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(?(@? (? (? ?(@?(? (?(?@? ? (?? @?(?(? ?(@??(?( ? @ ?( ?( ?( ?(@ ?( ?( ?( ?(@ ?  ?( ?( ?@ ? ? ?( ?(PMI Process5 xRead this note to understand the context and numbers (n.n.)'  {\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}} {\*\generator Riched20 12.0.4407.1001;}\viewkind4\uc1\pard\f0\fs16 This template is based on "A Guide to the Project Management Body of Knowledge" (PMBOK), Third Edition. Numbers in parenthesis (3.1.1.n) refer to the specific process numbering convention used by PMBOK. Additional details about the process can be found in the referenced section of the PMBOK Guide. This schedule shows activities in a standard start-to-finish dependency relationship. In reality, the processes overlap and the dependencies may need to change to reflect that. This template is intended to show the general flow of work in the PM Life Cycle.\par \par The purpose of this template is to help the project manager use the Project Management Institute's (PMI) processes and knowledge areas as defined in the Project Management Body of Knowledge (PMBOK). The template incorporates the 5 processes and 9 knowledge areas defined in the PMBOK to help the user understand and identify all of the planning components that are important in successful project management. It does NOT attempt to identify best practices of organization for any specific industry or type of project. All durations are left at the default level of 1 day and all specific activities to complete a real project must be added to this schedule.\par \par A PM using this template must understand the standards within his or her organization regarding project phases/stages. The project schedule should be built using those standards. This template is only useful in the early stages of initiation and planning as an aid for good PM practices. All phases beyond the initial planning should be replaced in their entirety by the appropriate phases for the project type.\par \par NOTE: There are two terms that need to be explained as they are often used interchangeably in project management, but actually have very specific meanings in the PMBOK. A \b Project Plan\b0 is an all-encompassing document (typically completed in Word) that includes narrative descriptions of all facets of a project. The \b Project Schedule\b0 is a breakdown of the activities to be performed on the project typically completed using a scheduling tool such as Microsoft Office Project. The distinction between the two is important in this context because planning activities will include much more than the creation of a schedule.\par \par } 2*Initiation ProcessesMfg and TechInternal MfgGuadalajara 9{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}} {\*\generator Riched20 12.0.4407.1001;}\viewkind4\uc1\pard\f0\fs16 Initiation is the first of five process groups identified in PMBOK. Note that the processes are not called phases. The PMBOK differentiates between "project management" processes and "product-oriented" processes. This template will look only at the project management (PM) side; all product-oriented processes are dependent on the project life cycle and application domain.\par \par PM processes will run through the entire life cycle of a project and will overlap with those processes. For this reason, the template will only identify the activities that are associated with organizing the project work; typically set up during either the initiation process or the planning process. For demonstration purposes, these two processes will be shown as distinct phases in this template. In reality, the work identified will overlap and will continue throughout the entire life cycle.\par \par PMBOK, Project Scope Management Chapter, Section 5.1 describe the details of the processes within this phase.\par \par } 8Review Inputs to Initiation' K b{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}} {\*\generator Riched20 12.0.4407.1001;}\viewkind4\uc1\pard\f0\fs16 The four activities shown in this section are described in detail in the PMBOK, Project Scope Management Chapter, Section 5.1. \par \par The purpose of the initiation process is to provide the necessary project information so that the organization can commit to begin the later phases of the project. It's primary output will be a project charter, assignment of a project manager, and a description of all assumptions and constraints that are known at the time of initiation. These outputs will be further described in different ways and in greater detail throughout the project. For example, assumptions may become risks that will need to be managed; Constraints may become contractual obligations.