Processes

2nd Sep 23
- Roshan Temkar
1. Develop Project Charter

o Before performing, organization commits to the project feasibility study & analysis of whether the
organization should commit to the project is done, the resulting document is called as “Project
Charter”
o It gives authority to Project manager to plan, execute and control the project.
o PC helps ensure proper delivery and agreements within the organization in order to get the clarity
o Who develops the project charter – Sponsor or Signing authority. However, it is always good to add
Project manager as early as possible when the project charter is being developed.
o Inputs :
1. Business Documents : Contain specific information as to why a project should be initiated
A. Business case :
a) which provides project objectives and whether investment to achieve the same is justified.
b) Cost benefit analysis
c) Market demand
d) Organization need
e) Customer request
f) Technological advances
g) Legal requirements
1. Develop Project Charter

o Inputs (continue) :
1. Business Documents :
B. Project benefit management plan - Describes the main benefits that the project will produce once it is
completed and how to measure the benefits.
2. Agreements :
A. Service Level Agreements (SLA)
B. Contract between internal and external customer
C. Work required to be performed for Payment
3. Enterprise Environmental Services (few mentioned below) :
A. Government or industry standards
B. Marketplace conditions
C. Org. Culture & governance framework
D. Stakeholders expectations
4. Organizational Process Assets
A. Org. process, polices, standards
B. Templates
1. Develop Project Charter

o Tools and Techniques :

1. Expert judgement :
A. Subject Matter Expert helps in developing project charter. SME in technical knowledge, org. strategy, benefit
management
2. Data Gathering : Data gathering techniques like below are used for gathering and analyzing the
information
A. Brainstorming
B. Focus groups - A trained moderator guides the group through an interactive discussion designed to be more
conversational than a one-on-one interview.
C. Interviews
3. Interpersonal & Team skills :
A. Conflict management : Conflict is inevitable in a project environment. Sources of conflict include scarce
resources, scheduling priorities, and personal work styles. Team ground rules, group norms, and solid project
management practices, like communication planning and role definition, reduce the amount of conflict. Helps to
bring stakeholders into alignment on the objectives, success criteria, high-level requirements, project description,
summary milestones, and other elements of the charter.
1. Develop Project Charter

3. Interpersonal & Team skills (continue) :

B. Facilitation : Facilitation is the ability to effectively guide a group event to a successful decision, solution, or conclusion. A
facilitator ensures that there is effective participation, that participants achieve a mutual understanding, that all
contributions are considered, that conclusions and that the actions and agreements achieved are appropriately dealt with
afterward.
C. Meeting Management : Meeting management includes preparing the agenda, ensuring that a representative for each key
stakeholder group is invited, and preparing and sending the follow-up, minutes and actions.

o Outputs :
1. Project Charter : it contains but not limited to :
a) Project purpose
b) Measurable project objectives
c) High level requirements
d) High level descriptions, boundaries & key deliverables
e) Preapproved financial resources
f) Key stakeholders list
g) Project approval requirements (i.e., what constitutes project success, who decides the project is successful, and who signs off on
the project);
h) Project exit criteria (i.e., what are the conditions to be met in order to close or to cancel the project or phase);
i) Assigned project manager, responsibility, and authority level;
j) Name and authority of the sponsor or other person(s) authorizing the project charter.
1. Develop Project Charter

o Outputs (continue) :
2. Assumption logs : High-level strategic and operational assumptions and constraints are normally identified in the
business case before the project is initiated and will flow into the project charter.

o Important :
1. Authorizes the project
2. Assigns PM
3. Documenting everything on high level that is known for the project

