Process groups

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Flashcards by , created 2 months ago

important concepts about the process flow

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Created by kelly nascimento 2 months ago
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Question Answer
Initiation reflects What needs to be done (described in the project charter) and a list of the stakeholders of the project
Planning Understand 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.
Integration The "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
Plan ... Management processes definition 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
Plan scope management Deliniation of how the scope will be managed. ex: how additional work will be handled in case it's needed.
Collect requirements things I need to do to deliver what I want
Define the scope reunion of project requirements to produce a document (scope statement) that defines who the project will be approached
WBS Work breakdown structure breaks down the project into smaller manageable pieces of work. The tool to manage the scope
Plan schedule management after defining what you need to do, you must define how long it will take. rules of the game regarding the schedule.
Define activities activities that will deliver the scope described in the WBS
schedule is any kind of display of how the project will be placed over time (Gantt, network diagram)
estimate activity resources goes 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.
Plan communication management different from the other, 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
plan risk management defines the risk tolerance
Difference between Qualitative and quantitative risk analysis Qualitative: uses a scale (low, medium, high or green, yellow, red) quantitative: uses math to calculate probability and impact
Plan procurement management Defines the make or buy items. Will be everything be done internally in the project or should something be bought?
Plan stakeholder engagement After 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
acquire resources part 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
conduct procurement buy, 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.
Manage stakeholder engagement verification of the plan communications management
executing and monitoring & controlling goes hand in hand. In executing, the plans from the planning process group are put in place and in monitoring & controlling they are being verified.
validate x control scope validate: 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.
control procurement is the process in which payments are done, goods are received and etc. Conduct and control procurements go hand in hand.
monitor communications and stakeholders engagement goes hand in hand in a very integrated way the executing processes of managing stakeholders' engagement and managing communications, as stakeholders may change.
PMBOK Guide Process Flow is very agile. They are not written in stone, it's supposed to be reviewed and fluid.
5 new processes in PMBOK 6th ed 4.4 - 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
Project Management process groups that must be included in every project Initiating, planning, executing, monitoring and controlling, closing. You might not use all the process from these process groups - that's when you are tailoring.
Initiating Definitions 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".
Planning Refinement 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.
Executing Putting the plan into action. Conclusion of the plan in order to meet project requirements. Generally takes up the MOST resources and project time.
Monitoring and controlling monitoring, controlling and analyzing project progress and performance in comparison to the initial plan. Identifying necessary changes in the plan and implementing them, when needed.
closing conclusion 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.
10 knowledge areas integration, scope, schedule, cost, quality, resources, communication, risk, procurement, stakeholders
integration how 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.
scope What 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
schedule time frame in which the project will be developed. Ensure the project will be delivered on time (timely completion of it)
costs budget and cost control in order to complete the project within the approved budget. Evaluation of how much the project will cost
quality Ensuring 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.
Resources Defines who will be involved in the project. Identify, acquire and manage project resources (not only human resources) properly for successful project completion
communication Defines what, how, when and to whom things will be communicated. Assures project information is stored, distributed, managed, controlled, monitored and organized properly
risk 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.
procurement (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
stakeholder Identification 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.
Input any item (internal or external to the project) that is required by a process before it proceeds. May be output from a predecessor process
Tools Something tangible that enables a task to be performed with a particular function
Techniques a defined systematic procedure employed by a human resource to perform an activity to produce a product or result or deliver a service
Outputs a product, result or service generated by a process