\par } Review Contract' BReview Project Statement of Work' PReview Enterprise Environmental Factors' JReview Organizational Process Assets' 7@Produce Outputs from InitiationMfg and TechInternal MfgGuadalajara 9 "{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}} {\*\generator Riched20 12.0.4407.1001;}\viewkind4\uc1\pard\f0\fs16 Purpose of a charter: (1) Help management understand what the project will deliver, it's business justification, and a high level estimation of the time, cost, and resources required; (2) it serves as a \i commitment\i0 by management to dedicate the time and resources necessary to prepare a more detailed, written "Project Plan" for formal funding approval; (3) finally, the charter itself should be relatively brief -- averaging around three to five pages in length.\par \par Note: Too much detail in the charter can detract from a clear, concise, business reason why management should allow a project to go beyond the "Initiating" phase. There are also many unknowns at this stage of the ballgame that can make detailed time, cost, and resource projects very risky -- results contribute to serious cost and schedule overruns later in the project.\par } ous cost and schedule overruns.\par } DDevelop Project Charter (3.2.1.1)' s{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}} {\*\generator Riched20 12.0.4407.1001;}\viewkind4\uc1\pard\f0\fs16 A project charter is typically used to authorize a project startup. It "provides the project manager with the authority to apply organizational resources to project activities." (PMBOK, Third Edition, p.96)\par } <Initiation Processes COMPLETE'  :Planning Processes (3.2.2.1)Mfg and TechInternal MfgGuadalajara HC8{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}} {\*\generator Riched20 12.0.4407.1001;}\viewkind4\uc1\pard\f0\fs16 The purpose of a written "Project Plan" : (1) It is a formal, approved document used to manage and control project execution; (2) it provides a detailed review of project time, cost, scope, resources, risk, and other controls necessary for management to approve all required funding and staffing; (3) this document is expected to change over time as more accurate information becomes available -- hence, the importance of change control.\par \par This section of the document continues to use PMBOK, Third Edition, pages 61-69, as the main source. Each of the nine Knowledge Areas should be reviewed and planned as appropriate for the size and complexity of the project. There are many activities to be performed in the creation of a Project Plan (and the associated schedule). We have only identified the top level of these activities. The processes are identified by their process group/subgroup number. See the numbers in parenthesis next to the identified process/subprocess. More detail can be found in the reference to explain the purpose and expectations around the process.\par } BPerform Scope Planning (3.2.2.2)' KHComplete Scope Definition (3.2.2.3)'^Create WBS to level of Work Packages (3.2.2.4)'{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}} {\*\generator Riched20 12.0.4407.1001;}\viewkind4\uc1\pard\f0\fs16 A work breakdown structure (WBS) defines the work to be performed in a noun-based structure. It defines "What" will be created but does not define "How." A WBS is subdivided to the lowest appropriate level, called the work package. Work packages contain a set of activities and tasks that will provide the lowest level of the schedule where resources are applied to perform the work. See the ANSI 748 standard for more information on WBS structure. Proper construction of the WBS and work packages is essential for accurate earned value calculation.\par } PComplete Human Resource Plan (3.2.2.13)' %4Risk Management Processes' K9TEstablish Risk Management Plan (3.2.2.15)'^Perform Initial Risk Identification (3.2.2.16)'"NComplete Communication Plan (3.2.2.14)' K"BComplete Quality Plan (3.2.2.12)'0Planning Phase COMPLETE'bExecution and Monitoring & Controlling ProcessesMfg and TechInternal MfgGuadalajara ILdINSERT STANDARD PRODUCT / SERVICE MGMT LIFE CYCLEMSP 2000 PLAN C I{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}} {\*\generator Riched20 5.50.99.2010;}\viewkind4\uc1\pard\f0\fs16 This can involve any standardized product management cycle, depending on the nature of each project. This generic template shows only the project management process that should be integrated in the actual project life cycle. These processes are concerned with keeping the project moving forward while maintaining project control over the scope, time, costs, quality, and risks.