Project Charter Template

2. Identify Stakeholders

o Identify Stakeholders is the process of identifying project stakeholders regularly and analyzing and
documenting relevant information regarding their interests, involvement, interdependencies, influence,
and potential impact on project success.
o Inputs :
1. Project Charter
2. Business documents
A. Business case - objectives and identifies an initial list of stakeholders affected by the project.
B. Benefit management plan - individuals and groups that will benefit from the delivery
3. Project Management plan :
A. Communication management plan
B. Stakeholder engagement plan
4. Project documents :
A. Change log - May introduce a new stakeholder or change of an existing stakeholder’s relationship to the project
B. Issue log - May introduce new stakeholders or change the type of participation of existing stakeholders
C. Requirements documentation - Information on potential stakeholders
2. Identify Stakeholders

o Inputs (continue) :
5. Agreements
6. EEF
7. OPA

o Tools & Techniques :

1. Expert judgement
2. Data gathering
A. Questionnaires & Surveys
B. Brainstorming
C. Brain Writing : consider questions individually before group creativity technique is held
3. Data Analysis :
A. Stakeholder analysis : Stakeholders list with relevant information about them like Interest, Rights, Ownership,
Knowledge, Contribution
B. Document analysis : Assessing the available project documentation and lessons learned from previous projects
to identify stakeholders
2. Identify Stakeholders

o Tools & Techniques (continue) :

4. Data representation :
A. Stakeholder mapping / representation : categorizing stakeholders using various methods. It helps to build the
relationship with stakeholders
a) Power/interest grid, power/influence grid, or impact/influence grid :

E.g. R&D head, E.g. Project sponsor

CEO

E.g. SME,
E.g. Other team custemer
members

b) Stakeholder Cube : refinement to the grid model. It is a 3 dimensional model that considers Power, Interest &
Influence
2. Identify Stakeholders

o Tools & Techniques (continue) :

4. Data representation :
A. Stakeholder mapping / representation :
c) Salience : Describes classes of stakeholders based on assessments of their power (level of authority or ability to
influence the outcomes of the project), urgency (need for immediate attention, either time-constrained or relating to
the stakeholders’ high stake in the outcome), and legitimacy (their involvement is appropriate).
Dormant – employees who were laid off
Discretionary – Charity org., schools & hospitals who receives
funds form company
Demanding – Employee asking freq. raises
Dominant – local gov. in area of large manufacturing plant,
board of a company
Dependent – Farmers whose land is taken over for a plant,
future process owner
Dangerous – local mafia, terrorist org., pressure groups can use
coercive power and unlawful tactics
Definitive – Project sponsor
2. Identify Stakeholders

o Tools & Techniques :

B. Direction of Influence : Classifies stakeholders according to their influence on the work
Upward – Senior management
Downward – Team
Outward – Vendors, customers
Sideward – Colleagues and other project managers

C. Prioritization : Prioritizing stakeholders

5. Meetings
o Outputs:
1. Stakeholder register : information about identified stakeholders that includes but is not limited to:
A. Identification information: Name, organizational position, location and contact details, and role on the project.
B. Assessment information: Major requirements, expectations, potential for influencing project outcomes,
and the phase of the project life cycle where the stakeholder has the most influence or impact.
C. Stakeholder classification: Internal/external, impact/influence/power/interest, upward/downward/outward/
sideward, or any other classification model chosen by the project manager
2. Identify Stakeholders

o Outputs (continue):
2. Change requests : Not in first iteration. However, later on for new information about stakeholders
3. Project Management Plan updates :
A. Requirements management plan : Newly identified stakeholders can impact how requirements activities will be
planned, tracked, and reported.
B. Communications management plan: Stakeholder communication requirements updates
C. Risk management plan: Where stakeholder communication requirements and agreed-upon communications
strategies affect the approach to managing risk on the project
D. Stakeholder engagement plan: Agreed-upon communications strategies for identified stakeholders are recorded
in the stakeholder engagement plan.
4. Project Documents updates :
A. Assumption log
B. Issue log
C. Risk register
3. Develop Project Management Plan

o Develop Project Management plan is integration of all

23 processes of planning process group.
o Describes all the work to be carried out on the project
and how it will be carried out
o Contains baselines and plans
o Being Project Manager, refer project management
plan for any action
3. Develop Project Management Plan
3. Develop Project Management Plan

