D EVELOP P ROJECT M ANAGEMENT PLAN - Project Planning Phase

4. Project Planning Phase

4.1 D EVELOP P ROJECT M ANAGEMENT PLAN

4.2 Develop Project Management Plan

4.3 Direct and Manage Project Execution

4.4 Monitor and Control Project Work

4.5 Perform Integrated Change Control

4.6 Close Project or Phase

5. Project Scope Management 5.5 Control Scope

6. Project Time Management

6.1 Define Activities 6.2 Sequence Activities

6.3 Estimate Activity Resources

6.4 Estimate Activity Durations

6.5 Develop Schedule

6.6 Control Schedule

7. Project Cost Management

7.1 Estimate Costs 7.2 Determine Budget

7.3 Control Costs

8. Project Quality Management

8.1 Plan Quality 8.2 Perform Quality Assurance

9.1 Develop Human Resource Plan

11. Project Risk Management

11.1 Plan Risk Management 11.2 Identify Risks 11.3 Perform Qualitative Risk Analysis

11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses

11.6 Monitor and Control Risks

12. Project Procurement Management

12.1 Plan Procurements 12.2 Conduct Procurements

12.3 Administer Procurements

12.4 Close Procurements

Table ‎2-3- Project Management Process Groups and Knowledge Area Mapping Source: PMBOK® Guide - Fourth Edition, page 43

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Initiating Process Group

4.1 Develop Project Charter 10.1 Identify Stakeholders

Figure ‎2-11- Initiating Process Group

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Planning Process Group

4.2 Develop Project Management Plan 5.1 Collect Requirements

5.2 Define Scope 5.3 Create WBS 6.1 Define Activities 6.2 Sequence Activities

6.3 Estimate Activity Resources 6.4 Estimate Activity Durations 6.5 Develop Schedule

7.1 Estimate Costs 7.2 Determine Budget 8.1 Plan Quality

9.1 Develop Human Resource Plan 10.2 Plan Communications

11.1 Plan Risk Management 11.2 Identify Risks

11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses

12.1 Plan Procurements

Figure ‎2-12- Planning Process Group

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Executing Process Group

4.3 Direct and Manage Project Execution 8.2 Perform Quality Assurance

9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team 10.3 Distribute Information

10.4 Manage Stakeholder Expectations 12.2 Conduct Procurements

Figure ‎2-13- Executing Process Group

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Monitoring & Controlling Process Group 4.4 Monitor and Control Project Work 4.5 Perform Integrated Change Control 5.4 Verify Scope

5.5 Control Scope 6.6 Control Schedule 7.3 Control Costs

8.3 Perform Quality Control 10.5 Report Performance 11.6 Monitor and Control Risks 12.3 Administer Procurements

Figure ‎2-14- Monitor and Control Process Group

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Closing Process Group

4.6 Close Project or Phase 12.4 Close Procurements

Figure ‎2-15- Closing Process Group

Project Management Process Interaction

Figure ‎2-16- Project Management Process Interaction

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3. Project Initiation Phase

Project initiation phase is the phase in which the project idea is incepted and a decision is made whether the project will be selected by the organization for implementation or will be postponed for a later date or will be rejected. This phase combines the following two processes, within the initiation process group:

4.1 Develop Project Charter 10.1 Identify Stakeholders

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3.1 Develop Project Charter

Figure ‎3-1- Develop Project Charter Process Source: PMBOK® Guide – Fourth Edition, page 73

Definition

Develop Project Charter is the process of developing a document that formally authorizes a project or a phase and documenting initial requirements that satisfy the stakeholders' needs and expectations.

