption log and 13. Develop stakeholder register

Lets look at PLANNING
in details
 RITA’S PROCESS CHART
PLANNING PROCESS (ONE)
1. Determine development approach, life cycle, and how you will plan for each knowledge area

2. Define and prioritize requirements

3. Create project scope statement

4. Assess what to purchase and create procurement documents

5. Determine planning team

6. Create WBS and WBS dictionary

7. Create activity list

8. Create network diagram

9. Estimate resource requirements

10. Estimate activity durations and costs

11. Determine critical path 12. Develop Schedule

13. Develop Budget 14. Determine quality standards, Processes and Metrics
 RITA’S PROCESS CHART
PLANNING PROCESS (TWO)
15. Determine team charter and all roles and responsibilities

16. Plan communications and stakeholder engagement

17. Perform risk identification, qualitative and quantitative risk analysis, and risk response planning

18. Go back iteration

19. Finalize procurement strategy and documents

20. Create change and configuration management plans

21. Finalize all management plans

22. Develop realistic and sufficient project management plan and baselines

23. Gain formal approval of the Plan

24. Hold kickoff meeting

25. Request changes

 Lets look at
EXECUTING in details
 RITA’S PROCESS CHART
EXECUTING PROCESS
1. Execute work according to the project management plan
2. Produce product deliverables (product scope)
3. Gather work performance data
4. Request changes
5. Implement only approved changes
6. Continuously improve; perform progressive elaboration
7. Follow processes
8. Determine whether quality plan and processes are correct and effective
9. Perform quality audits and issue quality report
10. Acquire final team and physical resource
11. Manage people

12. Evaluate team and individual performance; provide training

 RITA’S PROCESS CHART
EXECUTING PROCESS (TWO)
14. Hold team meeting activities
15. Give recognition and rewards
16. Use issue log
17. Facilitate conflict resolution
18. Release resources as work is completed
19. Send and receive information, and solicit feedback
20. Report on project performance
21. Facilitate stakeholder engagement and manage expectations
22. Hold meetings
23. Evaluate sellers; negotiate and contract with sellers
24. Use and share project knowledge
25. Execute contingency plans
26. Update project management plan and project documents
 Lets look at
MONITORING &
CONTROLLING in
details
RITA’S PROCESS CHART
MONITORING & CONTROLLING PROCESS (ONE)
1. Take action to monitor and control the project

2. Measure performance against performance measurement baseline

3. Measure performance against other metrics in the project management plan

4. Analyze and evaluate data and performance

5. Determine if variances warrant a corrective action or other change request(s)

6. Influence factors that cause change

7. Request changes

8. Perform integrated change control

9. Approve or reject changes

10. Update project management plan and project documents

 RITA’S PROCESS CHART
MONITORING & CONTROLLING PROCESS (TWO)
11. Inform stakeholders of all change request results

12. Monitor stakeholder engagement

13. Confirm Configuration compliance

14. Create forecasts

15. Gain customer's acceptance of interim deliverables

16. Perform quality control

17. Perform risk reviews, reassessments, and audits

18. Manage reserves

19. Manage, evaluate, and close procurements

20. Evaluate use of physical resources

Lets look at CLOSING in
details
RITA’S PROCESS CHART
CLOSING PROCESS
1. Confirm work is done to requirements

2. Complete final procurement closure

3. Gain final acceptance of product

4. Complete financial closure

5. Hand off completed product

6. Solicit customer's feedback about the project

7. Complete final performance reporting

8. Index and archive records

9. Gather final lessons learned and update knowledge bases

RITA’S PROCESS CHART GAME

1. Form three groups

2. Take Rita’s Process Chart pack from instructor

3. The game is to create Rita’s Process Chart

4. Have fun and learn

 THE WHAT COMES BEFORE GAME

Planning What Comes Before?

Create network diagram Create activity list
Finalize procurement strategy and documents Go back - iterations
Create project scope statement Define and prioritize requirements
Create WBS and WBS dictionary Determine planning team
Determine critical path Estimate activity durations and costs
Develop budget Develop schedule
Estimate activity durations and costs Estimate resource requirements
Gain formal approval of the plan Develop realistic and sufficient project management plan and baselines
Hold kickoff meeting Gain formal approval of the plan
Determine quality standards, processes & Develop budget
Metrics
 THE WHAT COMES BEFORE GAME

Planning What Comes Before?

11. Assess what to purchase and create procurement Create project scope statement
documents

12. Plan communications and Stakeholder engagement Determine team charter and all roles and responsibilities
Perform risk identification, qualitative and quantitative risk
13. Go back- iterations
analysis, and risk response planning
14. Determine team charter and all roles and responsibilities- Determine quality standards, processes, and metrics

15. Develop realistic and sufficient project management plan and Finalize all management plans
baselines
16. Perform risk identification, qualitative and quantitative risk Plan communications and stakeholder management
analysis and risk response plan
17. Estimate resource requirements Create network diagram

18 Create activity list Create WBS and WBS dictionary

Project Management Process Group
and Knowledge Area Mapping

… and extract from PMBOK 6

REASONS WHY PROJECT INITIATING IS BEGUN

• .
Business need

Begin a new phase of

Project initiating
the project

Project has so many

problems that you
reevaluate the business
need
REASONS FOR ENTERING PROJECT PLANNING

• .
Project initiating
is completed

Project executing
necessitates ongoing Project Planning
planning

Project monitoring
and controlling
necessitates
additional planning
REASONS FOR ENTERING PROJECT EXECUTING

Project planning
is completed

Project Executing

Integrated change
control results in
a changed project
management plan
KEY PROJECT OUTPUTS THAT TRIGGER
A FOCUS ON MONITORING AND CONTROLLING.
Project initiating to
Requested changes, review the project
including charter
recommended
corrective and Project planning to
preventive actions elaborate plans as
and defect repair, from new information is
all sources learned
Project Monitoring
and Controlling Project executing to
Work performance defect repairs and
data implement approved
changes

Deliverables Project closing if the

project is completed
or terminated
 REASONS A PROJECT MIGHT ENTER
THE CLOSING PROCESS GROUP
• .
Project Phase is
completed

Project is completed Project Closing

Project is terminated
 END OF PROJECT
MANAGEMENT PROCESSES
.
THANKS
NEBIU ENQUANHONE, PMP