o Output :
1. Project Management Plan :
A. 14 subsidiary plans
B. 4 Baselines
C. Approved by either the Project Manager, Sponsor,
Functional Manager, Program Manager, or in rare
instances Senior
D. Once baselined, the relevant portion of PMP can be
changed only through “ Perform Integrated Change
Control” process
E. Management plan tells you “How” (e.g. Scope
management plan tells you how to manage the scope)
F. Baseline tells you “what” (e.g. Scope baseline tells you
what is there in the scope)
4. Plan Scope Management Plan

o Process of creating a scope management plan that documents how the project and product scope will be
defined, validated, and controlled. (e.g. product with xyz feature)
o Product Scope - features and functions that characterize a product, service, or result
o Project Scope - the work that is needed to be accomplished to deliver a product, service, or result with
specified features and functions. (e.g. project to deploy the product with xyz feature)
o Prevent Gold Plating, which is doing extra work not in the scope. (e.g. scope is to have a product which
will guide suitable color for shapes but then team member is also adding functionality through which
product will guide suitable border for the shape, which is not part of the scope)
o Prevent Scope creep, which are unauthorized work added to the scope. (e.g. Adding additional feature
to the existing scope without Change Request)
4. Plan Scope Management Plan

o Tools & Techniques :

1. Alternative Analysis : Alternatives analysis is a technique used to evaluate identified options in order to
select which options or approaches to use to execute and perform the work of the project. Various ways
of collecting requirements, elaborating the project and product scope, creating the product, validating the
scope, and controlling the scope are evaluated. An example would be evaluating the cost, schedule,
resource, and quality impacts of buying versus making a deliverable.
4. Plan Scope Management Plan

o Output:
1. Scope Management Plan : How the scope will be defined, developed, monitored, controlled and verified.
o Process for preparing & maintaining Scope Statement, WBS
o How changes request to the scope statement will be process.

2. Requirement Management Plan :

o How the requirements will be analyzed, documented and managed which will be taken from stakeholders
o Traceability structure to reflect which requirements need to be captured on the traceability
5. Collect Requirements

o Process of determining, documenting, and managing stakeholder needs and requirements to meet
objectives.
5. Collect Requirements

o Tools & techniques:

1. Data gathering
A. Benchmarking : minimum number/standard the product/service/result should meet (e.g. how fast the website should
load)
2. Data Representation :
A. Idea/Mind mapping : Ideas gathered in brainstorming sessions are consolidated in single map (e.g. separation of
product features based on their categories : features for accounts receivable & accounts payable)
5. Collect Requirements

o Tools & techniques:

2. Data Representation (continue) :
A. Affinity diagram : Large ideas that are grouped and
sorted together for further review and analysis (e.g.
grouping ideas related product performance and good
to have features)
3. Interpersonal techniques :
A. Observation and conversation : Job shadowing ,
viewing personalities in their environment and work
place (e.g. checking how existing product functions in
order to enhance it further)
B. Context diagrams : Context diagrams visually depict
the product scope by showing a business system
(process, equipment, computer system, etc.), and
how people and other systems (actors) interact with it
C. Prototype : A working model of a product that
stakeholders can interact with and provide feedback
how they might want to change it to better meet their
requirements (e.g. Beta version)
5. Collect Requirements

o Output
1. Requirement Documentation : describes
relationship between business needs and the
requirements. It may include : stakeholders
requirements, solution requirements (e.g.
software/hardware requirements), transition
requirements (e.g. requirements for handover),
Quality requirements, Acceptance Criteria (e.g.
website should get loaded in less than 2
seconds)
2. Requirement Traceability Matrix : The
requirements traceability matrix is a grid that
links product requirements from their origin to
the deliverables that satisfy them. The
implementation of a requirements traceability
matrix helps ensure that each requirement adds
business value by linking it to the business and
project objectives
6. Define Scope

o Developing a detailed description of the project and product (in project charter requirements were
mentioned in high level)
6. Define Scope

o Tools & Techniques:

1. Product Analysis : Product analysis can be used to define products and services. It includes asking
questions about a product or service and forming answers to describe the use, characteristics, and other
relevant aspects of what is going to be delivered.
A. Product Breakdown (e.g. reverse engineering)
B. System analysis
C. System requirements

Example of Product Breakdown structure

6. Define Scope

o Output:
1. Project Scope Statement : End to end scope of work. Describes the project work to achieve the product
scope in detail. Project work boundaries. It includes
o Scope
o Deliverables
o Acceptance criteria
o Specific exclusion (e.g. exclusion of particular site through application)
o Assumptions
o Constraints (e.g. limited time, limited budget)
o Risk understood (e.g. Installation of Windows 7 on Pentium 4 computer)
o The greater the detail level of the scope allows the team the better understanding on how to reach the end state of
the project successfully. (e.g. detailed architecture of new room) The less detail of the scope statement creates a
great chance of project risk, as well as offering the possibility of greater scope creep (e.g. design a new room)
7. Create WBS

o Process of creating smaller, more manageable work components from the scope statement
7. Create WBS

o Tools & Technique

1. Expert Judgment : taking support from SME
2. Decomposition : break down the scope and deliverables into more manageable components. At bottom
most level, cost and time can be estimated and managed. These are called work packages. (e.g. in agile
approach, Epics can be decomposed to stories)
7. Create WBS

o Output:
1. Scope Baseline : The scope baseline is the approved version of a scope statement, WBS, and its
associated WBS dictionary, which can be changed only through formal change control procedures and is
used as a basis for comparison.
A. Project Scope statement
B. WBS : The WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team to
accomplish the project objectives and create the required deliverables. Each descending level of the WBS represents
an increasingly detailed definition of the project work
C. Work Packages : The lowest level of the WBS is a work package with a unique identifier.
D. WBS Dictionary : The WBS dictionary is a document that provides detailed deliverable, activity, and scheduling
information about each component in the WBS. The WBS dictionary is a document that supports the WBS. It
includes : team member assigned to it, time estimate, cost estimate, account information, work package
8. Plan Schedule Management

o How to establishing the policies, procedures, and documentation for planning, developing, managing,
executing, and controlling the project schedule.
o Provides guidance and direction on how the project schedule will be managed throughout the project
8. Plan Schedule Management

o Output:
o Schedule Management Plan : The schedule management plan is a component of the project
management plan that establishes the criteria and the activities for developing, monitoring, and controlling
the schedule. It May include:
A. Release and iteration length: When using an adaptive life cycle, the time-boxed periods for releases, waves, and
iterations are specified. Time-boxed periods are durations during which the team works steadily toward completion of
a goal. Time-boxing helps to minimize scope creep as it forces the teams to process essential features first, then
other features when time permits.
B. Level of accuracy : The level of accuracy specifies the acceptable range used in determining realistic activity duration
estimates
C. Units of measure : Each unit of measurement (such as staff hours, staff days, or weeks for time measures, or meters,
liters, tons, kilometers, or cubic yards for quantity measures) is defined for each of the resources
D. Reporting formats : The formats and frequency for the various schedule reports are defined.
8. Define Activities
8. Define Activities

o Tools & Techniques:

o Rolling wave planning
o Outputs:
o Activity List
o Activity Attributes
9. Sequence Activities

o Tools & Technique:

o Precedence Diagramming Method (PDM) – relationships FS, FF, SS, SF

Predecessor Successor
activity activity
9. Sequence Activities
o Tools & Technique:
o Precedence Diagramming Method (PDM)
o The project involves designing, developing :
o Technical design of module A
o Technical design of module B
o Development of module A
o Development of module B
o Development of feature F in module B

o Dependency determination
o Mandatory dependencies
o Discretionary dependencies
o External dependencies
o Internal dependencies
o Leads & Lags

o Output:
o Project Schedule Network Diagram