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This group consists of processes performed to establish the total scope of the project, to define and refine objectives, and to develop the course of action required to attain the approved objectives The planning processes make up almost half (20 of 42) of the PMBOK processes and help the project manager develop the project management plan and documents that will be used to carry out the project As you would imagine, the processes grouped into the Planning process group occur early in the project life cycle when there are many unknowns The risk for failure is increased if the planning processes are not performed, are unclear, or not communicated properly Figure 3-2 helps clarify the interaction of the different planning processes included in the Planning process group The reference number shown at the top of each process box maps to its chapter and section of the PMBOK
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Project Time Management Project Scope Management 51 Collect Requirements 61 Define Activities 63 Estimate Activity Resources
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52 Define Scope
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62 Sequence Activities
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64 Estimate Activity Durations
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Project Cost Management 71 Estimate Costs
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53 Create WBS
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65 Develop Schedule
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72 Determine Budget
Project Procurement Management 121 Plan Procurements
Project Integration Management 42 Develop Project Management Plan
Project Quality Management 81 Plan Quality
Project Human Resource Management Project Risk Management 111 Plan Risk Management 113 Perform Qualitative Risk Analysis Project Communications Management 102 Plan Communications 91 Develop Human Resource Plan
112 Identify Risks
114 Perform Quantitative Risk Analysis
115 Plan Risk Responses
The dashed circular arrow indicates that the process is part of the Project Integration Management Knowledge Area This Knowledge Area coordinates and unifies the process from other Knowledge Areas
Figure 3-2
Planning process group (Project Management Institute A Guide to the Project Management Body of Knowledge [PMBOK Guide] Fourth Edition, Project Management Institute, Inc, 2004 Copyright and all rights reserved Material from this publication has been reproduced with the permission of PMI)
3: Project Management Process Groups
Ask the Expert
Q: A:
Does the project manager really need a project management plan if the project has been done before Yes, the PM should have a documented and approved project plan to serve as a guide to how the project is to be managed, to help ensure the accountability and audit readiness of the project, and to help ensure success The plan can later be refined into an operations guide for repeat projects In either case, you need a documented plan to guide the work of the project For example, let s say you are working on the event changeover project for a large convention center and the requirements for the next event are to set up a rodeo Because this project has been done before, you begin the process by setting up the usual corrals, gates for bull and bronco riders, and so on Then you hear over lunch that this is a 4-H Special Olympics rodeo, and the main events are goat roping and mutton busting there will be no bulls and broncos You ve just lost several hours if not days of setup time and money because you didn t fully understand the requirements
Poor planning and lack of project management discipline are two common reasons for project failure Therefore, it is essential to develop a solid project plan and to work the plan (don t just let it collect dust in a desk drawer or in your briefcase) The iterative multidimensional nature of project management creates an atmosphere for repeated input and feedback loops for further consideration and analysis Remember, everyone likes to make informed decisions, and the more information you can provide, the better the chances of hitting the target
Success is not possible unless you plan first and then verify, verify, verify the scope and deliverables of the project
The Planning process group is all about revisiting one or more of the planning processes and possibly some of the initiating processes in a progressive fashion to ensure the requirements are clear and communicated properly and the work of the project is in line with the scope and deliverables to be provided by the project This iterative progression detailing of the project management plan is often called rolling wave planning, which means you keep coming back and checking for the ripple effect in other words, when you identify a risk or make a change to the project, you are likely to affect something else and will need to update scope, budget, or schedule along the way
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