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7 Project Management Components - Coggle Diagram
7 Project Management Components
Process groups
5 process groups
10 knowledge area
processes
intersaction of process groups
and knowledge are
higher probability
initiating
closing
executing
work performance
work performance data
raw data and facts about project work
status of project work assigments
percent complete
in progrss
start and finish date
activites not started
can include
cost of the activities
number of change requests
defects
durations
work performace information
analyzed work performance data
useable information to make decisions
status to actionable results
I need the data and understand data in order to act on it
work performance report
work performance information
in communicable formatting
status reports
es. exeption report
es. variance report
es. risk report
memos
dashboards
project updates
es. every week
helps stakeholders make decisions
tailoring processes
choose processing
to manange
depending on
organization
depending on type of project
key facts
choose what processes
shoud be used on a project
what depth the processes
should be used
high profile projects
tipicaly I go in deeper
iin each process
small low priority
projects
less deeper
not every process is
needed on every project
the larger the project,
the more processes are likely needed
tailoring on pmbook guide
1 knowledge ares
2 processes
lives inside knowledge areas
3 tailor to fit
your project
for each process analize
to tailor correctly
4 inlcudes an overview of
tailoring throughout
each knowledge area on pmbook
has a detail on what can be tailored
adaptive environments
related to
project management lifecycle
and project lifecycle
related to how the work is planned
related how the work is delivered
predictive lifecyle vs
adaptive lifecycle
predictive lifecycle
plan-driven
predicts the project life cycle
from initiate to close
everything upfront in order to get started
waterfall approach
phase by phase from high level to the finish
changes to scope are tightly
controlled
interative and incremental
lifecycle
phases repeat through iterations
detailed scope is elaborated for each iteration
changes to the project scope are expected
incremental means I give you things in increment
in terms of functions
each increment a working deliverable
iterative means we not really need working deliverables
adaptive lifecycle
agile project management
es. xtream programming, lean, scrum, agile
change-driven
changes to the project
scope are expected
product backlog updated and prioritized
by product owner each iteration
we dont't know everithing
at the begging
backlog of requirements
new features
new functions
rapid iterations of project work
interations two/four weeks
with fixed items worked by the team
business documents
pm book business
documents
project charter
project management plan
input and updates required as defined
on pmbook guide
project business case
economic feasability study
make sense to invest on this project
benefits
is really creating something taht can
be considered a business value?
validity of benefits the project will create
future project manamgenet
decisions and actions
based on financial or business values
will be created
who
project sponsor
mantain the doc throughout the project
accoutable for development
project manager
responsible
for providing recomandations
explain why we
need this change
support to vision
support to business values
business case could be at the program level
business needs
what is prompting
the need for action
why we need the project
statement documenting the business problem or
opportunity to be addressed including the value
a market opportunity
customer request
stakeholders affected
people or groups who affects
or can affect the project
high level scope
es. we need a new software
es. replacing all laptops
es. building a warehouse
project determination
organizational strategies, goals adn objectives
root cause or contributors
of an opportunity
project for solving the problem
opportunity
market place
customer request
gap analysis of capabilities
es. use new material but we don't have skills
known risks
critical success factors
how do you know succesfull?
if tis is true the project is success
decision criteria
raccomandation on
what to do based on the organization
analysis of situation
(gap analysis)
required
must do it
es. data must be secured
desired
we'd like it
es. we'd like a mobile app
with the desktop app
optional
not essential
es. print from the mobile app
reccomandation for a project
business case should
give an approach (reccamondation) to follow
do nothing
"business as usual"
project won't change
business and processes
do the minimum work possible
do more than the minimum
benefits management plan
descrive how do you create benefits to
the organization
benefit is a project outcome that provides value to
the organization and the project beneficiaries
used to define
create the project benefits
maximize the project benefits
sustain the project benefits
target benefits
tangible
intangible
strategic aligment
how will the project aligned to business strategies
timeframe
timeframe
short-term
long-term
ongoing
by phases
when will be benefits relalized
metrics
how do you'll measure benefits before and after
reduction of defects
increase of income
assumptions
what must happen to get
benefits
believe to be true but we don't know they will be true
risks
opposite side of the benefits
es. a more complex software that
need a learning curve
business documents for
project performance
phase gates
review of what I've done so far
decisions of comparison
continue to the next phase
continue to the next phase with modification
scope modification
cost modification
end the project
kill point
remain in the phase
repeat the phase or elemets of it
scope not reached
quality not reached
actual performance compared to
business documents
estimates
cost estimate
schedule estimate
eception report
variance report
I can go to next if phase i complete
es. accounted for
financially
business document
related to pahse review
what was supposed to be spent
what the deliverables