Planning Group Process

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The Planning Process Group consists of those processes performed to establish the total scope of the effort, define and refine the objectives, and develop the course of action required to attain those objectives.  The Planning process develops the project management plan and the project documents that will be used to carry out the project.  The key benefit of the Planning Process Group is to delineate the strategy and tactics as well as the course of action or path to successfully complete the project or phase.

Knowledge Areas

  • Project Integration Management
  • Project Scope Management
  • Project Time Management
  • Project Cost Management
  • Project Quality Management
  • Project Human Resource Management
  • Project Communications Management
  • Project Risk Management
  • Project Procurement Management
  • Project Stakeholder Management

4.0 Project Integration Management

4.2 Develop Project Management Plan

Develop Project Management Plan is the process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan.  The key benefit of this process is a central document that defines the basis of all project work.  The inputs, tools and techniques, and outputs for this process are depicted in Figure 3.

figure 4  inputs, tools & techniques, outputs to develop project management plan.jpg

 Figure 3

Artifacts

Team Charter (Input): This is a document prepared by our class team and then agreed upon by those who signed, it's purpose was to stimulate team participation.

Value Analysis (Tools & Techniques): This is an essay I wrote for a class assignment on Value Analysis.

Project Management Communication Plan (Output):  This document was a Chart which showed the Stakeholders and how often they should be updated, for a class assignment.

Artifact:

Click here to download Artifact 4.2.1 Team Charter.docx

Click here to download Artifact 4.2.2 Value Analysis.docx

 Click here to download Artifact 4.2.3 Communication Requirements Matrix.docx

5.0 Project Scope Management

Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. Managing the project scope is primarily concerned with defining and controlling what is and is not included in the project.  The following Project Scope Management processes are used in this process group:

5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create Work Breakdown Structure (WBS)

 5.1 Plan Scope Management

Plan Scope Management is the process of creating a scope management plan that documents how the project scope will be defined, validated, and controlled.  The key benefit of this process is that it provides guidance and direction on how scope will be managed throughout the project.  The inputs, tools and techniques, and outputs of this process are depicted in Figure 4.

figure 5 inputs, tools & techniques, outputs to plan scope management.jpg

Figure 4

Artifacts

Project Scope Management Plan(Input):  This is an example of a scope management plan, on page 8 on the first artifact.  This document was created by a team of students, of which I participated, it was a plan to develop an ERP system for an organization

Meetings (Tools):  This tool can be meetings with stakeholders, managers, project sponsor, selected team members, employees, and clients.  Project teams may attend meetings to help develop the scope management plan.

 Scope Management Plan (Output):  Defines what should be done, validates what is completed, and controlled.  This benefits the project by providing guidance and direction on how scope will be managed during the project.

Click here to download Artifact 5.1.1 Project Management Scope Plan.docx

Click here to download Artifact 5.1.2 Communication Tools.docx 

Click here to download Artifact 5.1.3 Project Scope Management Plan.docx 

5.2 Collect Requirements

Collect Requirements is the process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives.  The key benefit of this process is that it provides the basis for defining and managing the project scope including product scope.  The inputs, tools and techniques, and outputs of this process are depicted in Figure 5.

figure 6 inputs, tools & techniques, outputs to collect requirements.jpg

Figure 5

Artifacts

Stakeholder Register (Input): This stakeholder register was part of a project during a class, PGMT 611, I was part of that team.  The Stakeholder Register is listed on page 4 of this document.

Interviews (Tools & Techniques): Is a formal or informal way of exchanging information between the stakeholders and yourself.  Sometimes the interview calls for questions and answers about the project, other times it is questions on how will this project affect the stakeholders.  This document is about those exchanges of information, who should receive that information and how often.

 WBS (Output): This WBS is an output document because it meets the project requirements, it describes the actions that the project needs to meet.  This document shows the steps of a project that a team prepared for an assignment I worked on.

 Click here to download Article 5.2.1.docx

Click here to download Artifact 5.2.2 Interviews.docx

 Click here to download Artifact 5.2.3 WBS.docx

5.3 Define Scope

Define Scope is the process of developing a detailed description of the project and product.  The key benefit of this process is that is describes the product, service, or result boundaries by defining which of the requirements collected will be included in and excluded from the project scope.  The inputs, tools and techniques, and outputs of this process are depicted in Figure 6.

figure 7  inputs, tools & techniques, outputs to define scope.jpg

Figure 6

Artifacts

Project Charter (Input):  This is a document that was created at the beginning of one of my classes, PGMT 612.  A project charter is a document which begins or formerly authorizes the existence of a project.  This document now gives a Project Manager authority to use company resources for project activities.(POMBOK)

Expert Judgment (Tools & Techniques):  Many times we would like to use past experience for estimating costs for a project, to have realistic numerical estimates for our project timelines.  I chose this document because expert judgement isn't always about numbers, it  could be just knowledge about a subject.  This document is about talking to people in a counseling session or coaching.  Some people seem to do what everyone else is doing, but others may need just a nudge to do more because they want to be accepted.  A positive word of encouragement or listening to them may be beneficial latter to future projects.

