PM One ViewTM
Initiating
Planning
Executing
Monitoring
4.1 Develop Project Charter
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.
Inputs
Tools and Techniques
Outputs
Project charter
The project charter is the document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. It documents the business needs, assumptions, constraints, the understanding of the customer’s needs and high-level requirements, and the new product, service, or result that it is intended to satisfy.4 Project Integration Management
Integration management is the “glue” that holds all project work together. The aim of all processes within this knowledge area is to identify, unify, and coordinate the various processes into a successful project. Develop Project Charter is the first process in this effort, and Close Project or Phase is the last. Additionally, these are the first and last processes completed, and they formally authorize and end a project, respectively. Integration Management processes are part of every process group, and they include the actual processes where work is directed, managed, and monitored, and where change is controlled.Processes of Project Integration Management
4.2 Develop Project Management Plan
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.Inputs
Tools & Techniques
Outputs
5 Project Scope Management
Project scope management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. Managing the project scope is primarily concerned with defining and controlling what is and is not included in the project.Processes of Project Scope Management
- 5.1 Plan Scope Mgt.
- 5.2 Collect Requirements
- 5.3 Define Scope
- 5.4 Create WBS
- 5.5 Validate Scope
- 5.6 Control Scope
6 Project Schedule Management
Project Schedule Management includes the processes required to manage the project schedule. This knowledge area is concerned with developing the schedule management plan and the schedule baseline. The schedule management plan establishes the criteria and activities for developing, monitoring, and controlling the schedule. The schedule baseline is composed of logically sequenced activities, resource estimates, duration estimates, and derived probability distributions for project durations. Once the schedule baseline is approved, changes to it should only be made through approved change requests.Processes of Plan Schedule Management
- 6.1 Plan Schedule Mgt.
- 6.2 Define Activities
- 6.3 Sequence Activities
- 6.4 Estimate Activity Durations
- 6.5 Develop Schedule
- 6.6 Control Schedule
6.0 Project Schedule Mgt.
Tailoring Considerations
How a project life cycle is intended to be executed will have a significant impact on the defined approach for schedule management. Other considerations for tailoring are resource availability, project dimensions, and technology support.6.0 Project Schedule Mgt.
Agile Considerations and Emerging Practices
Adaptive planning defines a plan, but recognizes that priorities and requirements will change, and the plan must reflect the need to be adaptable and receive iterative changes. The following two key emerging practices facilitate adaptive scheduling methods:- Iterative scheduling with a backlog is a form of rolling-wave planning based on adaptive life cycles. Requirements are defined and prioritized before execution and then developed using time-boxed periods of work. This approach is effective when multiple teams can work concurrently on a large number of features with interconnected dependencies. This not only enables but also encourages changes throughout the development life cycle.
- On-demand scheduling is used in a Kanban system and is based on the theory-of-constraints and pull production scheduling. It limits a team’s work in progress (WIP) by balancing demand with the team delivery throughput. On-demand scheduling does not rely on a schedule, but rather pulls work from a backlog as resources are available. It is often used in projects that have operational environments where tasks may be relatively similar in size and scope or can be bundled by size and scope.
7 Project Cost Management
Project Cost Management includes the processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so that the project can be completed within the approved budget.Processes of Project Cost Management
8.0 Project Quality Mgt.
Agile Considerations and Emerging Practices
In order to adequately manage quality during the incremental and frequent delivery cycles of an agile project, smaller-batch systems aim to uncover defects earlier in the project, when overall costs of change in processes or procedures will be lower. The use of continuous improvement is an important emerging practice (it is not necessarily new, but is becoming more applicable to all industries and hence all types of projects and organizations). Continuous improvement incorporates several effective quality management methodologies, such as plan-do-check-act (PDCA), total quality management (TQM), six sigma, and lean six sigma. These practices are used to improve both the quality of project management and that of the final product. Effective implementation of continuous improvement can lead an organization to the higher-order quality management status mentioned earlier, whereby the organization can create a culture of quality awareness and commitment.9 Project Resource Management
Project Resource Management includes the processes that identify, acquire, and manage the resources needed for the successful completion of the project. These processes help ensure that the right resources will be available to the project manager and the project team at the right time and place.Processes of Project Resource Management
- 9.1 Plan Resource Mgt.
- 9.2 Estimate Activity Resources
- 9.3 Acquire Resources
- 9.4 Develop Team
- 9.5 Manage Team
- 9.6 Control Resources
9 Project Resource Management
Project Resource Management includes the processes that identify, acquire, and manage the resources needed for the successful completion of the project. These processes help ensure that the right resources will be available to the project manager and the project team at the right time and place.Processes of Project Resource Management
- 9.1 Plan Resource Mgt.
- 9.2 Estimate Activity Resources
- 9.3 Acquire Resources
- 9.4 Develop Team
- 9.5 Manage Team
- 9.6 Control Resources
4.1 Develop Project Charter
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.Inputs
Tools and Techniques
Outputs
13.1 Identify Stakeholders
Identify Stakeholders is the process of identifying the people, groups, or organizations that could impact or be impacted by a decision, activity, or outcome of the project, analyzing and documenting relevant information regarding their interests, involvement, interdependencies, influence, and potential impact on project success. The key benefit of this process is that it allows the project manager to identify the appropriate focus for each stakeholder or group of stakeholders.Inputs
Tools and Techniques
4.2 Develop Project Management Plan
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.Inputs
Tools & Techniques
Outputs
5.1 Plan Scope Management
Plan Scope Management is the process of creating a scope management plan that documents how the project scope will be defined, validated, and controlled. The key benefit of this process is that it provides guidance and direction on how scope will be managed throughout the project.Inputs
Tools and Techniques
5.2 Collect Requirements
Collect Requirements is the process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives. The key benefit of this process is that it provides the basis for defining and managing the project scope including product scope.Inputs
5.3 Define Scope
Define Scope is the process of developing a detailed description of the project and product. The key benefit of this process is that it describes the product, service, or result boundaries by defining which of the requirements collected will be included in and excluded from the project scope.Inputs
Tools & Techniques
5.4 Create WBS
Create WBS is the process of subdividing project deliverables and project work into smaller, more manageable components. The key benefit of this process is that it provides a structured vision of what has to be delivered.Inputs
Tools & Techniques
6.1 Plan Schedule Management
Plan Schedule Management is the process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule. The key benefit of this process is that it provides guidance and direction on how the project schedule will be managed throughout the project.Inputs
Tools and Techniques
Outputs
6.2 Define Activities
Define Activities is the process of identifying and documenting the specific actions to be performed to produce the project deliverables. The key benefit of this process is to break down work packages into activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work.Inputs
Tools & Techniques
6.3 Sequence Activities
Sequence Activities is the process of identifying and documenting relationships among the project activities. The key benefit of this process is that it defines the logical sequence of work to obtain the greatest efficiency given all project constraints.Inputs
Tools & Techniques
6.4 Estimate Activity Durations
Estimate Activity Durations is the process of estimating the number of work periods needed to complete individual activities with estimated resources. The key benefit of this process is that it provides the amount of time each activity will take to complete, which is a major input into the Develop Schedule process.Inputs
- Project management plan
- Project documents
- Activity attributes
- Activity list
- Assumption log
- Lessons learned register
- Milestone list
- Project team assignments
- Resource breakdown structure
- Resource calendars
- Resource requirements
- Risk register
- Enterprise environmental factors
- Organizational process assets
