Pre- initiating
The justification of the project occurs,
using a Business case, possibly as part of a strategic plan. The initial scope,
time and cost constraints for the project are established. Top-level
stakeholders are selected such as Project sponsor, Project Manager. A Project
Charter may be created to express the project specifics. , Project process and
expectations are set.
Initiating
The Initiating phase is where the project specifics
are defined, like the scope, cost, and time of the project. Project
stakeholders are identified. A Stakeholder Register may be created to provide
full contact and roll information. Initiating may occur during each process
phases.
The inputs to the Initiating phase are a Statement
Of Work (SOW) or a contract given by the project sponsor. Other inputs are the
environmental factors such as corporate policies and procedures.
The output of the Initiating process could be
a Project Charter where all stakeholders confirm the project’s details and applicable
rolls of the stakeholders. Preliminary Project Scope Statement authorized by
management and potentially sent out through the organization. A formal kick-off
meeting, for internal and external stakeholders, may be used to bring together
all the stakeholders and hopefully develop relationships among the parties.
Planning
Purpose of the Planning Process is to refine
the project objectives and then plan the necessary steps to obtain the project’s
objectives within the provided scope. The output of the Planning Process is the
Project Scope Statement, Work breakdown Structure (WBS), and Project schedule.
A list of prioritized risks as part of the risk register, may be created to
monitor potential significant issues that could derail a project and keep the project
‘s goals in focus . A team contract may be created so all parties formally
accept their roles and obligations, in writing.
Executing
The actual work is performed during the
Executing phase. Resources are procured and contracts are signed. Majority of
the project’s cost occurs with the procurement of people, hardware and software
are obtained. Personnel are also trained. Resources are brought together to fulfill
the project requirements.
Monitoring and Controlling
Monitoring and controlling is used to control
change and monitor that the project is on time and on budget while still
producing a quality deliverable. Any needed project change requests get
approved or rejected, to address issues that arise during the project. A
milestone report may be used to track the projects progress. Modifications to
the project can be made to address issues, such as additional features,
extending the time or scope, or bring on additional resources. The project may
be killed if the project deemed no longer desirable. Top management or the
“Project Champion” may be needed to provide additional resources. Monitoring
and controlling is ultimately responsible for approving the final deliverables
of the project.
Closing
After all the deliverables of the project are created, the closing
process group still has to close the overall project and provide the
deliverables to the customer. Contracts are finalized and closed out. All internal
or external vendors are paid. Formal acceptance of the product or service is
obtained from the customer. Outputs of the Closing process are: the Closing
process are the Final project Report, Closing documents, Lessons learned
report..
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