Project Scope Statement (Output):  This is the description of the project scope, it's major deliverables, assumptions, and constraints.  This scope statement describes what needs to be done and what is required to create the deliverables for the project.

 Click here to download Artifact 5.3.1 Team-Charter.docx

 Click here to download Artifact 5.3.2 Coaching.docx

Click here to download Artifact 5.3.3 Project Scope Statement.docx

 

5.4 Create WBS

Create WBS is the process of subdividing project deliverables and project work into smaller, more manageable components.  The key benefit of this process is that it provides a structured vision of what has to be delivered.  The inputs, tools and techniques, and outputs of this process are depicted in Figure 7.

figure 8 create wbs.jpg

Figure 7

Artifacts

Requirements Documentation (Input):  Detailed requirements documentation must be used in projects to assist understanding what the needs are for the product being developed for the client.  This document is a Requirements list for the building of a project in a PGMT 614.

A (WBS) Work Breakdown Structure (Tools & Techniques):  A WBS is a communication tool which everyone involved in a project can view and understand what needs to be next, in construction it is a "Punch-List" and most see it as a "Things-To-Do" list of a project.

Bicycle WBS Dictionaries (Output): A document which provides detailed deliverable, activity, and schedule information about the information in he WBS.  The WBS dictionary supports the WBS by giving more information.

Click here to download Artifact 5.4.1 Requirements Template.docx 

Click here to download Artifact 5.4.2 Detail Bicycle WBS.docx

 Click here to download Article 5.4.3 WBS Dictionaries.docx

 6.0 Project Time Management

Project Time management is another key aspect of managing a project. As such, it is considered to be a core knowledge area, and is closely knit to scope and cost areas. The main purpose of this knowledge area, as it name suggests, is to build processes and outputs into the project that assist the manager and team to complete the project in a timely manner.  The following Project Time Management processes are used in this process group:

6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Resources
6.5 Estimate Activity Duration
6.6 Develop Schedule

 6.1 Plan Schedule Management

Plan Schedule Management is the process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.  The key benefit of this process is that it provides guidance and direction on how the project schedule will be managed throughout the project.  The inputs, tools and techniques, and outputs of this process are depicted in Figure 8.

figure 9 inputs, tools & techniques, outputs to create wbs.jpg

Figure 8

Artifacts

Integrated Risk Control Plan (Input):  This is a Project Management Plan for a class project that I participated.  This is a plan that describes a component of a project, program, or portfolio management plan that describes how risk management activities will be structured and performed.  Many time this will show the probability of such risks.

Expert Judgement (Plan Schedule Management Essay):  Discussion on crashing a project and its advantages, but it come with costs.  This technique is used to shorten the time of a project, this usually adds resources to one or more critical path activities.

Bicycle Project Schedule (Output):  This schedule management plan details the proposed schedule.

 Click here to download Artifact 6.1.1 Integrated Control of Risk.docx

Click here to download Artifact 6.1.2 Crashing Technique.docx 

Click here to download Artifact 6.1.3 Bicycle Project Schedule.docx

6.2 Define Activities

Define Activities is the process of identifying and documenting the specific actions to be performed to produce the project deliverables.  The key benefit of this process is to break down work packages into activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work.  The inputs, tools and techniques, and outputs of this process are depicted in Figure 9.

figure 10  inputs, tools & techniques, outputs to  define activities.jpg

Figure 9

Artifacts

Scope Baseline (Input):  The Scope Baseline is the approved version of a scope statement, WBS, and the WBS Dictionary.  This can be changed during a project, which is changed through formal change control practices.  This is a part of the project management plan.

Value Analysis (Tools & Techniques): Value (Variance) Analysis is a technique used to determine the cause and degree of difference between the baseline (EV) and actual performance (AV).  The numeric values are inserted into a program, such as Excel, and then used to create a chart which then gives a visual representation of where the project is in its processes. 

WBS Dictionary (Output):  This activity list describes the activity to be performed, detail of the scope of work to be performed, activity identifier, activity description, and  work to be performed.  This is so that the team will have an understanding of what is supposed to be done on this stage of the project.

