Step-by-Step Project Management Process

Step-by-Step Project Management Process free pdf ebook was written by Mark Lechner on July 09, 2004 consist of 97 page(s). The pdf file is provided by www.chandleraz.gov and available on pdfpedia since June 09, 2012.

project management methodology guidelines project management methodology & step-by-step guide to managing successful projects project management methodology guidebook table..planning phase .. 24 2.2.1. purpose . 24 2.2.2. project managers role .. 25 2.2.3. inputs..management overview 1.1. background this manual was developed to guide project managers...

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Step-by-Step Project Management Process pdf




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Step-by-Step Project Management Process - page 1
Project Management Methodology Guidelines Project Management Methodology & Step-by-Step Guide to Managing Successful Projects
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Step-by-Step Project Management Process - page 2
Project Management Methodology Guidebook Table of Contents Table of Contents 1. Project Management Overview ............................................................................1 1.1. Background ..................................................................................................1 1.2. An Overview of the Project Management Philosophy and Mission...............1 1.2.1. The PMO’s Mission............................................................................2 1.2.2. What Is A Project? .............................................................................2 1.2.3. What Is Project Management? ..........................................................2 1.2.4. What Is A Project Management Life Cycle? ......................................3 1.2.5. Deliverables Typically Produced for Each PMBOK Knowledge Areas4 1.2.6. Project Management Life Cycle and Knowledge Areas .....................5 1.2.7. Elements of Successful Project Management .................................15 1.3. Project Approach Selection Technique - Selection Indicators ....................15 1.3.1. Indicators for User Workshops ........................................................15 1.3.2. Indicators for Interviewing................................................................15 1.3.3. Indicators for Questionnaires...........................................................16 1.3.4. Indicators for Teamwork ..................................................................16 1.3.5. Indicators for Individual Work ..........................................................16 1.3.6. Indicators for Classical Progress Control.........................................16 2. Project Management Step-By-Step Guide.........................................................17 2.1. The Initiation Phase....................................................................................17 2.1.1. Purpose ...........................................................................................17 2.1.2. Project Manager Role: .....................................................................17 2.1.3. Inputs...............................................................................................17 2.1.4. Outputs ............................................................................................18 2.1.5. Step-By-Step Process .....................................................................18 2.2. The Project Planning Phase .......................................................................24 2.2.1. Purpose ...........................................................................................24 2.2.2. Project Managers Role ....................................................................25 2.2.3. Inputs...............................................................................................25 2.2.4. Outputs ............................................................................................25 2.2.5. Step-By-Step Process .....................................................................26 2.3. Project Execution and Control Phase .........................................................59 2.3.1. Purpose ...........................................................................................59 2.3.2. Project Manager Role ......................................................................60 2.3.3. Inputs...............................................................................................60 2.3.4. Outputs ............................................................................................60 2.3.5. Step-By-Step Process .....................................................................61 2.4. Project Close-Out Phase ............................................................................75 2.4.1. Purpose ...........................................................................................75 2.4.2. Project Manager Role ......................................................................75 2.4.3. Inputs...............................................................................................75 2.4.4. Outputs ............................................................................................76 2.4.5. Step-By-Step Process .....................................................................76 3. Appendix A – Glossary of Project Management Terms...................................79 City of Chandler PM0.0.0-PMMethodology-GDE.doc Page i
Step-by-Step Project Management Process - page 3
Project Management Methodology Guidebook Table of Contents 4. Appendix B - Basic Toolkit Forms and Templates...........................................93 4.1. Opportunity Assessment & Initiation Phase................................................93 4.1.1. Opportunity Assessment & Initiation Phase Tools ...........................93 4.2. Project Planning Phase ..............................................................................93 4.2.1. Project Planning Phase Tools..........................................................94 4.3. Project Execution and Control Phase .........................................................94 4.4. Project Close-out Phase.............................................................................94 City of Chandler PM0.0.0-PMMethodology-GDE.doc Page ii
Step-by-Step Project Management Process - page 4
