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PMBOK Processes

Acquire Project Team

Acquire Project Team

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Acquire Project Team: Process Table

Close Project or Phase

Close Project or Phase

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This is the process of finalizing all activities across all the project management process groups to formally complete the project or phase

Project manager need to ensure that following activities are completed before a project is declared as closed.

  • Obtain final acceptance of the project deliverables by working with the sponsor and/or customer in order to confirm that project scope is achieved.
  • Obtain financial, legal & administrative closure using generally accepted practices in order to communicate formal project closure and ensure no further liability
  • Collate lessons learned through comprehensive project  review in order to create or update the organization’s knowledge base
  • Distribute the final project report including all project closure related information, project variances, any issues in order to provide the final project status to all stakeholders
  • Archive project documents and material in order to retain organizational knowledge , comply with statutory requirements and ensure availability of data for potential use in future projects & internal/external audits
  • Measure customer satisfaction at the end of the project by capturing customer feedback , in order to assist in project evaluation and enhance customer relationships
  • Transfer the ownership of deliverables to the assigned stakeholders in accordance with the project plan in order to facilitate project closure

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Close Project or Phase : Process Table

PMBOK Process Summary Table

Collect Requirements

Collect Requirements

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Collect Requirements

PMBOK Collect Requirements

In this process assigned person(s) needs to collect requirements from the stakeholders. All function, non-functional, technical, system, quality requirements are collected and documented. All those documents where requirements are documented are collectively called requirement documentation. Depending on availability of the stakeholders, technical nature of the project, clarity of scope and requirements, various techniques are used by the team for requirement collection and elicitation.

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Collect Requirements : Process Table

This table is based on PMBOK 5th Edition of PMI

PMBOK Process Summary Table

Conduct Procurements

Conduct Procurements

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Conduct Procurements: Process Table

Control Communications

Control Communications

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Control Communications: Process Table

Control Cost

Control Cost

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Control Cost: Process Table

Control Procurements

Control Procurements

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Control Procurements: Process Table

Control Quality

Quality Control

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Quality Control: Process Table

Control Risks

Control Risks

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Control Risks: Process Table

Control Schedule

Control Schedule

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Once the deliverables and schedule has been promised to the stakeholders. The project team should be committed to complete the planned activities as per the schedule. Monitor the actual time taken to complete the activities, measure the schedule variation if any, compare the variation against allowed limit, analyze the reasons of variation. Prepare a detailed corrective action plan so that whatever possible time can be recovered. Prepare a detailed preventive action plan so that in future you can avoid certain activities which causes delays. If there is the variation which is causing overall delay in the deliverables or milestones or phase, then forecast the schedule which is doable.
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Control Schedule: Process Table

Control Scope

Control Scope

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Control scope is monitoring and controlling process. In any project especially large, complex, long duration, distributed team project it is possible that changes will go out of the control. If project management team is not able to manage and control the changes then no matter how good your project resources are you will never be able to complete the project successfully. This process is about managing and controlling all the scope and requirement changes. PMBOK’s focus is to emphasize that commit your deliverables and deliver whatever has been committed. It does not encourages project managers to deliver anything more or less than committed. Anything which is not committed if you are trying to deliver it is called gold-plating. Anything which is committed and you do not deliver it is called over committed or under delivery. Project managers must know how many change requests were rejected and why, how many change requests were accepted and why? What is over requirement stability and delivery status of the project. This process helps you in achieving all this.

Being a monitoring and controlling process important outputs of this process are metrics related to scope and requirements. If any course correction is required in the project then that can lead to raising change request.
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Control Scope:Process Table

Control Stakeholder Engagement

Control Stakeholder Engagement

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Control Stakeholder Engagement: Process Table

Create WBS

Create WBS

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A WBS (Work Breakdown Structure) is extremely important document of any project. This document helps customer, management and project manager in knowing the overall progress of the project. It is not possible to report the project progress like how much work has been done, how much money or time spent for what work, which component or part of the project has more quality issues etc, if WBS is missing. Create WBS process defines the WBS of the project, prepares a WBS dictionary which has unambiguous definition of each WBS elements. This is process where you should baseline your project scope. A WBS is hierarchical representation of the deliverables. There are many ways to structure a WBS. If you keep milestones at level one of the WBS hierarchy then it is called milestone driven WBS, similarly component driven WBS, phase driven WBS can be created. What WBS is best suited for your project it all depends upon your tracking and reporting needs and project organization structures.
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Create WBS: Process Table

Define Activities

Define Activities

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When you know what need to be delivered and customer agrees about the problem and proposed solution then you should make a detail execution plan. The first step in this journey of making a detail exeuction plan is to list the activities and define the activities which need to be done to produce those deliverables. Thus the purpose of this process is to know what what work need to be done by the team and partners. This process also does the listing of all project milestones and attributes of the activities.

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Define Activities:Process Table

Define Scope

Define Scope

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In this process technical team analyzes the requirements from the solution perspective. They need to come up with a clear and unambiguous list of deliverables, acceptance criteria, solution, design, architecture of the final system. What is possible or not possible, discussing and negotiating solution with technical team and customer is also done in this process. What is out of the scope is clearly marked out in the process and lot of documents get generated here. Collectively all these documents are called project scope statement. If the solution is really complex or project is large this may not be one time process in project life-cycle. There may be multiple phases or multiple iterations in each phase to prepare a project scope statement.
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Define Scope : Process Table

Determine Budget

Determine Budget

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Determine Budget: Process Table

Develop Project Charter

Develop Project Charter

PMBOK Develop Project Charter

PMBOK Develop Project Charter

Develop Project Charter process is performed by the project sponsor. This process is the first process to kick start any project. Primary output of this process is Project Charter. Through this document the project sponsor formally authorizes a project manager to apply organizational resources for the success of the project or project phase, whatever is the scope of project charter. If project charter is missing then project manager does not have mandate to use organization resources, neither s/he knows where s/he should go in the case of trouble or where should s/he go for getting money.

If project is not given a project charter by the his/her manager, then s/he should first create a charter based on his understanding and get it signed by the purpose who he knows as the sponsor of the project.

While writing project charter we need to understand that we are authorizing a right project. A right project is one which is doable, where investment can be justified, success and failure risks are understood adequately and there is end-user of the output of the project. This work is very serious and without proper research work and consideration if you start a wrong project then we ensure the failure of a project at the start. I call it plan of failure is there is no plan.

Develop project charter may be the first process is the project life-cycle but there are many processes which happens for the conception of the project. Most of the time project managers comes in the project at this stage and they do not know what work has been done before the project life-cycle starts. Therefore, it is project sponsor’s accountablity to transfer all the documents and knowledge to the project manager so that s/he can consider history and background of the project conception at the time of planning. Continuous business justification is also one of the responsibilities of a project manager. S/he cannot do it without knowing the value of the project in the eyes of sponsor, customer, end-user and communities.
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Develop Project Charter : Process Table

Input Tools & Techniques Output
Project Statement of work Expert Judgement Project Charter
Business case Facilitation Techniques
Agreements
Enterprise Environmental Factors
Organization Process Assets

Develop Project Management Plan

Develop Project Management Plan

PMBOK Develop Project Management Plan

PMBOK Develop Project Management Plan

The process of defining, preparing and coordinating all subsidiary plans and integrating them into a comprehensive project management plan.

Project Management Plan includes

  • Plans (Subsidiary) from 9 Knowledge Area (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

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Develop Project Management Plan : Process Table

This table is based on PMBOK 5th Edition of PMI

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Develop Project Team

Develop Project Team

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Develop Project Team: Process Table