Click here to download Artifact 6.2.1 Scope Baseline.docx 

Click here to download Artifact 6.2.2 Deliverable Value Analysis Reporting.docx 

Click here to download Artifact 6.2.3 Activity List (WBS) Dictionary.docx

6.3 Sequence Activities

Sequence Activities is the process of identifying and documenting relationships among the project activities.  The key benefit of this process is that it defines the logical sequence of work to obtain the greatest efficiency given all project constraints.  The inputs, tools and techniques, and outputs of this process are depicted in Figure 10.

figure 11  inputs, tools & techniques, outputs to  sequence activities.jpg

Figure 10

Artifacts

WBS Dictionary (Activity List):   This Includes an activity identifier, a scope of work description for each activity so that those performing the work understand what is required of the activity. 

Project Dashboard (Tools & Techniques): This is a high-tech reporting tool that updates where the project is for everyone to see.  There are a few different types, which the essay describes, and they are created with their audience in mind.  This is an Agile High-Tech Information Radiator.  It takes time to build, but it organizes the work effort and helps to inform all concerned about the work-flow and where the project is at that time.

Stage Gate Plan (Output): Stage Gate/Phase Gate is a structured to review, evaluate, and document outcomes in each project phase.  This also provides management with information to guide resource development toward strategic goals.

Click here to download Artifact 6.3.1 WBS Dictionary.docx

 Click here to download Artifact 6.3.2 Project Reporting Dashboard.docx

Click here to download Artifact 6.3.3 Stage Gate Plan.docx 

6.4 Estimate Activity Resources

Estimate Activity Resources is the process of estimating the type and quantities of material, human resources, equipment, or supplies required to perform each activity.  The key benefit of this process is that it identifies the type, quantity, and characteristics of resources required to complete the activity which allows more accurate cost and duration estimates.  The inputs, tools and techniques, and outputs of this process are depicted in Figure 11.

figure 12 inputs, tools & techniques, outputs to estimate activity resources.jpg

Figure 11

Artifacts

Risk Register (Input):  A risk register contains information that will aid in assessing risks and it prioritizes those risks.  Many times this could be changed during the process of a project, as unforeseen risks can develop.

Risk Management Plan (Tool & Techniques):  This is a tool which assigns roles and responsibilities, provision for risk management activities in the budget, schedule, and categories of risk.  Categories of risk is sometimes expressed as a risk breakdown schedule (RBS).

Risk Breakdown Structure (Output):  The Risk Breakdown Structure is a hierarchical structure of resources by category and resource type.  Some examples of resources are: laborers, material, equipment and supplies.  Resource types may include skill-level or some other kind of appropriate information related to the project.

Click here to download Artifact 6.4.1 Risk Register.docx 

Click here to download Artifact 6.4.2 Communication and scope.docx

Click here to download Artifact 6.4.3 Risk Breakdown Structure Chart.docx

6.5 Estimate Activity Durations

Estimate Activity Durations is the process of estimating the number of work periods needed to complete individual activities with estimated resources.  The key benefit of this process is that it provides the amount of time each activity will take to complete.  The inputs, tools and techniques, and outputs of this process are depicted in Figure 12.

figure 13 inputs, tools & techniques, outputs to estimate activity durations.jpg

Figure 12

Artifacts

Identified Risk List (Input): This is a Risk-list of the activities of a project, it just states some of the things that can go wrong with this project.  Also a part of this list is the budgeted amount for each activity.

Expert Judgement and Comparative Estimates (Tools & Techniques): This is an essay on estimating costs using expert judgement and comparative estimates. 

Project Document Update (Output):  This is a changed budget due to adding something to the product, which added additional cost to the project. It is just a simple chart depicting the changes in the budget for this activity. 

Click here to download Artifact 6. 5.1 Risk Activity List.docx 

Click here to download Artifact 6.5.2 Expert Judgement and Comparative.docx

Click here to download Actifact 6.5.3 Budget Change.docx

6.6 Develop Schedule

Develop Schedule is the process of analyzing activity sequences, duration, resource requirements, and schedule constraints to create the project schedule model.  The key benefit of this process is that by entering schedule activities, duration, resources, resource availability, and logical relationships into the scheduling tool, it generates a schedule model with planned dates for competing project activities.  The inputs, tools and techniques, and outputs of this process are depicted in Figure 13.

figure 14  inputs, tools & techniques, outputs to develop schedule.jpg

Figure 13

Artifacts

Project Schedule Network Diagrams (Input):  This is part of a homework assignment which depicts a network diagram and states the critical path.  It also shows the ES, LS, LS, and LF times as well. 