Project Management Methodology Guidebook Project Management Overview 1. Project Management Overview 1.1. Background This manual was developed to guide project managers through corporate project management methodology. The project life cycle consists of four major phases: Initiation, Project Planning, Project Execution & Control, and Project Closeout. Documents and Templates supporting the project management process have been tailored to meet the need of having a “Basic Toolkit” of pre-designed forms. Forms and sample reports are included in Appendix B and referenced throughout this manual. Hyperlinks are provided to take you directly to the tools if you are using an electronic copy of this manual. This manual presents a framework for managing projects using basic tools needed for success. The framework should be modified for each individual project as it applies to the given effort. This model provides a methodical approach to conducting projects so that they meet the needs of the project sponsors successfully and consistently. A Glossary (Appendix A) of common project management terms is included to help standardize terminology throughout the organization. 1.2. An Overview of the Project Management Philosophy and Mission In today’s business environment, two factors have become common: change and complexity. The nature of business has incorporated these factors into our everyday lives. We work in an environment of constant change and increasing complexity, and must be competitive, productive, customer-focused, and profitable. Much has been written about change in the business community. Indeed, we all know the one constant is the existence of change. Marketing strategies, manufacturing strategies, service strategies - all must accept the realization that as soon as the details are spelled out, factors in the marketplace will demand that the strategy be revisited. Managing change has become a key ingredient for today’s successful business. Business has also become extremely complicated. This complexity is related to the number of factors involved in the effort, the global scope of markets, and the sheer size of the efforts being undertaken. Even small decisions often involve the interplay of hundreds of variables. Project management is both an art and a science. The processes presented in this document illustrate the science of project management. The science consists of a systematic approach using a standard methodology. The art consists of “soft skills” including leadership, trust, credibility, problem solving, and managing expectations. The art of project management is developed through experience, practice, and intuition. A project manager who is skilled in the art instinctively knows how and when to react to City of Chandler PM0.0.0-PMMethodology-GDE.doc Page 1
Step-by-Step Project Management Process - page 5
Project Management Methodology Guidebook Project Management Overview project problems. Project management is equally divided between the art and science and a successful project manager utilizes and refines both skill sets to effectively manage projects. 1.2.1. The PMO’s Mission The Project Management Office (PMO) will ensure effective implementation of corporate strategic objectives by providing leadership and oversight of projects and programs. The PMO will utilize industry recognized project management processes and disciplines to become a center of excellence offering project management resources, consultation, tools, training, support, and planning to any organization or individual within the organization. 1.2.2. What Is A Project? Projects have become the new way of accomplishing and managing business activities. Projects are the temporary assemblage of key personnel designed to accomplish specific business objectives with identifiable customers in mind. A project has a beginning and an end. The project team dissolves once the objectives are met. It is fluid and driven by the specific needs of that business. The project approach to managing business activities embraces change and complexity. Projects can be defined in many different ways. However, there are some traits that all projects have in common. Typically, these traits are used to identify what a project is. The most distinguishing feature is a specific time frame. All projects have a beginning and an end. Many efforts are called “projects” but actually become programs as they extend indefinitely and cover broader, less specific business objectives. Projects must have a clear, definitive goal or objective. The objective is specific, identifiable, and can be accomplished. A project usually involves varied activities, which produce quantifiable and qualifiable deliverables that when added together, accomplish the overall objective. Key Characteristics of Projects A project has boundaries, so its extent is defined. A project is a one-time effort, usually requiring finite resources. There are distinct start and end dates for projects. You know when you have reached the end of the project. 1.2.3. What Is Project Management? Project Management is the process of achieving project objectives (schedule, budget and performance) through a set of activities that start and end at certain points in time and produce quantifiable and qualifiable deliverables. City of Chandler PM0.0.0-PMMethodology-GDE.doc Page 2
Step-by-Step Project Management Process - page 6
Project Management Methodology Guidebook Project Management Overview Successful project management is the art of bringing together the tasks, resources and people necessary to accomplish the business goals and objectives within the specified time constraints and within the monetary allowance. Projects and Programs are linked directly to the strategic goals and initiatives of the organization supported. 1.2.4. What Is A Project Management Life Cycle? The process each manager follows during the life of a project is called the Project Management Life Cycle. A proven methodical life cycle is necessary to repeatedly implement and manage projects successfully. During the life cycle of any project, proven and tested project management processes or best practices are should be initiated. The types and extent of processes initiated depend on the nature of the project, i.e. size, probability of failure and consequences of failure. Strong and effective leaders apply process to protect all projects. The Project Management Institute (PMI) provides guidance for project management in the Project Management Body of Knowledge (PMBOK). Every project has a life cycle, with a beginning, a life and an end (defined by accomplishing the objective). The following defines a typical project life cycle and shows the relationship between PMBOK Life Cycle Phases and our Life Cycle Phases: PMBOK Phases Initiation Planning Executing Controlling Closing Close-out Our Methodology Phases Initiation Planning Execution and Control There are 9 major knowledge areas of project management that PMBOK describes as required expertise for all project managers. They are: Scope Management Communications Management Risk Management Human Resources Management Procurement Management Time Management Cost Management City of Chandler PM0.0.0-PMMethodology-GDE.doc Page 3
