Fichas
Process groups
Fichas del conjunto (47)
- 1Initiationreflects What needs to be done (described in the project charter) and a list of the stakeholders of the project
- 2PlanningUnderstand pieces that we need to have in place to make sure that the idea described in the project charter will satisfy the stakeholders' needs. Tailoring the flow to meet the expectations. Planning is started by integration.
- 3IntegrationThe "glue" that connects all other 9 project management knowledge areas. Integration makes sure that everything is balanced, producing the project benefit described in the project benefits management plan and the results as described in the project charter
- 4Plan ... Management processesdefinition of the game rules.
If you have a PMO, most of the rules are already defined and regulate what you, as PM can and can't do - 5Plan scope managementDeliniation of how the scope will be managed. ex: how additional work will be handled in case it's needed.
- 6Collect requirementsthings I need to do to deliver what I want
- 7Define the scopereunion of project requirements to produce a document (scope statement) that defines who the project will be approached
- 8WBS Work breakdown structurebreaks down the project into smaller manageable pieces of work.
The tool to manage the scope - 9Plan schedule managementafter defining what you need to do, you must define how long it will take. rules of the game regarding the schedule.
- 10Define activitiesactivities that will deliver the scope described in the WBS
- 11scheduleis any kind of display of how the project will be placed over time (Gantt, network diagram)
- 12estimate activity resourcesgoes hand in hand with estimate activity durations because I must know how many resources I have in order to estimate how long it will take to do things since most of the tasks are effort driven.
- 13Plan communication managementdifferent from the other plan...management, in this, you1ll build your communication plan:
- what will be communicated
-to whom
-where
-when
-how much it will cost
and all the basic information - 14plan risk managementdefines the risk tolerance
- 15Difference between Qualitative and quantitative risk analysisQualitative: uses a scale (low, medium, high or green, yellow, red)
quantitative: uses math to calculate probability and impact - 16Plan procurement managementDefines the make or buy items. Will be everything be done internally in the project or should something be bought?
- 17Plan stakeholder engagementAfter the stakeholders are identified, they must be mapped in terms in term of influence and power. Goes hand in hand with plan communication since most communication is needed to reinforce stakeholder engagement
- 18acquire resourcespart of the executing process group because it should be done as late as possible in the project since it represents money expenditure. Sometimes needs to be done earlier since there might be a delay between acquisition and resource availability
- 19conduct procurementbuy, based on how procurement was planned in the plan procurement management process. Goes hand in hand with acquire resources because, most of the times, when you acquire a resource you need to go through a procurement process.
- 20Manage stakeholder engagementverification of the plan communications management
- 21executing and monitoring & controllinggoes hand in hand. In executing, the plans from the planning process group are put in place and in monitoring & controlling they are being verified.
- 22validate x control scopevalidate: is a check. was the scope defined in the planning process group delivered?
Control: was the scope defined in the planning process group delivered as planned? If something is different, it needs to be controlled. - 23control procurementis the process in which payments are done, goods are received and etc. Conduct and control procurements go hand in hand.
- 24monitor communications and stakeholders engagementgoes hand in hand in a very integrated way the executing processes of managing stakeholders' engagement and managing communications, as stakeholders may change.
- 25PMBOK Guide Process Flowis very agile. They are not written in stone, it's supposed to be reviewed and fluid.
- 265 new processes in PMBOK 6th ed4.4 - manage project knowledge (lessons learned). Group: executing
8.2 - manage quality. Group: executing
9.2 - estimate activity resource. Group: planning
9.6 - control resources. Group: monitoring & controlling
11.6 - implement risk responses. Group: executing - 27Project Management process groups that must be included in every projectInitiating, planning, executing, monitoring and controlling, closing.
You might not use all the process from these process groups - that's when you are tailoring. - 28InitiatingDefinitions of the project prior to its start, authorization of the project start. It's when you Understand how the project supports strategic objectives.
It's the "WHAT". - 29PlanningRefinement of the definitions from the initiating process group which generates a plan to meet the expected results and achieve the defined objectives. It's the "HOW". It's the biggest one among the other and it's crucial to determine how the project will evolve.
- 30ExecutingPutting the plan into action. Conclusion of the plan in order to meet project requirements. Generally takes up the MOST resources and project time.
- 31Monitoring and controllingmonitoring, controlling and analyzing project progress and performance in comparison to the initial plan. Identifying necessary changes in the plan and implementing them, when needed.
- 32closingconclusion of the project or phase. A phase or project must formally be closed and accepted before moving to the next phase or being archived and having its resources freed.
- 3310 knowledge areasintegration, scope, schedule, cost, quality, resources, communication, risk, procurement, stakeholders
- 34integrationhow to prepare for the project. Balancing all the knowledge areas with each other. It means to identify, define, combine, unify and coordinate project management processes and activities.
- 35scopeWhat is part of the project and what isn't. Definition of the right and necessary work to be done, and only that work, for successful project completion
- 36scheduletime frame in which the project will be developed. Ensure the project will be delivered on time (timely completion of it)
- 37costsbudget and cost control in order to complete the project within the approved budget. Evaluation of how much the project will cost
- 38qualityEnsuring stakeholders' expectations and the organization's quality policy are met and that the project is completed without deviation from the project requirements. Definition of the quality standards for the project.
- 39ResourcesDefines who will be involved in the project. Identify, acquire and manage project resources (not only human resources) properly for successful project completion
- 40communicationDefines what, how, when and to whom things will be communicated. Assures project information is stored, distributed, managed, controlled, monitored and organized properly
- 41risk what are the risks or possible constraints?Identification, analysis, response planning and implementation, and risk monitoring. It's where the risk tolerance for the project is defined.
- 42procurement (acquisition) What needs to be bought?acquisition of products/services from an external provider (outside of the project team). It's where the make or buy decisions for the project are done
- 43stakeholderIdentification of people, groups, areas, etc. that can be impacted (positively or negatively) by the project, analyze their expectations, level of engagement and influence over the project.
- 44Inputany item (internal or external to the project) that is required by a process before it proceeds. May be output from a predecessor process
- 45ToolsSomething tangible that enables a task to be performed with a particular function
- 46Techniquesa defined systematic procedure employed by a human resource to perform an activity to produce a product or result or deliver a service
- 47Outputsa product, result or service generated by a process
Información
- Descripción
- important concepts about the process flow
- Creado por
- kelly nascimento
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- 26
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