Saturday, August 31, 2013

Close procurements

Close project or phase


PMBOK V5 reference pages 100 - 104 

Inputs 

Project management plan 
Accepted deliverables 
Organizational process assets 

Tools and techniques 

Expert judgment 
Analytical techniques 
Meetings 

Outputs 

Final product, service or result transition 
Organizational process assets updates 

Control stakeholder engagement

Control procurements

Control risks

Control communication

Control Quality

Control costs

Control schedule

Control scope

Validate scope

Perform integrated change control

PMBOK version 5, reference pages 94 to 100

Inputs 

Project management plan 
Work performance reports 
Change requests 
Enterprise environmental factors 
Organizational process assets 

Tools and techniques 

Expert judgment 
Meetings 
Change control tools 

Outputs 

Approved change requests 
Change log 
Project management plan updates 
Project documents updates 

Monitor and control project work


PMBOK reference Pages 86 to 94 (PMBOK Version 5) 

Inputs 

Project management plan (tracking happens against the plan)
Schedule forecasts (expected date of completion)
Cost forecasts (Estimate at completion) 
Validated changes 
Work performance performance information 
Enterprise environmental factors 
Organizational process assets 

Tools and techniques 

Expert judgment 
Analytical techniques 
Project management information system (time accounting, cost accounting, forecasting etc)
Meetings 

Outputs 

Change request 
Work performance reports 
Project management plan updates 
Project document updates 

Assignment 

Write down the inputs, tools and techniques and outputs and submit using the assignment link provided above the blog. 

Friday, August 30, 2013

Manage stakeholder engagement

Conduct procurements

Manage communications

Manage project team

Develop project team

Acquire project team

Perform quality assurance

Direct and manage project work


Inputs 
Project management plan
Approved change requests 
Enterprise environmental factors 
Organizational process assets 

Tools and techniques 
Expert judgment 
Project management information system 
Meetings 

Outputs 
Deliverables 
Work performance data 
Change requests
Project management plan updates 
Project document updates 

Assignment
Without referring to any document, write the inputs, tools and techniques and outputs of 'Direct and manage project work' through the 'submit assignment' link provided on top of the blog. 

Plan stakeholder management

Plan procurement management

Plan risk reponses

Perform quantitative risk analysis

Perform qualitative risk analysis


Identify risks

Plan risk management


Plan communications management

Plan human resource management

Plan quality management

Determine budget

Estimate costs

Plan cost management

Develop schedule

Estimate activity durations

Estimate activity resources

Sequence activities

Define activities

Plan schedule management

Create work breakdown structure

Define scope

Collect Requirements

Plan scope management

PMBOK version 5 reference pages 107 - 109 

Inputs 

Project management plan
Project charter 
Enterprise environmental factors 
Organizational process assets 

Tools and techniques 

Expert judgment 
Meetings 

Outputs 

Scope management plan 
Requirements management plan 


Assignment

What are the inputs, tools and techniques and outputs of plan scope management process?

Develop project management plan


This is the first process under planning process group, and is part of project integration management knowledge area. A project can have multiple sub teams operating on it, and each of them will have their own plans for completing their work. For example, a software project can have the development team, test team, configuration management team and the configuration management team. These may get replicated in multiple locations as well. Each of them will have their own plans, and the project manager integrates all these individual plans into an integrated project plan. So, in order to develop the integrated project plan, the project manager should work closely with other stakeholders like risk management teams, quality teams, procurement teams, sub contractors, human resource management teams etc, and their subsidiary plans will act as an input for developing the integrated project plan. For all these things to happen on time, lot of planning is required, even to develop the integrated project plan. This is covered under the 'develop project management plan' process. 

Inputs to the develop project management plan process

Project charter  (output of develop project charter process of initiation process group)
Out puts from other processes 
Enterprise environmental factors 
Organisational process assets 

Tools and techniques 

Expert judgment 
Facilitation techniques 

Outputs

Project management plan 

Watch this video 



PMBOK reference pages 72 to 78 

Assignment 

'Outputs from other processes' is an input to the 'develop project management plan' process. Please explain. 

Identify stakeholders


"Anybody who is affected positively or negatively, by doing a project, or by not doing it, is a stakeholder"

Here is the link to a video of mine, explaining stakeholder management




In today's global projects, with multi locational teams (thanks to outsourcing, off shoring), stakeholder management (some of them whom you have not met or heard yet), is critical to the success of the project. Here, the first question is 'Who is a stakeholder?'. 'Any one, who is affected positively or negatively, by doing a project, or by not doing a project is a stakeholder of the project'. That is a very sound definition. So, the term stakeholder encompasses a wide spectrum of entities (could be people, organizations, communities, government, political parties, end users, competitors, peers, team members, customer, sponsor, training organizations, analysts, religions, suppliers, contractors...the list could be very vast, and will change from project to project. In my home city, Kochi, the Kochi metro project is happening, and stakeholder management is key for the timely completion of the project. Who  all could be the possible stakeholders for the Kochi metro project?. 

The government of Kerala state 
The central government of India 
The banks who provide the loan
The political parties of Kerala 
The Kochi corporation, where the work is happening
The citizens of Kochi
The vehicle owners of kochi (traffic is going to be interrupted during project execution)
Citizens, whose properties are acquired for the construction of the metro
The suppliers 
The sub contractors 
The customs 
The future passengers 
The design team 
The planning team 
The execution team 
Delhi metro 
Consultants 
Share holders 
Business houses positively impacted 
Business houses negatively impacted 

I am sure that this list is incomplete, because I am not directly involved in this project. 

The key aspect is, before getting into the project, please do spend some time to understand the key stakeholders of the project, and to develop a strategy to deal with them. Some of my training participants get confused between the term sponsor and stakeholder. The stakeholder/stakeholders who fund the project are sponsors. All stakeholders are not sponsors, but a sponsor is definitely a key stakeholder. 

Assignment 

What is the definition of a stakeholder?

List down the stakeholders of one of your projects?

Is the sponsor a stakeholder?

Are all stakeholders, sponsors?


Develop project charter

Develop project charter is the first process among the 47 processes. When we start a project, all that we have is an idea and high level requirements and the sponsor (those who are investing in the project). Once we decide to go ahead with a project, a project charter is prepared by the sponsor (sponsor is accountable for it, others can help the sponsor to develop the project charter). A typical project charter will contain;

1) The product description
2) The business case of the project 
3) Alternatives analysis 
4) High level risks, assumptions 
5) Key stakeholders, their roles and contact details 
6) Major milestones with dates
7) Project manager's name, roles and responsibilities (gives authority to the project manager) 
8) Approved by the sponsor 

Project charter is the sponsor's document, so any changes to the charter has to be re-approved by the sponsor. Project chartering ensures that only validated projects with sound business case gets the green signal to go ahead.

Inputs 

Project statement of work
Business case
Enterprise environmental factors 
Organisational process assets 

Tools and techniques

Expert judgment 
Facilitation techniques 

Outputs 

Project charter 


PMBOK reference : Pages 68 to 72 (PMBOK V5)

Assignment

1) What are the contents of a project charter?
2) What are the contents of a business case?
3) What are the benefits of project chartering?