❖ Controlling processes--ensuring that project objectives are met by monitoring and measuring progress and taking corrective action when necessary
❖ Closing processes--formalizing acceptance of the Dec.p20r01oject or phase aWnandjun bJIArNinG gGiSnMgPKitU to an orderly end
❖ Activity sequencing: identifying and documenting interactivity dependencies
❖ Scope definition: subdividing the major project deliverables into smaller, or manageable components
❖ Activity definition: identifying the specific activities that must be performed to produce the various project deliverables
Wanjun JIANG GSM PKU
Planning processes
❖ Core process
Scope planning
Activity Def.
Activity sequencing
Scope Def.
Resource planning
❖ Facilitating process
Duration estimating
❖ The processes above are subject to to frequent iterations prior to competing the plan. For example, if the initial completion date is unacceptable, project resources, cost, or even scope may need to be redefined. In addition, planning is not an exact science--two
Initiating process
❖ The formal initiating links the project to the ongoing work of the performing Org.
❖ Inputs: product description; strategic plan; project selection criteria; historical information
Initiating processes
Controlling processes
Executing processes
Dec. 2001
Closing processes
Wanjun JIANG GSM PKU
❖ Initiating processes--recognizing that a project or phase should begin or and committing to do so
❖ Planning processes--devising and maintaining a workable scheme to accomplish the business need that the project undertaken to address
❖ Executing processes--coordinating people and other resources to carry out the plan
Cost estimating
Schedule development
Cost budgeting
Project plan development
Quality planning
Communications
Risk
planning
identification
Risk quantification
Risk response development
Dec.O2r0g0a1nizational planning
Staff Wanjun JIANGProGcSuMremPKeUnt来自acquisition
planning
Solicitation planning
❖ Planning is of major importance to a project because the project involves doing something which has not been done before.
❖I. Project management process
Dec. 2001
Wanjun JIANG GSM PKU
Project Management Process
❖ Arrows represent flow of documents and documentable items
Planning processes
❖ Tools and techniques: project selection methods; expert judgement
❖ Outputs: project charter; project
manager identified/assigned; constrains;
assumptions Dec. 2001
Dec. 2001different teamWsanjucn JoIAuNGldGSgM ePKnUerate very different plans for the same project.
❖ Scope planning: developing a written scope statement as the basis for future project decisions