Advantages - Better control of financial, physical, and human resources Advantages - Better control of financial, physical, and human
d human resources Advantages - Better control of financial, physical, and human resources
| Improved customer relations | Shorter development times | Lower costs
| Higher quality and increased reliability | Higher profit margins |
Improved productivity | Better internal coordination |Higher worker
morale - Attributes of projects - unique purpose | temporary | require
resources, often from various areas | should have a primary sponsor
and/or customer | involve uncertainty Triple Constraint: Scope, Time,
Cost goals Stakeholders include - the project sponsor and project
team | support staff | customers | users | suppliers | opponents to the
project - Knowledge Areas: scope, time, cost, and quality, human
resources, communication, risk, and procurement management, project
integration management. | Structural frame: Focuses on roles and
responsibilities, coordination and control. Organizational charts help
define this frame. | Human resources frame: Focuses on providing
harmony between needs of the organization and needs of people. |
Political frame: Assumes organizations are coalitions composed of
varied individuals and interest groups. Conflict and power are key
issues. | Symbolic frame: Focuses on symbols and meanings related to
events. Culture is important. | Helps Projects Succeed? Executive
support – User involvement – Experienced project manager – Clear
business objectives – Minimized scope – Standard software
infrastructure – Firm basic requirements – Formal methodology –
Reliable estimates | A project life cycle is a collection of project
phases. Project phases vary by project or industry, but some general
phases include – concept – development – implementation – support. |
Product Life Cycles: Products also have life cycles. The Systems
Development Life Cycle (SDLC) is a framework for describing the
phases involved in developing and maintaining information systems.
Systems development projects can follow – predictive models: the scope
of the project can be clearly articulated and the schedule and cost can
be predicted – adaptive models: projects are mission driven and
component based, using time-based cycles to meet target date. |
Predictive Life Cycle Models: The waterfall model has well-defined,
linear stages of systems development and support • The spiral model
shows that software is developed using an iterative or spiral approach
rather than a linear approach • The incremental release model
provides for progressive development of operational software • The
prototyping model is used for developing prototypes to clarify user
requirements • The RAD model is used to produce systems quickly
without sacrificing quality. | Adaptive Life Cycle Models: Extreme
Programming (XP): Developers program in pairs and must write the
tests for their own code. XP teams include developers, managers, and
users • Scrum: Repetitions of iterative development are referred to as
sprints, which normally last thirty days. Teams often meet every day for
a short meeting, called a scrum, to decide what to accomplish that day.
Works best for object oriented technology projects and requires strong
leadership to coordinate the work. | Project Life Cycles and Product
Life Cycles: • The project life cycle applies to all projects, regardless of
the products being produced • Product life cycle models vary
considerably based on the nature of the product • Most large IT systems
are developed as a series of projects • Project management is done in
all of the product life cycle phases.
Advantages - Better control of financial, physical, and human resources
| Improved customer relations | Shorter development times | Lower costs
| Higher quality and increased reliability | Higher profit margins |
Improved productivity | Better internal coordination |Higher worker
morale - Attributes of projects - unique purpose | temporary | require
resources, often from various areas | should have a primary sponsor
and/or customer | involve uncertainty Triple Constraint: Scope, Time,
Cost goals Stakeholders include - the project sponsor and project
team | support staff | customers | users | suppliers | opponents to the
project - Knowledge Areas: scope, time, cost, and quality, human
resources, communication, risk, and procurement management, project
integration management. | Structural frame: Focuses on roles and
responsibilities, coordination and control. Organizational charts help
define this frame. | Human resources frame: Focuses on providing
harmony between needs of the organization and needs of people. |
Political frame: Assumes organizations are coalitions composed of
varied individuals and interest groups. Conflict and power are key
issues. | Symbolic frame: Focuses on symbols and meanings related to
events. Culture is important. | Helps Projects Succeed? Executive
support – User involvement – Experienced project manager – Clear
business objectives – Minimized scope – Standard software
infrastructure – Firm basic requirements – Formal methodology –
Reliable estimates | A project life cycle is a collection of project
phases. Project phases vary by project or industry, but some general
phases include – concept – development – implementation – support. |
Product Life Cycles: Products also have life cycles. The Systems
Development Life Cycle (SDLC) is a framework for describing the
phases involved in developing and maintaining information systems.
