SABPMS#10_Manejo_de_Proyectos

SABPMS#10_Manejo_de_Proyectos

1. INITIATING

   • Understand the business case
     • Is the case for why the project is being done. Guide all other project management activities to ensure the project is worth the required investment when completed. The company should know what its strategic objectives are, and all projects should help meet those objectives.  A company that manages itself weel will have strategic objectives. Company will conduct an analysis to see which proposed projects meet the objectives for the least cost, time, resources and least risk. Authorize one or more projcets by issuing project charters.
   • Develop project charter
   • Select project manager
   • Determine company culture and existing systems
   • Collect processes, procedures, and historical informaction
   • Divide large projects into phases
   • Uncover initial requirements, assumptions, risks, constraints, and existing agreeents
   • Assess project and product feasibility within the giben constraints
   • Create measurable objectives
   • Identity stakeholders and determine their expectations, influence, and impact

2. PLANNING

   • Determine how you will plan for each knowledge area
     • Management plans are required for each of the knowledge areas (integration, scope, time, cost, etc)
     • Firt thing is to figure out how we are going to plan, execute and control for each knoledge area
   • Determine all roles and responsibilities
     • All roles and responsibilities on a project should be defined
     • May be documented as a part of
       • Human resource management plan
       • Project job descriptions
       • Management plans for each knowledge area
     • Involves more than determining who is going to do which product-related work
   • Procurement Documents
     • Request for Proposal (RFP)
     • Request for Quotation (RFQ)
     • Invitation for bid (IFB)
     • Procurement statement of work (description of the work to be done)
     • Contract Provisions
     • Source selection criteria
     • Risk management process will generate risk response strategies involving contracts
     • Through iterations procurement documents can be created and refined, but may not be finalized until the iteraitons are complete
   • Go back - iterations
     • Only after completing risk management planning efforts that the WBS and the other items can be finalized
     • A risk response strategy might requiere adjusting WBS for added scope, network diagram to determine the order of the work, etc.
     • Planning should lead to a realistic, bought-into, approved, and formal project management plan that is updated throughout the project to reflect approved changes
     • Iterations help to create and maintain such a plan
   • Project Charter
   • Subsidiary PLans

3. EXECUTING, MONITORING & CONTROLLING, CLOSING

   • Resources can be released at any time during the project, once their work is approved and accepted an they habe completed any documentation or toher activies that pertain to their work
   • Project manager may determine that a change to the project is needed. Changes can be requested in both the executing and monitoring and controlling process group
   • Subsidiary Plans
   • Derivables

4. CLOSING

   • Documento de complitud de entregables
     • Quality assurance completion Complete. Planes de trabajo cerrados, finiquitados.
   • Cierre formal del proyecto
     • - Lecciones aprendidas - Fase de cierre completada. - Contratos con proveedores cerrados. - Acta de cierre. Sign off letter - OPAs actualizadas - Cierre formal del proyecto completado. Formal project clossed.

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