Source: PMBOK® Guide – Fourth Edition, page 73

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Process Interaction

Figure ‎3-2 - Develop Project Charter – Process Interaction

3.1.1 Inputs to Develop Project Charter 1. Project statement of work

2. Business case 3. Contract (if available)

4. Enterprise environmental factors 5. Organizational process assets 1. Project statement of work

Statement of work is the document that describes the project work. It contains the following:

 Business needs

 Product scope description

 Strategic plan 2. Business case

It is the document that includes the necessary information from the business perspective. It contains:

 Market demand

 Organizational need

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 Customer request

 Technologies advance

 Legal requirement

 Ecological impacts

 Social need

3. Contract (if available)

A contract from the customer’s acquiring organization is an input if the project is being done for an external customer.

4. Enterprise environmental factors

 Governmental or industry standards

 Organization infrastructure

 Marketplace conditions 5. Organizational process assets

 Organizational standard processes, policies, and standardized process definitions for use in the organization

 Templates (e.g. project charter template)

 Historical information and lessons learned knowledge base

3.1.2 Tools and Techniques for Develop Project Charter 1. Expert judgment

1. Expert judgment

Expert judgment is used to assess the input used to develop the charter. The expertise is obtained from:

 Other units from the organization

 Consultants

 Stakeholders, including customers or sponsors

 Professional and technical associations

 Industry groups

 Subject matter experts

 Project management office (PMO)

3.1.3 Outputs of Develop Project Charter 1. Project charter

1. Project charter

The project charter documents the business needs and the current customer requirements by addressing:

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 Project purpose or justification

 Measurable project objectives and related success criteria

 High-level requirements

 High-level project description

 High-level risks

 Summary milestone schedule

 Summary budget

 Project approval requirements (what constitutes project success, who decides the project is successful and who signs off on the project)

 Assigned project manager, responsibility and authority level

 Name and authority of the sponsor or other person (s) authorizing the project charter.

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Exercise ‎3-1 - Develop Project Charter

Exercise 3.1 – Develop Project Charter

In the provided case study in Appendix 1, develop the project charter.

Note: use the following form.

Your Notes

_________________________________________________________________________

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3.2 Identify Stakeholders

Figure ‎3-3- Identify Stakeholders Process Source: PMBOK® Guide – Fourth Edition, page 246

1.Project charter 2.Procurement

documents 3.Enterprise

environmental factors

4.Organizational process assets

Inputs

1. Stakeholder analysis

2. Expert judgment Tools &

Techniques

1.Stakeholder register 2.Stakeholder

management strategy

Outputs

Definition

Identify Stakeholders is the process of identifying all people or organizations impacted by the project, and documenting relevant information regarding their interests, involvement, and impact on project success.

Source: PMBOK® Guide – Fourth Edition, page 246

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Process Interaction

Figure ‎3-4 Identify Stakeholders – Process Interaction

Dimensions of Communication Activities

The project manager is the center of the communication hub within the

project. He communicates will all project stakeholders in many different levels, as follows:

 Internal and External

 Formal and Informal

 Vertical and Horizontal

 Official and unofficial

 Written and Oral

 Verbal and Non-Verbal

3.2.1 Inputs to Identify Stakeholders 1. Project charter

2. Procurement documents

3. Enterprise environmental factors 4. Organizational process assets

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3.2.2 Tools and Techniques for Identify Stakeholders 1. Stakeholder analysis

2. Expert judgment 1. Stakeholder analysis

It is the technique of systematically gathering and analyzing qualitative and quantitative information to determine whose interest should be taken into account. It defines the interest, expectations and influence of stakeholders and relate them to the purpose of the project.

Steps of Stakeholders Analysis

Step 1: Identify all potential project stakeholders and relevant information.

Step 2: Identify the potential impact or support each stakeholder could generate:

 Power/interest grid

 Power/influence grid

 Influence/impact grid

 Salience model

Step 3: Assess how key stakeholders are likely to react or respond in various situations.

Power / Interest Grid

Power interest grid is the method of grouping the stakeholders based on their level of authority (power) and their level of concern (interest) regarding the project outcome.