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Project Management Methodology Guidebook Project Management Overview Quality Management Integration Management Each of these management areas consists of processes, tools and techniques that are produced and/or applied to some degree during the course of any project. The following set of illustrations depict the project management life cycle, knowledge areas, and processes used: 1.2.5. Deliverables Typically Produced for Each PMBOK Knowledge Areas City of Chandler PM0.0.0-PMMethodology-GDE.doc Page 4
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Project Management Methodology Guidebook Project Management Overview Project Management Life Cycle and Knowledge Areas - An example of a typical project management life cycle with the 9 PMBOK knowledge areas spread across each phase to show the where the knowledge area is used. 1.2.6. Project Management Life Cycle and Knowledge Areas Project Management Knowledge Areas Integration Management Scope Management Communications Management Risk Management Human Resource Management Procurement Management Time Management Initiation Planning Executing & Controlling Close Out Cost Management Quality Management City of Chandler PM0.0.0-PMMethodology-GDE.doc Page 5
Step-by-Step Project Management Process - page 9
Project Management Methodology Guidebook Project Management Overview COM M UNICATIONS M ANAGEM ENT PROCESS “Project Comm unications M anagem ent includes the Processes required to ensure timely and appropriate generation, collection, dissemination, storage,and ultimate disposition of project information.” (Communications Planning) (Informantion Distribution) Make needed information Make needed members in available to Team information available to Team members in a timely manner a timely manner (Performance Reporting) A (Adm inistrative Closure) Determine the information and Determine the information and communication needs of the Team communication needs of the Team ( Who needs w hat information, ( Who will they hat information, when needs w need it, and when it be given to it, and how will will they need them ) how will it be given to them ) Collect and diseminate Collect and diseminate performance information performance information Generate, gather, and disseminate Generate, gather, and the project, information to the end of disseminate information to project closure project, including the end of the including project closure Comm unications Correspondence M anagement / M emos Plan •____________ •_______ •____________ •_______ •________ •_______ Filing System •________ Reports •___________ •________ •___________ •___________ •___________ Distribution •___________ Structure for •___________ Project Reports ( a) Notebook •___________ •___________ Description of •___________ •___________ Information to •___________ be Distributed ( a) •___________ •___________ •___________ Production •___________ Schedule •___________ ( a) •___________ M ethodology •___________ Updating for ( a) ( a) Included in the Comunications Management Plan Variance Reports Bar Chart Schedules Com plete Set of Indexed Project Records •____________ •____________ •________ •________ •________ Requests for Change APPROVED Tabular Reports Requests for Change APPROVED Lesons Learned Historical Data Base Plan •___________ •___________ •___________ ( a) City of Chandler PM0.0.0-PMMethodology-GDE.doc Page 6
Step-by-Step Project Management Process - page 10
Project Management Methodology Guidebook Project Management Overview “Project Risk Management includes the processes concerned with identifying, analyzing, and responding to project risk.” RISK MANAGEMENT PROCESS Evaluate & Evaluate & Quantify Quantify Risks Risks Develop Develop Risk Management Risk Management Plan Plan •Assign Owners to highest risks. •Define Plans for Avoiding, Mitigating, or Accepting Risks. Risk Management Plan Risk B Identify Identify Risks Risks • Each Attribute on Single Sheet of Flip Chart. • Post Flip Charts on the Wall. Execute Risk Execute Risk Management Management Plan Plan A Attribute 1 Attribute 2 • Determine which risk events warrant response by the team. • Each team member, on their own, scores each risk with a probability of failure and a • By attribute, each person consequence of failure. They score Probability writes risks on 3X5 card and of Failure from 0 to 100% and Consequence of posts on sheet. Failure from 1 to 10. • Risks are grouped, • Score sheets are handed in, the team is given consolidated and listed by a long break and the information is typed into attribute. There is no discussion the consolidated spreadsheet for averaging. of each risk except to get •The individual score sheets aredistributed and concurrence on wording. each risk is discussed to based on the average •Risks are typed into an excel probability and consequence. spreadsheet at the completion of each attribute. Prob. Occur B •Spreadsheets are distributed to A participants. C D Attribute 1 Consequence Potential Risk Events •Gain concurrence on Probabilities and Consequences. Attribute 2 •Plot Probability of Occurrence and Consequence Of Occurrence. Potential Risk • Select the Highest Risk/Consequences Events for Risk Management. •Monitor risk triggers weekly to determine if a risk has occurred or might occur. •Review risk plans weekly. •When changes occur, the basic cycle of Identify, Quantify, and Respond is repeated. Corrective Action or Contingency Plans •List Risk Symptoms and Triggers. •Include Risk Plans in the Project Schedule. •Identify Risk Symptoms or Triggers. •Develop Contingency Plans. Updated Risk Management Plan Risk Symptoms or Triggers City of Chandler PM0.0.0-PMMethodology-GDE.doc Page 7
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