Systems development projects can follow – predictive models: the scope
of the project can be clearly articulated and the schedule and cost can
be predicted – adaptive models: projects are mission driven and
component based, using time-based cycles to meet target date. |
Predictive Life Cycle Models: The waterfall model has well-defined,
linear stages of systems development and support • The spiral model
shows that software is developed using an iterative or spiral approach
rather than a linear approach • The incremental release model
provides for progressive development of operational software • The
prototyping model is used for developing prototypes to clarify user
requirements • The RAD model is used to produce systems quickly
without sacrificing quality. | Adaptive Life Cycle Models: Extreme
Programming (XP): Developers program in pairs and must write the
tests for their own code. XP teams include developers, managers, and
users • Scrum: Repetitions of iterative development are referred to as
sprints, which normally last thirty days. Teams often meet every day for
a short meeting, called a scrum, to decide what to accomplish that day.
Works best for object oriented technology projects and requires strong
leadership to coordinate the work. | Project Life Cycles and Product
Life Cycles: • The project life cycle applies to all projects, regardless of
the products being produced • Product life cycle models vary
considerably based on the nature of the product • Most large IT systems
are developed as a series of projects • Project management is done in
all of the product life cycle phases.
| Improved customer relations | Shorter development times | Lower costs
| Higher quality and increased reliability | Higher profit margins |
Improved productivity | Better internal coordination |Higher worker
morale - Attributes of projects - unique purpose | temporary | require
resources, often from various areas | should have a primary sponsor
and/or customer | involve uncertainty Triple Constraint: Scope, Time,
Cost goals Stakeholders include - the project sponsor and project
team | support staff | customers | users | suppliers | opponents to the
project - Knowledge Areas: scope, time, cost, and quality, human
resources, communication, risk, and procurement management, project
integration management. | Structural frame: Focuses on roles and
responsibilities, coordination and control. Organizational charts help
define this frame. | Human resources frame: Focuses on providing
harmony between needs of the organization and needs of people. |
Political frame: Assumes organizations are coalitions composed of
varied individuals and interest groups. Conflict and power are key
issues. | Symbolic frame: Focuses on symbols and meanings related to
events. Culture is important. | Helps Projects Succeed? Executive
support – User involvement – Experienced project manager – Clear
business objectives – Minimized scope – Standard software
infrastructure – Firm basic requirements – Formal methodology –
Reliable estimates | A project life cycle is a collection of project
phases. Project phases vary by project or industry, but some general
phases include – concept – development – implementation – support. |
Product Life Cycles: Products also have life cycles. The Systems
Development Life Cycle (SDLC) is a framework for describing the
phases involved in developing and maintaining information systems.
Systems development projects can follow – predictive models: the scope
of the project can be clearly articulated and the schedule and cost can
be predicted – adaptive models: projects are mission driven and
component based, using time-based cycles to meet target date. |
Predictive Life Cycle Models: The waterfall model has well-defined,
linear stages of systems development and support • The spiral model
shows that software is developed using an iterative or spiral approach
rather than a linear approach • The incremental release model
provides for progressive development of operational software • The
prototyping model is used for developing prototypes to clarify user
requirements • The RAD model is used to produce systems quickly
without sacrificing quality. | Adaptive Life Cycle Models: Extreme
Programming (XP): Developers program in pairs and must write the
tests for their own code. XP teams include developers, managers, and
users • Scrum: Repetitions of iterative development are referred to as
sprints, which normally last thirty days. Teams often meet every day for
a short meeting, called a scrum, to decide what to accomplish that day.
Works best for object oriented technology projects and requires strong
leadership to coordinate the work. | Project Life Cycles and Product
Life Cycles: • The project life cycle applies to all projects, regardless of
the products being produced • Product life cycle models vary
considerably based on the nature of the product • Most large IT systems
are developed as a series of projects • Project management is done in
all of the product life cycle phases.