\par } ZExecution, Monitoring & Controlling COMPLETEMfg and TechInternal MfgGuadalajara ,*L$Closing ProcessesMfg and TechInternal MfgGuadalajara p-+ UT0Close Project (3.2.5.1)'Q{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}} {\*\generator Riched20 12.0.4407.1001;}\viewkind4\uc1\pard\f0\fs16 This process is where all activities are finalized for the project. Depending on the type of project, the activities will vary. The activities should always include capture of project artifacts for archival and historical retention, capture of 'lessons learned' for the continuous improvement of future projects, and transfer of the project to an operational or production status. In most case, closure also includes a large amount of HR and communication activity, such as the release of team members from this project, celebration of success, and communication of project completion to all stakeholders.\par } HComplete Contract Closure (3.2.5.2)*Project Closeout DocMfg and TechInternal MfgGuadalajara '.,Qs{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}} {\*\generator Riched20 5.50.99.2010;}\viewkind4\uc1\pard\f0\fs16 For any projects that included formal contracts, there must be a set of activities to ensure that the contracts and all open items are resolved or transferred to the appropriate entity after project closure. \par } 6Closing Processes COMPLETE' UTlDevelop Preliminary Project Scope Statement (3.2.1.2)' %{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}} {\*\generator Riched20 5.50.99.2010;}\viewkind4\uc1\pard\f0\fs16 The scope statement should address the project and deliverable requirements, product requirements, project boundaries, acceptance methods, and plan for scope control. In projects that have many phases, it should also address a method to validate/refine the project scope at the beginning of each phase. This is a preliminary document that will be refined in later stages of the project.\par } $Activity Planning' '{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}} {\*\generator Riched20 12.0.4407.1001;}\viewkind4\uc1\pard\f0\fs16 Scope management (identified in an earlier section) is performed by identifying the work that needs to be done and decomposing it into identifiable packages. This may be done using a white board, 'sticky note' exercise. It is done prior to using Microsoft Office Project to establish the detailed activity level. At the activity planning stage, the work is put into the scheduling tool and organized with predecessor/successor relationships, resources, effort, and duration.\par \par The WBS, defined in the previous section, is subdivided to the lowest appropriate level, called the work package. In this section, the work packages are decomposed into the set of activities and tasks that will provide the lowest level of the schedule where resources are applied to perform the work. See the ANSI 748 standard for more information on WBS structure. Proper construction of the WBS and work packages is essential for accurate earned value calculation.\par \par \par } edecessor/successor relationships, resources, effort, and duration.\par } 8Define Activities (3.2.2.5)'"DDevelop cost estimates (3.2.2.10)' Cost Planning' 'ZDefine Activity Duration Estimates (3.2.2.8)'ZDefine Activity Resource Estimates (3.2.2.7)'LDetermine Activity Sequence (3.2.2.6)'PComplete Schedule Development (3.2.2.9)' /{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}} {\*\generator Riched20 12.0.4407.1001;}\viewkind4\uc1\pard\f0\fs16 This step is the point at which the integration of all previous planning activities must come together. There may be a series of iterations through developing activity plans, developing resource, budget, and risk plans that correspond to the activities. In addition, the planning must look at the project as a whole and review project-level risks, communication, procurement, quality, HR, and other factors in a holistic sense.\par \par Base the schedule baseline on the time and resource effort needed to achieve project milestones and deliverables. A formal change control should be applied with a pre-determined threshold limit (e.g., 10% over original estimate requires formal management approval before a new baseline can be established).\par \par The budget baseline should be driven by the schedule and other cost assumptions. A pre-determined threshold limit should also be defined (e.g., 10% over the original budget requires formal management approval before the new baseline is allowed).\par } >Develop cost budget (3.2.2.11)'nEstablish Qualitative Risk Analysis Process (3.2.2.17)'9pEstablish Quantitative Risk Analysis Process (3.2.2.18)'9bCreate Risk Response Planning Process (3.2.2.19)':BProcurement Management Processes' 'VPlan purchases and acquisitions (3.2.2.20)'HPlan project contracting (3.2.2.21)'6Scope Management Processes' '{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}} {\*\generator Riched20 12.0.4407.1001;}\viewkind4\uc1\pard\f0\fs16 Scope management is performed by identifying the work that needs to be done and decomposing it into identifiable packages. This may be done using a white board, 'sticky note' exercise. It is done prior to using Microsoft Office Project to establish the detailed activity level.