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 process flow diagram shown in Figure 3-1 provides an overall summary of the basic flow and interactions among process groups and specific stakeholders Also note that the Monitoring and Controlling process group overlaps the other process groups
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Initiating Process Group
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As you might imagine, the Initiating process group should be the first in the series of process group activities and consists of those processes performed to define a new project or a new phase of an existing project This process group is focused on obtaining authorization to start the project or phase The Initiating process group includes only two processes:
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Develop project charter Identify stakeholders
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The project manager should be assigned as early in the project life cycle as possible, either during or shortly after the project charter is written because this is when things can go well if the PM is represented or can go wrong if a PM is not assigned Note that some projects are only authorized or funded (budgeted) for one phase, such as a feasibility study or concept phase, to determine whether the project is appropriate and will provide the correct solution to meet the business need or solve the problem that needs to be resolved by the project You have probably seen a project charter in one form or another and may not have realized it The charter can come in many different flavors/forms It can be formal (such as a contract), informal (such as a phone call from your boss or customer), or in writing (such as an e-mail or memo) If at all possible, it is best if you can get it in writing even if only in an e-mail Some additional examples are provided in the following list (additional details can be found in 4):
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Informal A work order or service order/request to upgrade a computer system, thus changing the scope of the project Informal An e-mail from your boss telling you to get a team together and fix a design problem on a software application Formal A written contract for any product, service, or result (an example of a result would be a project to consolidate work to decrease production costs by 10 percent) Formal A statement of work (SOW), service agreement (SA), project change request (PCR), service request (SR), or request for service (RFS) to modify or change a project
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Project statement of work Business case Contract Project Initiator or Sponsor Initiating Process Group Stakeholder register Stakeholder management strategy Procurement documents
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Project charter
Organizational process assets Enterprise environmental factors
Planning Process Group
Enterprise/ Organization Teaming agreements
Project Documents
Project management plan
Monitoring and Controlling Process Group
Resource calendars
Make-or-buy decisions Source selection criteria
Customer
Requirements
Executing Process Group
Final product, service or result
Seller proposals Procurement contract award Closing Process Group
Approved Change Requests Quality Control Measurements Performance Reports Deliverables Change requests Work performance information Selected sellers
Sellers
Accepted deliverables Procurement documentation
NOTE: The darker dotted lines represent relationships between Process Groups; the lighter dotted lines are external to the Process Groups
Figure 3-1
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)
Project Management process interactions (Project Management Institute A Guide to the
3: Project Management Process Groups
Identify Stakeholders
The Identify Stakeholders process is the first in the Project Communications Management knowledge area and is extremely important within the Initiating process group As mentioned in 2, stakeholders can be anyone who is positively or negatively impacted by the project It is the project manager s responsibility to identify the stakeholders of the project Additional details on this process are provided in 10 of this book
Manageable Phases
It is common (or should be) to divide projects into separate manageable phases Identifying stakeholders and knowing their expectations for the different phases of the project makes the phases more manageable Repeating the initiating processes at the start of each phase helps keep the project team focused on the key deliverables for each project phase This doesn t mean creating or obtaining a new project charter at the beginning of each phase but means ensuring you have authorization to proceed to the next phase of the project
Setting and verifying key measurements and jointly determining project success criteria with key stakeholders will help ensure project success The success criteria once documented, approved, and communicated provide key indicators of the health and progress of the project and will help you manage the primary project constraints more effectively An example of a success criteria is having an events center facility fully set up, tested, and ready to host a concert prior to curtain up time
It is also important to involve the customers and other key stakeholders identified in the Initiating process group as it generally improves the probability of shared ownership, deliverable acceptance, and customer/stakeholder satisfaction
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