(aetinition iz (hava ctericties) ew pyject is work that needs 4o ve done to preauce g uniave , predetined , outrome within a predetevmined yeviod of Hime and budget. ® TEMPORARY + Every pinject nas a beginning and a detinite * While the duration is finite, it is not aecessaviiy Output: Project Charter veports, results From » Activities auring -his phase smaies ov surveys * Kick ~ Off meeting HeW schedules, or + Requirement gatheving presentations delivered — Projet boal 2 overview ot tne end of cach — The priovities of tne projected steps (Solution Project including time | Documentation) i (st, 2 certain quaiities, 7 Procedures that will be ee ~The name of tne project IncorperatcA in case the A manager whe will delegate sropt changes (Change task 2 negohate pr tam Cento! braces ) nt by resource — Risk identifi| OVPOVALLS the 6: needed for Managing the Praject and aN of the Processes Mat AC part of the Venrare including ust, ane Supe of tne Pitlect, 2 +e Schedule oy timeline . Eaentially his document can ve used as a vettrence index and it WMawdes alt Planning and Project dourments. > Process: Develop Project Management Plan » OutPut: Project Management Plan +3 Esential Dowments dnving Project Planning 5) Project carter (Kick - off Document) 2) Project Communication Plan (Internal 2 Fxtevnal Apes for Communication , Availavility oF the Documents (rived) + Suove Plan (in Supe 2 Resources Planning Contract) : G) Project work Plan (wes) 7) Guatiry Assurance Plan (Test Plan /Keceptan ce Cvittvia) 2) Praject Risk Plan (eisic Register) 3) PROSECT EXECUTION — carry out the Droyect Management plan bv erfovming, ane activities included in it ¥ POLESS : Divect & Management Project work Y oUtPUst : Deliverabits, Work Performance data, Change request, project Management plan Updatts , projed daomments “pdatt » ACHvities — Stars / Checkpoint Meet1) PROSECT rnontoxint 2 CONTROLLING - —> monitor 2 wntel projet work r > Process: Direct 2 Management Project Work y Output: (Mange vequests, projet Management Plan mpaates , proyect documents updates » Activities 2 Doouments : — Stars Report — Mange Ktquest Document — Gantt chavt — Manage supe creep — IMpltmenting Earned value naincis (EVA) ett Evaluation 2 Review nique (PERT) S) PROJECT closing — close project or pnase > Process: (lose project (phase / milestone ) boutput: Final product /app , service , TRO, Project q Resrospective , Solution Documentation vactivities Q pocuments: — Sian of4 cneets — TKD / rep = Key Performance Indicator (kel) — Solution Document client — (nduct sarren SUIrcYy Queitionnaive — Cend a thank you email WHEN To USE PIM? — Tou ted project Integration management when ther inttvactions focesses, 2 JSt OV SUMEdUIIe trade oft tnat 4 enapled ~our team to Wompkte tht projet 2 meet stakeholder txvectationc A PROSELT MANREEK OVERSEES: 4) Pject scheaure 2) Wits 3) Project petivevables 4) Risks g) Dvayect Gvals G) Resouvees TERMINOLOGIES “ERD — functional Requirement Dowment | *bRE - Business Requirement Documents yt TRD — TeMnical Requivernents Douments FRY = Product Requirements DEFINITION = Management helps You make . = project Spe manage mi ant process that aetines 2 outlines ail of the Werk nat is included within a project, inciuaing tts: Object Tasks, Outputs ,veadlines and puagets. He a Process that heirs in detevmining 2 documenting the list of all 4ne project goals, fasks, deliveavies, deadlines, 2 budget as a pavt of the Planning Process — withe tne scope in the Pjed management detined vignt im the beginning , Vt becomes much taster for Project 4eams to manage and make tne vequired (harTne project scope provers is A to change ¥sential to veeving your work ; On trace, veqaraless of CTEPS bE ROSEU sLorE ManaceMment Perce tavinvies: avd @) Pan your sure ad now requests may ipa ct = when you start planning , 724 he process. want fo gainer input from all —T SOA Seope management