Advantages - Better control of financial, physical, and human resources
| Improved customer relations | Shorter development times | Lower costs
| Higher quality and increased reliability | Higher profit margins |
Improved productivity | Better internal coordination |Higher worker
morale - Attributes of projects - unique purpose | temporary | require
resources, often from various areas | should have a primary sponsor
and/or customer | involve uncertainty Triple Constraint: Scope, Time,
Cost goals Stakeholders include - the project sponsor and project
team | support staff | customers | users | suppliers | opponents to the
project - Knowledge Areas: scope, time, cost, and quality, human
resources, communication, risk, and procurement management, project
integration management. | Structural frame: Focuses on roles and
responsibilities, coordination and control. Organizational charts help
define this frame. | Human resources frame: Focuses on providing
harmony between needs of the organization and needs of people. |
Political frame: Assumes organizations are coalitions composed of
varied individuals and interest groups. Conflict and power are key
issues. | Symbolic frame: Focuses on symbols and meanings related to
events. Culture is important. | Helps Projects Succeed? Executive
support – User involvement – Experienced project manager – Clear
business objectives – Minimized scope – Standard software
infrastructure – Firm basic requirements – Formal methodology –
Reliable estimates | A project life cycle is a collection of project
phases. Project phases vary by project or industry, but some general
phases include – concept – development – implementation – support. |
Product Life Cycles: Products also have life cycles. The Systems
Development Life Cycle (SDLC) is a framework for describing the
phases involved in developing and maintaining information systems.
Systems development projects can follow – predictive models: the scope
of the project can be clearly articulated and the schedule and cost can
be predicted – adaptive models: projects are mission driven and
component based, using time-based cycles to meet target date. |
Predictive Life Cycle Models: The waterfall model has well-defined,
linear stages of systems development and support • The spiral model
shows that software is developed using an iterative or spiral approach
rather than a linear approach • The incremental release model
provides for progressive development of operational software • The
prototyping model is used for developing prototypes to clarify user
requirements • The RAD model is used to produce systems quickly
without sacrificing quality. | Adaptive Life Cycle Models: Extreme
Programming (XP): Developers program in pairs and must write the
tests for their own code. XP teams include developers, managers, and
users • Scrum: Repetitions of iterative development are referred to as
sprints, which normally last thirty days. Teams often meet every day for
a short meeting, called a scrum, to decide what to accomplish that day.
Works best for object oriented technology projects and requires strong
leadership to coordinate the work. | Project Life Cycles and Product
Life Cycles: • The project life cycle applies to all projects, regardless of
the products being produced • Product life cycle models vary
considerably based on the nature of the product • Most large IT systems
are developed as a series of projects • Project management is done in
all of the product life cycle phases.
| Improved customer relations | Shorter development times | Lower costs
| Higher quality and increased reliability | Higher profit margins |
Improved productivity | Better internal coordination |Higher worker
morale - Attributes of projects - unique purpose | temporary | require
resources, often from various areas | should have a primary sponsor
and/or customer | involve uncertainty Triple Constraint: Scope, Time,
Cost goals Stakeholders include - the project sponsor and project
team | support staff | customers | users | suppliers | opponents to the
project - Knowledge Areas: scope, time, cost, and quality, human
resources, communication, risk, and procurement management, project
integration management. | Structural frame: Focuses on roles and
responsibilities, coordination and control. Organizational charts help
define this frame. | Human resources frame: Focuses on providing
harmony between needs of the organization and needs of people. |
Political frame: Assumes organizations are coalitions composed of
varied individuals and interest groups. Conflict and power are key
issues. | Symbolic frame: Focuses on symbols and meanings related to
events. Culture is important. | Helps Projects Succeed? Executive
support – User involvement – Experienced project manager – Clear
business objectives – Minimized scope – Standard software
infrastructure – Firm basic requirements – Formal methodology –
Reliable estimates | A project life cycle is a collection of project
phases. Project phases vary by project or industry, but some general
phases include – concept – development – implementation – support. |
Product Life Cycles: Products also have life cycles. The Systems
Development Life Cycle (SDLC) is a framework for describing the
phases involved in developing and maintaining information systems.
