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Basics of Project Management - Coggle Diagram
Basics of Project Management
3. Create the WBS
Provides a framework of what has to be delivered.
This process is performed once or at predefined points in the project.
Subdividing project deliverables and project work into smaller, more manageable components.
The WBS organizes and defines the total scope of the project.
2. Develop the plan for project management
Defines the basis of all project work and how the work will be performed.
Defines at least the project references for scope, time, and cost.
Process of defining, preparing, and coordinating all plan components.
Implement updates through project closure for having a better performance.
1. Develop the Project Charter
Provides the project manager authority to apply organizational resources to project activities.
Provides a direct link between the project and the strategic objectives of the organization.
Developing a document that formally authorizes the existence of a project.
Creates a formal record of the project.
Shows the organizational commitment to the project.
4. Sequence the activities
Defines the logical sequence of work to obtain the greatest efficiency of all project processes.
Designed to create a realistic project schedule.
Identifying and documenting relationships among the project activities.
Converts the project activities from a list to a diagram to act as a first step to publish the schedule baseline.
6. Budgeting
Process of aggregating the estimated costs of individual activities or work packages.
Establish an authorized cost baseline.
Determines the cost baseline against which project performance can be monitored and controlled.
Includes all the funds authorized to execute the project. Includes contingency reserves, but excludes management reserves.
7. Quality indicators
Documenting how the project will demonstrate compliance with quality requirements and/or standards.
Provides guidance and direction on how quality will be managed and verified throughout the project.
Identifying quality requirements and/or standards for the project and its deliverables.
Quality planning should be performed in parallel with the other planning processes for a great execution.
10. Identify risks and their responses
Documentation of existing individual project risks fit of this process is the documentation of existing individual project risks and the sources of overall project risk.
Brings together information so the project team can respond appropriately to identified risks.
Identifying individual project risks as well as sources of overall project risk, and documenting their characteristics.
Develop and maintain a sense of ownership and responsibility for identified individual project risks, the level of overall project risk, and associated risk response actions.
5. Develop the schedule
Create a schedule model for project execution and monitoring and controlling.
Generates a schedule model with planned dates for completing project activities.
Process of analyzing activity sequences, durations, resource requirements, and schedule constraints.
Defines the project milestones, identifying and sequencing activities, and estimating durations.
9. Develop the project communication plan
Recognizes the diverse information needs of the project’s stakeholders is developed early in the project life cycle.
Documented approach to effectively and efficiently engage stakeholders by presenting relevant information in a timely manner.
Developing an appropriate approach and plan for project communications activities based on the information needs of each stakeholder or group, available organizational assets, and the needs of the project.
It´s scope is to communicate project information, the information needs and methods of distribution.
8. Estimate necessary resources for the development of the project
Establish an approach and level of management effort needed for managing project resources based on the type and complexity of the project.
Determine and identify an approach to ensure that sufficient resources are available for the successful completion of the project.
Defining how to estimate, acquire, manage, and use team and physical resources.
Have a significantly impact in project costs, schedules, risks, quality, and other project areas
11. Identify the necessary acquisitions for the project
Determines whether to acquire fit of this process is that it determines whether to acquire goods and services from outside the project and, if so, what to acquire as well as how and when to acquire it.
Goods and services may be procured from other parts of the performing organization or from external sources.
Documenting project procurement decisions, specifying the approach and identifying potential sellers.
Defining roles and responsibilities related to procurement should be done early in the Plan Procurement Management.
12. Planning Stakeholder Engagement
Recognizes the diverse information needs of the project’s stakeholders is developed early in the project life cycle and is reviewed and updated regularly as the stakeholder community changes.
Stakeholder engagement plan is updated regularly to reflect changes to the stakeholder community.
Provides an actionable planto interact effectively with stakeholders.
Developing approaches to involve project stakeholders based on their needs, expectations, interests, and potential impact on the project.