Sakelolaere of the pejed. Process can Meip you shilce Staxenoiaer management stage ane Viaht Valance between is essential as togermer you 4 outromes , cxpetiations, and will dedde avd domment business priovities. H helps Wow you want te deting , ( you Keep disuiplint in your manage, validate, 2 covitvol projet and ensuve it stays Mow project cuope sue to its inital concept: — Tne Swope management Plan / — B61 jfarning how fo manage also includes information on Project suope e4fecrivtly , you can: Wow 40 will. * ensure your priject chicks cdtandle unforseen cireamstanee dtadline , wager 2 specification ~ ohtling how fodeat w/ "Noid Scope Ceep, when your AA-hou projects Died swerves outs ; - i : uttide of ity how résouvcer be allocated 2 timelines ammended ! * ACLEPL Project Aelivevavie - Wow Aelivevavles ve ace!i¢ up w/ other key — tlementc — Work Brea down Stmemee (WES) — Gwe statement @ GET & HANOVE om Your RERUREMENTS manacement = Tis process will give qou a clear iden of what yrur Stnberolders want 2 how yaire ging 4t manage theiv expec- ations - — weed tv dommment txacty What ic required in rms of Stasus updates. — At tne end of thE wilection Vequirement sage , You shuld have dhe foowing ¢ © Funutioal & mon -Funcnonal vequirements mort oF Fen Molders have requirements or Q project managers wow vequireA to step in te ind A solution that is acceptable wy wevyone to avoid Aelays G) DEFIME Hrue SCOFE = Aetine exactly what is im and cut of Seope fov your projet W/ a Project Supe Stak ment. — SeyVeL aS a quiae tMngnent he preject 2 forms the Vackvone of projet scoping — Proves. Team members vette te it 2 ve veminaed of what If Q wot inveived iM the prject- — also helpful when sor is asked to wovk on a that is owt of 51» Goals « + What art a ying _ Steking t achiew? 0 DRlivevables: breakdown of deliveravies Q whe art vespensivie fey them © Expected vests: witen the Project is completed, what will change ? Think Avent JyshFication 2 back vp w/ prjections 2 data. — Detivevabies earl defined praiding manageable units of work aA art Streamlined opevatimal Sistem of yeurd makes reating a WPS simple. - To compte the project , knowing they are worteing the correct task , Vowy ftam (Can work fasity and more effiviently. _@ Acgumptions: What do yer G) VALIDATE Your SLOPE Yery m to make the ce project happen. Concider: availabilty of seams budgets, matevial Training , et. PO IMCIMAMS 2 exerncimg - what is tn 2 out of Stope. Drill dewn +the ete — Where delivevavles ave reviewed by whoerer needs fo apevee them. — © (UStemer © Stakenolaeve ° Manager > AM Anree —impovtant 42 Plan now aeMvevavies will be accepted as complete — Ar the end of the pmonitoving & wrbolhing ic essential throughout tne project. — project stats Mould ve monitored fvom ctavt + finish te ensue that it is being executed ACoarsing to +the management pian. Project scope — Jo Prevent Swre Weer , compare projet yequirements 4o the = perfovmance reyorts BASIC ELEMENTS OF PROJECT Sure manacement > The for vasic eiements of Project management are further © Resources: Peopie, equipment, harawave / software ao) Time = Task Auvations ; tlabovated as: gement , Stopes Prjert Yequirements, — tr ig wp fe the prj: ynanager to Suctessfuily manage all four tlementt thrmgneut the fifespan of ne projet. in oder to achieve Suecess . fe. | — Pvopev veseurces must ve | availavie et ecerively - and managed — Projet manager must know +ne Capabivities of their team 2 when they may need additional ete = managing tne time spent to shay within budget will \ikewy be compromised. J — Conversely Spenaing extva me will likely result an over widget prdac that is4 that will vesmit from rented tariy in the pve = Review) available souvees of Hy cneessful project - — Spe defined all the wrk Informathon to make supe that goes into the project detniled 2 comprehensivle. fo ucate the ed result, = Prajert