Figure ‎3-5 Power / Interest Grid

2. Expert judgment

Keep

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Identifying the project stakeholders requires high level of knowledge and expertise in order not to miss any one who could be with an important role in the project and missing him/her may damage the project outcome. Experts include, but not limited to the following:

 Senior management

 Other units within the organization

 Identified key stakeholders

 Project managers who have worked on projects in the same area

 Subject matter experts (SMEs) in business or project area

 Industry groups and consultants, and

 Professional and technical associations

3.2.3 Outputs of Identify Stakeholders 1. Stakeholder register

2. Stakeholder management strategy 1. Stakeholder register

Stakeholder register is the repository that contains all the details about each stakeholder, including the following:

 Identification information

 Assessment information

 Stakeholder classification 2. Stakeholder management strategy

Based in the identified stakeholders, included in eth stakeholders’

 Key stakeholders who can significantly impact the project

 Level of participation in the project desired for each identified stakeholder, and

 Stakeholder groups and their management (as groups)

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Exercise ‎3-2 - Stakeholder Analysis

Your Notes

_________________________________________________________________________

Exercise 3.2 – Stakeholder Analysis

In the provided case study, analyze the stakeholder and communication needs by providing the following information:

1. Stakeholder 2. Organization 3. Position

4. Communication Needs

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4. Project Planning Phase

Project planning phase is the phase where all the project plans are created. It is the time where all project activities are identified, assigned and scheduled.

During the phase, the following twenty planning processes are executed:

4.2 Develop Project Management Plan 5.1 Collect Requirements

5.2 Define Scope 5.3 Create WBS 6.1 Define Activities 6.2 Sequence Activities

6.3 Estimate Activity Resources 6.4 Estimate Activity Durations 6.5 Develop Schedule

7.1 Estimate Costs 7.2 Determine Budget 8.1 Plan Quality

9.1 Develop Human Resource Plan 10.2 Plan Communications

11.1 Plan Risk Management 11.2 Identify Risks

11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses

12.1 Plan Procurements

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4.1 Develop Project Management plan

Figure ‎4-1 - Develop Project Management plan Process Source: PMBOK® Guide – Fourth Edition, page 78

1.Project charter 2.Outputs from

planning processes 3.Enterprise

environmental factors

4.Organizational process assets

Inputs

1. Expert judgment Tools &

Techniques

1.Project

management plan

Outputs

Definition

Develop Project Management Plan is the process of documenting the actions necessary to define, prepare, integrate and coordinate all subsidiary plans.

Source: PMBOK® Guide – Fourth Edition, page 78

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Process Interaction

Figure ‎4-2 Develop Project Management plan – Process Interaction

4.1.1 Inputs to Develop Project Management plan

1- Project charter

2- Outputs from all planning processes 3- Enterprise environmental factors 4- Organizational process assets

4.1.2 Tools and Techniques for Develop Project Management plan

1- Expert judgment 1. Expert judgment

In this process, expert judgment is utilized to:

 Tailor the process to meet the project needs

 Develop technical and management details

 Determine the requires resources and skill levels

 Define the required level of configuration management

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4.1.3 Outputs of Develop Project Management plan 1- Project management plan

1. Project management plan

The project management plan integrates and consolidates all of the subsidiary management plans and baselines from the planning processes and includes the project baseline and subsidiary plans Project Baseline

Project baselines include, but are not limited to:

 Schedule baseline

 Cost performance baseline, and

 Scope baseline

Subsidiary Plans

Subsidiary plans include, but are not limited

 Scope management plan

 Requirements management plan

 Schedule management plan

 Cost management plan

 Quality management plan

 Process improvement plan

 Human resource plan

 Communications management plan

 Risk management plan

 Procurement management plan

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Exercise ‎4-1 - Change Management Process

Exercise 4.1 – Change Management Process

Change management plan is part of the overall project plan, discuss the below change management process and reflect it to your environment.

Initial assessment, appoint assessor

Analysis, evaluation, assess

Impact Initial review &

discussion

Discuss/ negotiate with Tech.Lead Change has an Impact

Amend Agreements Update Proj. Plan

Re-baseline

Will it affect Cost or

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In document PMP Student Guide (Page 23-45)