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PMLOGY

PMBOK Inputs Outputs

Issue Log

Issue Log

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Milestone List

Milestone List

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Organization Process Assets

We need to learn from our experiences in the project and others experiences within the team and the organization. Otherwise in today’s cutting edge technology we cannot effort to build everything from the scratch. Organization Process Assets (OPA) is the collection of all the learning at the organization level. Beyond the project or organization’s physical boundary of existence the knowledge is managed centrally so that future projects can take advantage of the past work of the organization. Some department should be custodian of these assets. These assets are created, refined, preserved, protected, shared, made available to authorized people by the people of this department. Mainly OPA is categorized in 3 groups.

  1. Knowledge shared by the project managers toward the end of project or phase. Lessons learned.
  2. Process assets refined by the quality department or project management office and standards are created for the organizational use.
  3. Historical data of the previous projects submitted by the project managers to the organization

Some examples of the OPA from the PMBOK 5.0 in these 3 categories  are as below.

Some Facts about Organizational Process Assets (OPA)

Processes and Procedures Initiating and Planning Guidelines and criteria for tailoring the OSSP
Specific organizational standards (Human resource policies, safety policies, ethics policies, project management policies)
Templates (risk register, work breakdown structure, project schedule network diagram, contract templates)
Project closure guidelines or requirements (lessons learned, final project audits, project evaluations product validations, acceptance criteria)
Executing, Monitoring and Controlling Change control procedures, policies, plans,how any document will be approved and validated
Financial control procedures (time reporting, required expenditure and disbursement reviews, accounting codes, standard contract provisions)
Issues and defect management procedures
Organizational communication requirement (specific communication tech, record retention policy, security requirements)
Procedures for prioritizing, approving, issue work authorizations
Risk control procedures, including risk categories, risk statement templates, probability and impact definition, probability and impact matrix
Standardized guidelines, work instructions, proposal evaluation criteria and performance measurement criteria
Closing Project closure guidelines or requirements (lessons learned, final project audits, project evaluations product validations, acceptance criteria)
Corporate Knowledge Base Configuration Management Systems (versions, baselines, org standards, policies, procedures, project documents)
Financial databases containing information (labour rates, incurred costs, budgets, cost overruns)
Historical information, lessons learned, knowledge base (project records, documents, information from risk management activities)
Issue and defect management database (issues, defect status, control information, issue & defect resolution, action items results)
Process measurement database
Project files from previous projects (scope, cost, schedule, performance measurement baselines, project calendars, project schedule network diagram, risk registers, planned response actions, defined risk impact)

 

Facts about OPA

  1. Initiating processes: Both process need to use OPA
  2. Planning processes: Except Collect Requirements, Plan Risk Response all processes need to use OPA
  3. Executing processes: Except Perform Quality Assurance, Develop Project Team all processes need to use OPA
  4. M&C processes: Except Validate Scope, Control Risks, Control Procurements, Control Stakeholder Engagement all need OPA
  5. Closing Processes: Close Procurements does not need OPA
  6. By reading this analysis you come to know the important OPA in any project. You ignore it because of any reason and nobody forces you to use this but you cannot survive in project environment by doing so.

Project Charter

Project Charter

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Project charter is prepared and signed by project sponsor. Due to any reason if project sponsor is not handing over this document to project manager at the start of project then first thing a project manager do is make this document with all the information available with him and get this document signed by Project Sponsor.

Project Charter is Input to following processes

  1. Develop Project Management Plan
  2. Plan Scope Management
  3. Collect Requirements
  4. Define Scope
  5. Plan Schedule Management
  6. Plan Cost Management
  7. Plan Risk Management
  8. Identify Stakeholders

Project Charter is Output from following processes

  1. Develop Project Charter

Sample Project Charter Template

PMBOK Process Summary Table

Project Documents

Project Documents

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There are many types of project documents and there are different industry specific names for those. But to avoid the confusion and standardize the naming of those document PMBOK has come of with this generic list of project documents. Content of these documents may vary from one organization to another, or one industry to another but purpose does not change.

  1. Activity Attributes
  2. Activity Cost Estimates
  3. Activity Duration Estimates
  4. Activity List
  5. Activity Resource Requirements
  6. Agreements
  7. Architecture Layouts
  8. Basis Of Estimates
  9. Change Log
  10. Change Requests
  11. Contracts
  12. Design Documents
  13. Forecasts (Cost, Schedule)
  14. Issue Log
  15. Milestone List
  16. Procurement Documents
  17. Procurement Statement Of Work
  18. Project Calendar
  19. Project Charter
  20. Project Funding Requirements
  21. Project Schedule
  22. Project Schedule Network Diagrams
  23. Project Staff Assignments
  24. Project Statement Of Work
  25. Qualified Seller List
  26. Quality Checklists
  27. Quality Control Measurements
  28. Quality Metrics
  29. Requirements Documentation
  30. Requirements Traceability Matrix
  31. Resource Breakdown Structure
  32. Resource Calendars
  33. Risk Register
  34. Risk Related Contract Decisions
  35. Schedule Data
  36. Seller Proposals
  37. Source Selection Criteria
  38. Specification Documents
  39. Stakeholder Management Strategy
  40. Team Performance Assessments
  41. Teaming Agreements
  42. Test Cases
  43. Wireframes
  44. Work Performance Data
  45. Work Performance Information
  46. Work Performance Reports

