1. Centro de Estudos e Sistemas Avançados do Recife

2. CHAPTER 3 Project Management Processes By Fred Vasconcelos Ramal 4729 fred@jynx.com.br

3. Table of Content n PMBOK – Chapter Intro n Project Processes – Definition n ProcessGroups – Definition n Process Interactions – Definition & Breakdown n Customizing Process Interactions – Breakdown n Mapping of Project Management – Breakdown

4. PMBOK - Chapter Intro n “Project Management is an integrative endeavor.” – Interactions may be straight forward or subtle and uncertain. – Generally requires trade-offs among project objectives. – Trade-offs may vary from project to project and organization to organization.

5. PMBOK - Chapter Intro -Part 2 n “Project Triple Constraint: – Generally reffered to as a framework for evaluating competing demands. – Often depicted as a triangle, where the sides or corners represent the project’s parameters.

6. Project Processes “ A Process is a series of actions bringing about a result.” n Project Management Processes – Describe, organize, and complete the work of the project n Product Oriented Processes – Specify and create the project’s product – Typically defined as project by the project life cycle – Project management and product oriented processes – Overlap and interact throughout the project

7. Process Groups n The phases of a project are divided into process groups: Initiating, Planning, Executing, Controlling and Closing. – Process groups are linked by the result they produce. – Among the central Process Groups, the links are interated; they provide each other with documented detail needed for planning, executing and controlling(figure 3.1)figure 3.1 – They usually overlap activities that occur at varying levels of intensity throughout each phase of the project(figure 3.2)figure 3.2 – Process Groups interactions also cross phases.(figure 3.3)figure 3.3

8. Process Interactions n “Within each process group, the individual processes are linked by their inputs and outputs.By focusing on these links, we can describe each process in terms of:” – Inputs – Documents that will be acted upon – Tools and techniques – The Mechanisms that will transform input into output. – Outputs – Documents or documentable item that came as a result of the process.

9. Process Interactions - Breakdown n Initiating Processes – Authorizing the project or phase is part of project scope management(figure 3.4).figure 3.4). n Planning Processes (Figure 3.5)(Figure 3.5) – Major importance to the project in the sense that involves something that has never been done before. – Usually there are more processes in this section. However, it does not mean that the project is primarilly planning. – The Planning processes are due to frequent interaction before the completion of the Project Plan. – PLANNING IS NOT AN EXACT SCIENCE!!!

10. Process Interactions - Breakdown  Executing Processes - the executing process includes a series of facilitating processes that interact with each other in order to complete the execution of what was previously planned (figure 3.6) (figure 3.6)  Controlling Processes - The perfomance of any project must be monitored and measured regularly to identify variances from what was planned (figure 3.7)(figure 3.7) - If variances are significant, adjustments are made by repeating the Planning Processes - Involves various steps like scope verification,Schedule control, cost control, quality control and performance reporting.

11. Process Interactions - Breakdown n Closing Processes (figure3.8)(figure3.8) – Contract closeout: completion of the contract and closing of any open itens. – Administrative closure: generating, gathering, disseminating information in order to formalize the completion of a Phase or Project.

12. Customizing Process Interactions - Breakdown n It is the analysis of the processes and interactions that will be needed to a specific Phase or Project. – The absence of a process does not mean that it should not be performed. The management team should identify and manage the processes needed in order to successfuly complete the project – Some process outputs may be predifined as a constraint – Larger projects may need relatively more detail

13. Mapping of Project Management processes - n Reflect all project management processes to the five project management groups.(Figure 3.9).(Figure 3.9) – This diagram is not meant to be exclusive, but to indicate where project management processes fit into the project management groups and knowledge areas.

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