managers create Supe = Maivitaining paper supe te document euemtning- fs the key tp any deject. = praject scope sintement inciaae acceyianu cwiteria , assummprieny g SS ASPELTS UF PRUIETT SCOPE ANA consnaints- @ Sore dernmnien = Cleav supe AtAnitt ensures g — tect teams aefine what — tvenpone nas Commer wnderstandiny is m 4ne Supe. of what the pject will Aetiver — AW supe item are the items : tnat mus be aelivered im @ WORK DEMMPosiTien /was order for the project to ve — pried stam takes the —— lonsiaeved sunessful 2 element of project scope tomple tt. Twyically , linker to Q bytaks down Mt smalier JAVAIAEINS fi Aelivewy , CHUNK, . These chunks are 4 what 4nt stam ic Called work packager. Weatt beundaries — LomMmily used to Aowmment 2 deting mow nose chunks At feqethey.work , delegating “activities EF work packages — Proje Ssponsoy may ¥ +o team memberc 2 as RK new information from Wnuverca. Feference guide tr ensure activities in ne traject that wothing iS Frygptten. vend 40 sliqhtly different = A Aaily “40 40" Quine for Aivection for solution. Mndtretanaing The project. ~ Anticipate changes and — WA tO MAKE Suve AeliverAvle improve Of technolo is GmP\tted. - Iteme cau be added 2 yeroved — €ach Woyk packanes and as long as the correct pyaces¢ heiravcnyy 1ertl is numbered is fattewed. 2 changes ave ay make Ht easier to fellow. AppritA bu necetcanj governance avoupr, & SAPE mrmncement — part tf the daily work of — supe has to be actively the project manager. managea — MUST be vonstautly caecked = Movmaliy done vy the project \f it & delivered 2 ig manager i wenjunctior’ W/ Closer to completion. pthey udleagues in the Kam 2 AME project sponsor. Progeet Teme j — O pees in Which Changes Monougement 2 in Supe ate analeed , “Perinmtion +involve, — WNexpeCHEA voAAylocks & unser And at what poind t or wer tctimatea poet include tneiy expertise meiner. (emis praviaes a fiamewor fir & setting Hime mavtts again she developing 1 Sequence of yeu prject 2 if prsk. acdvities, activity Auranon, G Atkning time wame of tach re6tunet tshawhoas 2 how ¢ task 2 allezatiny vesenrces to thse fit Inte the svevall SAT istt7» Project management plan. s Le time spent 2 tne progiass made Ce Covvect Hning is essential over the prijtct. ' Time planning atows yor tt — IMPORTANCE SEP VeAliche Aeadlines & & Prayect time management emt Tf money | co managing , directed impacts the quality, Tt will Welp tooost womr bottom 7 aNd ASE OF A prajecr, Wine TE We 08 the most S Time management can + prajed managemeny empower your teams +. é i, Aeuvtr praject on time, | Ane helps ty pi tte,- Who Is respmiivie for wsing the coftart? ~ thw oF ine schedule ve pevitwed ? - What Untol be put in Place to {nsure evemmont Stays M scheduie, 2) DEE AUTWITIES © Achne and identty all Project achvines Ge wes is used & Majer milestones Sheuld also be Atkymined. 3) STOMENCE HOTT ES + atity knowiNy , Actini ny 2 Wentitning all Tht task sequerie hem ma Proper waer w/ a G Some Queshons to ancwer are: ~ What software or tr] + we? % other vesmmyces ym w need for eacn task ft Completa. g) sorimate Dikations © estimate new feng Hea “ake $e cempieke tach activity | Crashmate the Anvation of ] the thre project timeline. — y @) DEVELOP PROETT SCHEDULE S con be done by inputting aunviner, awrahonc | Start 2 end Antes | sequencing — Q Wlationships inte 4 stheanling ScHyrart . ide & Create a pvoject cchedule. +) ownko. We ScheDitE & once sunedule is done needs tb be monitred 2 Antolbed. 4 PrFIVE TIME ManaceMen STRATEGIES A) set crea pvivvivies. s Ce yank 4ask in ney of : jmprtance ay qusurt Fallening if Apprrpriak activity) Sequence 2) mma shnity Aeaali nes Co priny frend Atadlints 0 sere's a leeway im cast of Atlays rv ask intevmphm. 3) Delenak -insk effectively — & enone relevant pesmnel art resprnsivle fur taSk within Ainely grea Hf expertise, 4) eawie inonaptions improve uns by external envivramen~