Systems development projects can follow – predictive models: the scope
of the project can be clearly articulated and the schedule and cost can
be predicted – adaptive models: projects are mission driven and
component based, using time-based cycles to meet target date. |
Predictive Life Cycle Models: The waterfall model has well-defined,
linear stages of systems development and support • The spiral model
shows that software is developed using an iterative or spiral approach
rather than a linear approach • The incremental release model
provides for progressive development of operational software • The
prototyping model is used for developing prototypes to clarify user
requirements • The RAD model is used to produce systems quickly
without sacrificing quality. | Adaptive Life Cycle Models: Extreme
Programming (XP): Developers program in pairs and must write the
tests for their own code. XP teams include developers, managers, and
users • Scrum: Repetitions of iterative development are referred to as
sprints, which normally last thirty days. Teams often meet every day for
a short meeting, called a scrum, to decide what to accomplish that day.
Works best for object oriented technology projects and requires strong
leadership to coordinate the work. | Project Life Cycles and Product
Life Cycles: • The project life cycle applies to all projects, regardless of
the products being produced • Product life cycle models vary
considerably based on the nature of the product • Most large IT systems
are developed as a series of projects • Project management is done in
all of the product life cycle phases.
Advantages - Better control of financial, physical, and human resources
| Improved customer relations | Shorter development times | Lower costs
| Higher quality and increased reliability | Higher profit margins |
Improved productivity | Better internal coordination |Higher worker
morale - Attributes of projects - unique purpose | temporary | require
resources, often from various areas | should have a primary sponsor
and/or customer | involve uncertainty Triple Constraint: Scope, Time,
Cost goals Stakeholders include - the project sponsor and project
team | support staff | customers | users | suppliers | opponents to the
project - Knowledge Areas: scope, time, cost, and quality, human
resources, communication, risk, and procurement management, project
integration management. | Structural frame: Focuses on roles and
responsibilities, coordination and control. Organizational charts help
define this frame. | Human resources frame: Focuses on providing
harmony between needs of the organization and needs of people. |
Political frame: Assumes organizations are coalitions composed of
varied individuals and interest groups. Conflict and power are key
issues. | Symbolic frame: Focuses on symbols and meanings related to
events. Culture is important. | Helps Projects Succeed? Executive
support – User involvement – Experienced project manager – Clear
business objectives – Minimized scope – Standard software
infrastructure – Firm basic requirements – Formal methodology –
Reliable estimates | A project life cycle is a collection of project
phases. Project phases vary by project or industry, but some general
phases include – concept – development – implementation – support. |
Product Life Cycles: Products also have life cycles. The Systems
Development Life Cycle (SDLC) is a framework for describing the
phases involved in developing and maintaining information systems.
Systems development projects can follow – predictive models: the scope
of the project can be clearly articulated and the schedule and cost can
be predicted – adaptive models: projects are mission driven and
component based, using time-based cycles to meet target date. |
Predictive Life Cycle Models: The waterfall model has well-defined,
linear stages of systems development and support • The spiral model
shows that software is developed using an iterative or spiral approach
rather than a linear approach • The incremental release model
provides for progressive development of operational software • The
prototyping model is used for developing prototypes to clarify user
requirements • The RAD model is used to produce systems quickly
without sacrificing quality. | Adaptive Life Cycle Models: Extreme
Programming (XP): Developers program in pairs and must write the
tests for their own code. XP teams include developers, managers, and
users • Scrum: Repetitions of iterative development are referred to as
sprints, which normally last thirty days. Teams often meet every day for
a short meeting, called a scrum, to decide what to accomplish that day.
Works best for object oriented technology projects and requires strong
leadership to coordinate the work. | Project Life Cycles and Product
Life Cycles: • The project life cycle applies to all projects, regardless of
the products being produced • Product life cycle models vary
considerably based on the nature of the product • Most large IT systems
are developed as a series of projects • Project management is done in
all of the product life cycle phases.
