vb.net barcode scanner programming 3: Project Management Process Groups in Software

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3: Project Management Process Groups
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The five process groups are briefly described as follows:
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Initiating process group
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Defines and authorizes the start of a project or a phase
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Planning process group Establishes the scope of the project, refines the objectives, and defines the course of action required to attain the objectives of the project Executing process group work of the project Integrates people and other resources to complete the
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Monitoring and Controlling process group Includes those processes required to track, review, and regulate the progress and performance of the project and identify areas where changes or corrective action needs to be taken to meet project objectives Closing process group Includes those processes performed to finalize all activities across all process groups to formally close the project or phase
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If you are planning to take the PMP exam, it is important to note that the questions on this exam align with the five process groups and not the knowledge areas (as in the past) The reason for this, in my opinion, is that it is more important to know when a process should occur relative to the five process groups rather than which knowledge area it happens to fall into
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Process groups provide a logical sequence of events rather than simply grouping processes into their area of knowledge For example, Identify Stakeholders is one of the Project Communications Management knowledge area processes However, it is extremely important to initiate this process early in the project management life cycle, which is why it is grouped in the Initiating process group This can be a bit confusing because all the PMI-recognized processes are associated with their respective knowledge areas and the processes are grouped in one of the five process groups (see Mapping Processes to Knowledge Areas and Process Groups later in this chapter for more details)
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Do most project managers use process groups to manage real-world projects Project managers frequently make use of these process groups and knowledge areas instinctively and may not even realize they are doing so Even experienced project managers without formal training use these process groups and often could not tell you what the process groups are called
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PMP Certification: A Beginner s Guide
For example, this was evident when my daughter started planning her wedding Even though she has no formal PM training (although I like to think there was some learning by osmosis from living with me for so many years), she instinctively sat down and wrote out her idea of the perfect wedding, thus initiating the project (in project management terms we call this developing the project charter, which is the first process in the Initiating process group) Her documented view of the wedding set up the criteria/requirements to be met for this project to be successful These requirements were the input to the project charter and to the scope statement Next, my daughter and her fianc put together a list of participants, who they wanted as attendants, who they wanted to preside over the ceremony, and their invitation list In doing so, they identified the stakeholders, which is the second process under the Initiating process group Not even realizing it, my daughter had just completed the first process group of any project (initiating) Next, she approached my wife and me to negotiate the size of the wedding and preliminary budget Her estimated number of attendees came to 200 Based on her expectations and research, she was able to provide a best-guess estimate of the cost This is known as a rough order of magnitude (ROM) cost estimate, which is one of the processes in the Project Cost Management knowledge area under the Planning process group Once my wife and I reviewed the estimate and were convinced my daughter and her future husband were serious about keeping the budget reasonable without us having to take out a second mortgage on our home, we all agreed This became our formally accepted project charter (even though we didn t call it that) With the charter and the budget estimate in hand, we officially authorized the project to begin We emphasized that the check she received represented an agreement, and if they overspent the budget, the extra cost would be out of their pocket If they spent less than the budgeted amount, she and her new husband could apply any leftover dollars to their honeymoon (which is exactly what they were able to do) Establishing a budget and issuing the check for the total wedding up front turned out to be a great idea because it kept my wife and me from being involved in every little detail and from having to negotiate for each item along the way This approach also kept my daughter from feeling guilty about the cost of a particular item (such as the wedding dress or the cake) because she had the decision to make and the budget to manage Talk about a lesson learned (a key project management principle)! I highly recommend this approach for all parents of a bride because it really instills a sense of ownership in the wedding project and forces the bride and groom to manage their budget well or suffer the consequences I must admit the credit for this great idea goes to one of my PM students at Colorado State University (CSU) who was going through planning her own wedding during the time she was taking a project management fundamentals class We actually used her wedding as a team project during this eight-week class It was great to see even the older men in the class take such an active role in helping plan her wedding, using all the project management processes and knowledge areas as we discussed them in class The bride was able to use the work of the team to make her wedding project a complete success, and the class had fun as a team working the project
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