\par \par A work breakdown structure (WBS) defines the work to be performed in a noun-based structure. It defines "What" will be created but does not define "How." A WBS is subdivided to the lowest appropriate level, called the work package. Work packages contain a set of activities and tasks that will provide the lowest level of the schedule where resources are applied to perform the work. See the ANSI 748 standard for more information on WBS structure. Proper construction of the WBS and work packages is essential for accurate earned value calculation.\par } FProcess Groups and Knowledge Areas'{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}} {\*\generator Riched20 12.0.4407.1001;}\viewkind4\uc1\pard\f0\fs16 PMI defines five Process Groups and nine Knowledge Areas in the PMBOK. \par Process Groups: Initiation, Planning, Executing, Monitoring & Controlling, and Closing.\par Knowledge Areas: Integration, Scope, Time, Cost, Quality, Human Resources, Communication, Risk, and Procurement.\par \par The process and knowledge areas are used together to help a project manager analyze and review all potential components of the project. Each project is unique and the project manager is expected to determine which level of detail is required for the process and knowledge areas within the plan. In general, the amount of rigor involved in the project management will relate to the complexity of the project.\par \par For example, a project with a duration of a few weeks that uses internal resources may not require a procurement plan, while a large project that will involve multiple subcontractors and purchases will require a rigorous procurement plan. It is up to the project manager to determine the appropriate amount of rigor for the project. This template provides an overview of only the PM processes and knowledge areas. It must be adjusted to meet the product life cycle based on the project and the organization, and the PM rigor required.\par } "Project COMPLETE'XZMonitoring and Controlling Processes (3.2.4)'I{\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} {\*\generator Riched20 12.0.4407.1001;}\viewkind4\uc1\pard\f0\fs16 The purpose of the processes in this section are to assist the project manager with controlling the project so that it stays in tolerance levels for time, cost, scope, and quality. Specifically, these processes include:\par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 Monitor and Control Project Work (3.2.4.1) \par {\pntext\f1\'B7\tab}Integrated Change Control (3.2.4.2)\par \pard\par There are 10 subprocesses that are focused on ongoing monitoring and control, using the nine Knowledge Areas as the focus. For example, Perform Quality Control (3.2.4.7), is an activity that the project manager must integrate into the schedule. If this is a manufacturing life cycle, the activities regarding quality will include prototype testing during the early phases and testing of manufactured parts in later phases. For a software development project, the quality activities would include peer reviews of architecture and coding as well as various types of tests.\par \par These processes are performed iteratively throughout the life cycle of the project and will be done in concert with the activities in the executing process. \par \par When the correct life cycle is inserted, this task will be replaced with the specific activities appropriate for the project.\par } \Direct and Manage Project Execution (3.2.3.1)'I({\rtf1\ansi\ansicpg1252\deff0\deflang1033{\fonttbl{\f0\fswiss\fprq2\fcharset0 Arial;}{\f1\fnil\fcharset2 Symbol;}} {\*\generator Riched20 12.0.4407.1001;}\viewkind4\uc1\pard\f0\fs16 The purpose of the processes in this section are to assist the project manager with moving the project forward. Specifically, they include:\par \pard{\pntext\f1\'B7\tab}{\*\pn\pnlvlblt\pnf1\pnindent0{\pntxtb\'B7}}\fi-256\li256 Perform Quality Assurance (3.2.3.2)\par {\pntext\f1\'B7\tab}Acquire Project Team (3.2.3.3)\par {\pntext\f1\'B7\tab}Develop Project Team (3.2.3.4)\par {\pntext\f1\'B7\tab}Distribute information (3.2.3.5)\par {\pntext\f1\'B7\tab}Request Seller Responses (3.2.3.6)\par {\pntext\f1\'B7\tab}Select Seller (3.2.2.7)\par \pard\par These processes are performed iteratively throughout the life cycle of the project, and will be done in concert with the activities in the monitoring and controlling process. \par \par When the correct life cycle is inserted, this task will be replaced with the specific activities appropriate for the project.\par } 0*\ F >5>F 0*\ )'F 0*\ 0*F F 'F 0*F !N F 0*F 0*M G ]5]G 0*M  2:G 0*M 0*J G K5KG 0*J .G 0*J 0*G G 'G 0*G B G 0*G 0*F 0*H H 'H 0*H B H 0*H 0*G 0*I I 'I 0*I . 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