Project Management Process Groups: A process is a series of
actions directed toward a particular result. Project management can be
viewed as a number of interlinked processes. The project management
process groups include: ◦ Initiating processes ◦ Planning processes ◦
Executing processes ◦ Monitoring and controlling processes ◦ Closing
processes. | Project Pre-Initiating: It is good practice to lay the
groundwork for a project before it officially starts. Senior managers often
perform several pre-initiation tasks, including the following: ◦ Determine
the scope, time, and cost constraints for the project ◦ Identify the project
sponsor ◦ Select the project manager ◦ Develop a business case for a
project ◦ Meet with the project manager to review the process and
expectations for managing the project ◦ Determine if the project should
be divided into two or more smaller projects. Project Initiation: Initiating
a project includes recognizing and starting a new project or project
phase. The main goal is to formally select and start off projects. Project
Planning: The main purpose of project planning is to guide execution.
Every knowledge area includes planning information. Key outputs
included in the JWD project include: ◦ A team contract ◦ A project scope
statement ◦ A work breakdown structure (WBS) ◦ A project schedule, in
the form of a Gantt chart with all dependencies and resources entered ◦
A list of prioritized risks. Project Execution: Usually takes the most time
and resources to perform project execution. Project managers must use
their leadership skills to handle the many challenges that occur during
project execution. A milestone report can help focus on completing
major milestones. Project Monitoring and controlling: Involves
measuring progress toward project objectives, monitoring deviation from
the plan, and taking correction actions. Outputs include performance
reports, change requests, and updates to various plans. Project
Closing: Involves gaining stakeholder and customer acceptance of the
final products and services. Even if projects are not completed, they
should be closed out to learn from the past. Outputs include project
archives and lessons learned, part of organizational process assets.
Most projects also include a final report and presentation to the
sponsor/senior management
Project Management Process Groups: A process is a series of
actions directed toward a particular result. Project management can be
viewed as a number of interlinked processes. The project management
process groups include: ◦ Initiating processes ◦ Planning processes ◦
Executing processes ◦ Monitoring and controlling processes ◦ Closing
processes. | Project Pre-Initiating: It is good practice to lay the
groundwork for a project before it officially starts. Senior managers often
perform several pre-initiation tasks, including the following: ◦ Determine
the scope, time, and cost constraints for the project ◦ Identify the project
sponsor ◦ Select the project manager ◦ Develop a business case for a
project ◦ Meet with the project manager to review the process and
expectations for managing the project ◦ Determine if the project should
be divided into two or more smaller projects. Project Initiation: Initiating
a project includes recognizing and starting a new project or project
phase. The main goal is to formally select and start off projects. Project
Planning: The main purpose of project planning is to guide execution.
Every knowledge area includes planning information. Key outputs
included in the JWD project include: ◦ A team contract ◦ A project scope
statement ◦ A work breakdown structure (WBS) ◦ A project schedule, in
the form of a Gantt chart with all dependencies and resources entered ◦
A list of prioritized risks. Project Execution: Usually takes the most time
and resources to perform project execution. Project managers must use
their leadership skills to handle the many challenges that occur during
project execution. A milestone report can help focus on completing
major milestones. Project Monitoring and controlling: Involves
measuring progress toward project objectives, monitoring deviation from
the plan, and taking correction actions. Outputs include performance
reports, change requests, and updates to various plans. Project
Closing: Involves gaining stakeholder and customer acceptance of the
final products and services. Even if projects are not completed, they
should be closed out to learn from the past. Outputs include project
archives and lessons learned, part of organizational process assets.
Most projects also include a final report and presentation to the
sponsor/senior management
Project Management Process Groups: A process is a series of
actions directed toward a particular result. Project management can be
viewed as a number of interlinked processes. The project management
process groups include: ◦ Initiating processes ◦ Planning processes ◦
Executing processes ◦ Monitoring and controlling processes ◦ Closing
processes. | Project Pre-Initiating: It is good practice to lay the
groundwork for a project before it officially starts. Senior managers often
perform several pre-initiation tasks, including the following: ◦ Determine
the scope, time, and cost constraints for the project ◦ Identify the project
sponsor ◦ Select the project manager ◦ Develop a business case for a
project ◦ Meet with the project manager to review the process and
expectations for managing the project ◦ Determine if the project should
be divided into two or more smaller projects. Project Initiation: Initiating
a project includes recognizing and starting a new project or project
phase. The main goal is to formally select and start off projects. Project
Planning: The main purpose of project planning is to guide execution.