Critical Path Method (Tools & Techniques):  A method used to determine the minimum amount of for a project to be completed.  Using the Project Schedule Network Diagram, the activities with zero slack-time is the critical path. any time lost in these activities means the schedule is going to be off.  This path would tell a Project Manager where a delay, or where adding resources could compress the schedule as well.

Project Management Update (Output): Change Request form is an output which changes the scope of the project.  Changes to the scope of a project usually adds cost to a project.

Click here to download Artifact 6.6.1 Project Schedule Network Diagram.docx 

Click here to download Artifact 6.6.2 Critical Path Method.docx

Click here to download Artifact 6.6.3 Change Request Form.docx

7.0 Project Cost Management

Project Cost Management includes the processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling cost so that the project can be completed within the approved budget.  Project Cost Management is primarily concerned with the cost of the resources needed to complete project activities. The following Project Cost Management processes are used in this process group:

7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget

 

7.1 Plan Cost Management

Plan Cost management is the process that establishes the policies, procedures, and documentation for planning, managing, expending, and controlling project costs.  The key benefit of this process is that if provides guidance and direction on how the project costs will be managed throughout the project.  The inputs, tools and techniques, and outputs of this process are depicted in Figure 14

figure 15 inputs, tools & techniques, outputs to plan cost management.jpg

Figure 14

Artifacts

Probability and Impact Matrix (Organizational Process Asset):  This is an organizational process plan regarding plans, processes, procedures, and knowledge-base specific to being used to perform organizational business.  This can include any artifact, practice, lessons learned, and historical information.  In this case, it is part of the monitoring and controlling plan from a project I worked on during a class.

Lessons Learned (Tools & Techniques):  This is an example of a Lessons Learned document, that I wrote at the beginning of Project Management courses.  Lessons learned is knowledge gained during the processes of a particular project.  It becomes part of the historical documents and should be used to help Project Managers to perform better in the future. 

Budget (output):  The approved estimate for a project or any WBS component or any schedule activity, this is often changed or modified during a project.  This was a budget that was prepared for a team assignment, to analyze the different costs between two choices the college computer system could be deciding.  They were to choose between a computer system that was managed on-site or to use a cloud-based system.

 Click here to download Artifacts 7.1.1 Probability and Impact Matrix.docx

Click here to download Artifact 7.1.2 Lessons Learned.docx

Click here to download Artifact 7.1.3 Budget.docx

7.2 Estimate Costs

Estimate Costs is the process of developing an approximation of the monetary resources needed to complete project activities.  The key benefit of this process is that if determines the amount of cost required to complete project work.  The inputs, tools and techniques, and outputs of this process are depicted in Figure 15

figure 16 estimate costs.jpg

Figure 15

Artifacts

Human Resource Management Plan (Input): Part of the Project Management Plan which describes how the roles and responsibilities, reporting relationships, and staff will be addressed and structured.

Estimating Techniques (Tools & Techniques): This is an essay assignment that I wrote on several different common estimating techniques.  Estimating costs process is very important to approximate the monetary resources needed to complete all the project activities.

Activity Cost (Output): This is a budget for a project that was done during a class project.  The compression cost is highlighted in the budget and the cost is shown in the budget.

Click here to download Artifact 7.2.1 Human Resource Plan.docx

 Click here to download Artifact 7.2.2 Estimating techniques.docx

Click here to download Artifact 7.2.3 Stakeholder Report for Procurement Compression Cost.docx 

7.3 Determine Budget

Determine Budget is the process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline.  The key benefit of this process is that it determines the cost baseline against which project performance can be monitored and controlled.  The inputs, tools and techniques, and outputs of this process are depicted in Figure 16.

figure 17 inputs, tools & techniques, outputs to determine budget.jpg

Figure 16

Artifacts

Risk Register (Input): A risk register is a document where the risks and responses are recorded.

Trade-off techniques (Tools & Techniques): During an assignment, we were asked to research trade-offs, mentioned in section d 3.3.1 Analytic Hierarchy Process.  This essay is about that technique, I found it noteworthy to mention here.

Change Request Form (Output):  A formal document which modifies the project documents, deliverables, or baseline.  This document must be signed by the Project Manager (or responsible alternative) and the client.

Click here to download Artifact 7.3.1 Risk Register.docx

  Click here to download Artifact 7.3.2 Project Trade-Offs.docx

Click here to download Artifact 7.3.3 Change Request Form.docx

 

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