PMBOK Process Summary Table

Project Human Resource Management

Project Human Resource Management

Project HR Management

A project team is a heterogeneous team. Work in the project is completed by human resources, either these resources are part of organization or organization is taking services from some vendor and resources are the contractual resource, who are providing services as per the vendor contract. All those human resources which are part of the organization, directly managed by the project manager and dedicated for the project are managed using the processes of this knowledge area. Those human resources which are not part of the organization or not fully dedicated to the project or contractual resources and works as an external consultant from a vendor are not managed using the processes of this knowledge area.

In a functional organization where project manager’s do not have any direct control over resources or where almost all the work is done through vendors or different department functions, a project manager does not have enough opportunity to implement the processes of this knowledge area, or he is just limited to communicate the resource requirement to HR or procurement department. In non-projectized organizations, a project manager does not have much control over following.

  • What resource will be provided to the project?
  • Motivating the human resources (either vendor or their functional managers takes care of this)
  • Appraisal of work and career path for a team member
  • Influencing the productivity, efficiency, and quality
  • Balancing and prioritizing between different activities of resource

Due to above reasons in smaller projects, non-projectized organizations human resource management is either handled by HR department or procurement department.

But any project manager whether he is part of a non-projectized organization or smaller organization must understand that to get the work done from the human is a challenging task and therefore he needs to understand following things they must be in place either by his direct efforts or indirect efforts.

  • Map correctly between the skills of an individual, role of an individual, organization designation of an individual and skill need of the project
  • Understand motivation of each individual
  • Organization culture, project environment (including customer, vendor, and regulators) and adopt an appropriate leadership style to get the work done
  • Define ground rules for the project team
  • Create a constructively playing and winning team
  • Identify skill gap and training need. And ensure training gaps are timely filled
  • Resources are taken on board on the project on time
  • Conflict management between team members

In order to ensure a project manager do everything so that project team is constructively contributing to the project, PMBOK defines following 4 processes.

  1. Plan Human Resource Management
  2. Acquire Project Team
  3. Develop Project Team
  4. Manage Project Team

 

Project Management Plan

Project Management Plan

Template Project Management Plan Detail

PMBOK Process Summary Table

Project Management Plan may not be a physically single document but a collection of many documents. This consolidation is done in Develop Project Management Plan process. Project Management Plan should include following items.

  • All the subsidiary plans from other 9 Knowledge Areas (Requirements management plan, Process improvement plan, Change management plan, Configuration management plan etc)
  • All Baselines (Scope baseline, Schedule baseline, Cost baseline)
  • Tailored Process with detail (Project management processes applicable to the project)
  • Project Life cycle and project phases
  • How integrity of project baselines will be maintained
  • Project Areas where Reviews/ Audits need to be done and their frequency

Project Management Plan is input to following processes. By seeing this list you come to know how important is this document to do the project work. Work the plan is simple philosophy.

  1. Direct and Manage Project Work
  2. Monitor and Control Project Work
  3. Perform Integrated Change Control
  4. Close Project or Phase
  5. Plan Scope Management
  6. Validate Scope
  7. Control Scope
  8. Plan Schedule Management
  9. Control Schedule
  10. Plan Cost Management
  11. Control Cost
  12. Plan Quality Management
  13. Control Quality
  14. Plan Human Resource Management
  15. Plan Communications Management
  16. Control Communications
  17. Plan Risk Management
  18. Control Risks
  19. Plan Procurement Management
  20. Control Procurements
  21. Plan Stakeholder Management
  22. Control Stakeholder Engagement

Project Management Plan is output or get updated in following processes. By seeing this list you come to know that this is not one time document which is referred many time but a live document which keep changing based on the need. Re-plan your project if you can deliver following the earlier plan.

  1. Develop Project Management Plan
  2. Direct and Manage Project Work
  3. Monitor and Control Project Work
  4. Perform Integrated Change Control
  5. Control Scope
  6. Develop Schedule
  7. Control Schedule
  8. Control Cost
  9. Perform Quality Assurance
  10. Control Quality
  11. Acquire Project Team
  12. Manage Project Team
  13. Manage Communications
  14. Control Communications
  15. Plan Risk Response
  16. Control Risks
  17. Conduct Procurements
  18. Control Procurements
  19. Manage Stakeholder Engagement
  20. Control Stakeholder Engagement