Every knowledge area includes planning information. Key outputs
included in the JWD project include: ◦ A team contract ◦ A project scope
statement ◦ A work breakdown structure (WBS) ◦ A project schedule, in
the form of a Gantt chart with all dependencies and resources entered ◦
A list of prioritized risks. Project Execution: Usually takes the most time
and resources to perform project execution. Project managers must use
their leadership skills to handle the many challenges that occur during
project execution. A milestone report can help focus on completing
major milestones. Project Monitoring and controlling: Involves
measuring progress toward project objectives, monitoring deviation from
the plan, and taking correction actions. Outputs include performance
reports, change requests, and updates to various plans. Project
Closing: Involves gaining stakeholder and customer acceptance of the
final products and services. Even if projects are not completed, they
should be closed out to learn from the past. Outputs include project
archives and lessons learned, part of organizational process assets.
Most projects also include a final report and presentation to the
sponsor/senior management
Project Management Process Groups: A process is a series of
actions directed toward a particular result. Project management can be
viewed as a number of interlinked processes. The project management
process groups include: ◦ Initiating processes ◦ Planning processes ◦
Executing processes ◦ Monitoring and controlling processes ◦ Closing
processes. | Project Pre-Initiating: It is good practice to lay the
groundwork for a project before it officially starts. Senior managers often
perform several pre-initiation tasks, including the following: ◦ Determine
the scope, time, and cost constraints for the project ◦ Identify the project
sponsor ◦ Select the project manager ◦ Develop a business case for a
project ◦ Meet with the project manager to review the process and
expectations for managing the project ◦ Determine if the project should
be divided into two or more smaller projects. Project Initiation: Initiating
a project includes recognizing and starting a new project or project
phase. The main goal is to formally select and start off projects. Project
Planning: The main purpose of project planning is to guide execution.
Every knowledge area includes planning information. Key outputs
included in the JWD project include: ◦ A team contract ◦ A project scope
statement ◦ A work breakdown structure (WBS) ◦ A project schedule, in
the form of a Gantt chart with all dependencies and resources entered ◦
A list of prioritized risks. Project Execution: Usually takes the most time
and resources to perform project execution. Project managers must use
their leadership skills to handle the many challenges that occur during
project execution. A milestone report can help focus on completing
major milestones. Project Monitoring and controlling: Involves
measuring progress toward project objectives, monitoring deviation from
the plan, and taking correction actions. Outputs include performance
reports, change requests, and updates to various plans. Project
Closing: Involves gaining stakeholder and customer acceptance of the
final products and services. Even if projects are not completed, they
should be closed out to learn from the past. Outputs include project
archives and lessons learned, part of organizational process assets.
Most projects also include a final report and presentation to the
sponsor/senior management
Project Management Process Groups: A process is a series of
actions directed toward a particular result. Project management can be
viewed as a number of interlinked processes. The project management
process groups include: ◦ Initiating processes ◦ Planning processes ◦
Executing processes ◦ Monitoring and controlling processes ◦ Closing
processes. | Project Pre-Initiating: It is good practice to lay the
groundwork for a project before it officially starts. Senior managers often
perform several pre-initiation tasks, including the following: ◦ Determine
the scope, time, and cost constraints for the project ◦ Identify the project
sponsor ◦ Select the project manager ◦ Develop a business case for a
project ◦ Meet with the project manager to review the process and
expectations for managing the project ◦ Determine if the project should
be divided into two or more smaller projects. Project Initiation: Initiating
a project includes recognizing and starting a new project or project
phase. The main goal is to formally select and start off projects. Project
Planning: The main purpose of project planning is to guide execution.
Every knowledge area includes planning information. Key outputs
included in the JWD project include: ◦ A team contract ◦ A project scope
statement ◦ A work breakdown structure (WBS) ◦ A project schedule, in
the form of a Gantt chart with all dependencies and resources entered ◦
A list of prioritized risks. Project Execution: Usually takes the most time
and resources to perform project execution. Project managers must use
their leadership skills to handle the many challenges that occur during
project execution. A milestone report can help focus on completing
major milestones. Project Monitoring and controlling: Involves
measuring progress toward project objectives, monitoring deviation from
the plan, and taking correction actions. Outputs include performance
reports, change requests, and updates to various plans. Project
Closing: Involves gaining stakeholder and customer acceptance of the
final products and services. Even if projects are not completed, they
should be closed out to learn from the past. Outputs include project
archives and lessons learned, part of organizational process assets.
Most projects also include a final report and presentation to the
sponsor/senior management
Project Management Process Groups: A process is a series of
actions directed toward a particular result. Project management can be
viewed as a number of interlinked processes. The project management
process groups include: ◦ Initiating processes ◦ Planning processes ◦
Executing processes ◦ Monitoring and controlling processes ◦ Closing
processes. | Project Pre-Initiating: It is good practice to lay the
groundwork for a project before it officially starts. Senior managers often
perform several pre-initiation tasks, including the following: ◦ Determine
the scope, time, and cost constraints for the project ◦ Identify the project
sponsor ◦ Select the project manager ◦ Develop a business case for a
project ◦ Meet with the project manager to review the process and
expectations for managing the project ◦ Determine if the project should
be divided into two or more smaller projects. Project Initiation: Initiating
a project includes recognizing and starting a new project or project
phase. The main goal is to formally select and start off projects. Project
Planning: The main purpose of project planning is to guide execution.
Every knowledge area includes planning information. Key outputs
included in the JWD project include: ◦ A team contract ◦ A project scope
statement ◦ A work breakdown structure (WBS) ◦ A project schedule, in
the form of a Gantt chart with all dependencies and resources entered ◦
A list of prioritized risks. Project Execution: Usually takes the most time
and resources to perform project execution. Project managers must use
their leadership skills to handle the many challenges that occur during
project execution. A milestone report can help focus on completing
major milestones. Project Monitoring and controlling: Involves
measuring progress toward project objectives, monitoring deviation from
the plan, and taking correction actions. Outputs include performance
reports, change requests, and updates to various plans. Project
Closing: Involves gaining stakeholder and customer acceptance of the
final products and services. Even if projects are not completed, they
should be closed out to learn from the past. Outputs include project
archives and lessons learned, part of organizational process assets.
Most projects also include a final report and presentation to the
sponsor/senior management
Project Management Process Groups: A process is a series of
actions directed toward a particular result. Project management can be
viewed as a number of interlinked processes. The project management
process groups include: ◦ Initiating processes ◦ Planning processes ◦
Executing processes ◦ Monitoring and controlling processes ◦ Closing
processes. | Project Pre-Initiating: It is good practice to lay the
groundwork for a project before it officially starts. Senior managers often
perform several pre-initiation tasks, including the following: ◦ Determine
the scope, time, and cost constraints for the project ◦ Identify the project
sponsor ◦ Select the project manager ◦ Develop a business case for a
project ◦ Meet with the project manager to review the process and
expectations for managing the project ◦ Determine if the project should
be divided into two or more smaller projects. Project Initiation: Initiating
a project includes recognizing and starting a new project or project
phase. The main goal is to formally select and start off projects. Project
Planning: The main purpose of project planning is to guide execution.
Every knowledge area includes planning information. Key outputs
included in the JWD project include: ◦ A team contract ◦ A project scope
statement ◦ A work breakdown structure (WBS) ◦ A project schedule, in
the form of a Gantt chart with all dependencies and resources entered ◦
A list of prioritized risks. Project Execution: Usually takes the most time
and resources to perform project execution. Project managers must use
their leadership skills to handle the many challenges that occur during
project execution. A milestone report can help focus on completing
major milestones. Project Monitoring and controlling: Involves
measuring progress toward project objectives, monitoring deviation from
the plan, and taking correction actions. Outputs include performance
reports, change requests, and updates to various plans. Project
Closing: Involves gaining stakeholder and customer acceptance of the
final products and services. Even if projects are not completed, they
should be closed out to learn from the past. Outputs include project
archives and lessons learned, part of organizational process assets.
Most projects also include a final report and presentation to the
sponsor/senior management
Project Management Process Groups: A process is a series of
actions directed toward a particular result. Project management can be
viewed as a number of interlinked processes. The project management
process groups include: ◦ Initiating processes ◦ Planning processes ◦
Executing processes ◦ Monitoring and controlling processes ◦ Closing
processes. | Project Pre-Initiating: It is good practice to lay the
groundwork for a project before it officially starts. Senior managers often
perform several pre-initiation tasks, including the following: ◦ Determine
the scope, time, and cost constraints for the project ◦ Identify the project
sponsor ◦ Select the project manager ◦ Develop a business case for a
project ◦ Meet with the project manager to review the process and
expectations for managing the project ◦ Determine if the project should
be divided into two or more smaller projects. Project Initiation: Initiating
a project includes recognizing and starting a new project or project
phase. The main goal is to formally select and start off projects. Project
Planning: The main purpose of project planning is to guide execution.
Every knowledge area includes planning information. Key outputs
included in the JWD project include: ◦ A team contract ◦ A project scope
statement ◦ A work breakdown structure (WBS) ◦ A project schedule, in
the form of a Gantt chart with all dependencies and resources entered ◦
A list of prioritized risks. Project Execution: Usually takes the most time
and resources to perform project execution. Project managers must use
their leadership skills to handle the many challenges that occur during
project execution. A milestone report can help focus on completing
major milestones. Project Monitoring and controlling: Involves
measuring progress toward project objectives, monitoring deviation from
the plan, and taking correction actions. Outputs include performance
reports, change requests, and updates to various plans. Project
Closing: Involves gaining stakeholder and customer acceptance of the
final products and services. Even if projects are not completed, they
should be closed out to learn from the past. Outputs include project
archives and lessons learned, part of organizational process assets.
Most projects also include a final report and presentation to the
sponsor/senior management
Project Management Process Groups: A process is a series of
actions directed toward a particular result. Project management can be
viewed as a number of interlinked processes. The project management
process groups include: ◦ Initiating processes ◦ Planning processes ◦
Executing processes ◦ Monitoring and controlling processes ◦ Closing
processes. | Project Pre-Initiating: It is good practice to lay the
groundwork for a project before it officially starts. Senior managers often
perform several pre-initiation tasks, including the following: ◦ Determine
the scope, time, and cost constraints for the project ◦ Identify the project
sponsor ◦ Select the project manager ◦ Develop a business case for a
project ◦ Meet with the project manager to review the process and
expectations for managing the project ◦ Determine if the project should
be divided into two or more smaller projects. Project Initiation: Initiating
a project includes recognizing and starting a new project or project
phase. The main goal is to formally select and start off projects. Project
Planning: The main purpose of project planning is to guide execution.
Every knowledge area includes planning information. Key outputs
included in the JWD project include: ◦ A team contract ◦ A project scope
statement ◦ A work breakdown structure (WBS) ◦ A project schedule, in
the form of a Gantt chart with all dependencies and resources entered ◦
A list of prioritized risks. Project Execution: Usually takes the most time
and resources to perform project execution. Project managers must use
their leadership skills to handle the many challenges that occur during
project execution. A milestone report can help focus on completing
major milestones. Project Monitoring and controlling: Involves
measuring progress toward project objectives, monitoring deviation from
the plan, and taking correction actions. Outputs include performance
reports, change requests, and updates to various plans. Project
Closing: Involves gaining stakeholder and customer acceptance of the
final products and services. Even if projects are not completed, they
should be closed out to learn from the past. Outputs include project
archives and lessons learned, part of organizational process assets.
Most projects also include a final report and presentation to the
sponsor/senior management