Study Guide Questions and Answers

Section 1
1.1 Define the following in your own words:

Project: Planned set of interrelated tasks to be executed over a fixed period and within
certain cost and other limitations.

Project management: The application of knowledge, skills, tools, and techniques to

project activities to meet the project requirements.

1.2 List and explain the ten project management knowledge areas:
• Project integration management: The knowledge area which is devoted
to identify and define the work in the project is known as the
integration management. This knowledge area deals also with
efficiently integrating changes into the project.

• Project scope management: This knowledge area deals with defining

the project scope, project requirement scope, project work, making the
work breakdown structure, making the scope baselines and managing
the scope of the project. This is one point where you can plan the ways
of keeping the project within the established boundaries.

• Project time management: The project managers estimate the duration

of the tasks in this knowledge area. This is where he/she sequences the
tasks and chooses the number of resources required to achieve the
objective of the project. Schedule is monitored and managed here in
this area to keep the project on the track.

• Project cost management: Budget baseline is established and costs are

estimated in this knowledge area. The plan to manage the costs is
categorised in the cost management knowledge area too.

• Project quality management: There are three processes in project

quality management, the knowledge area where the quality
 requirements for project deliverables are planned and tracked. In this
area, all the quality issues are monitored and fixed.

• Project human resources management: This knowledge area, which is

the HR management of the project, comprises of the processes very
essential to define the ways human resources will be utilised,
developed, acquired and managed.

• Project communications management: Communications management

is the knowledge area that defines how communications within the
project will work. In these processes, the project manager makes the
communication management plan, ensures the plan is followed, and
controls information flow within the project.

• Project risk management: Project risk management consists of

identifying risks, planning risk management, conducting risk
assessments, and controlling risks. This knowledge area has six
processes in it. The area concentrates on identifying, analysing, planning
responses to both ‘threat risks’ (negative) and ‘opportunity risks’
(positive).

• Project procurement management: This knowledge area deals with the

processes which project managers usually follow to acquire required
material for the successful completion of the project. In this knowledge
area, project managers come up with the plan for conducting
procurements, controlling the procurements and closing out the
procurements.

• Project stakeholder management: Project stakeholder management

area encompasses all the processes which is used by a project manager
for recognising and satisfying the ones who are affected by the project.
The affected party can either be internal or external in nature. You can
pay close attention to those stakeholders who can have a powerful
positive or negative impact on the project.
1.3 Name and explain the five key project management processes (phases)
 Project initiation phase – a project is formally started, named and defined
at a broad level during this phase. Project sponsors and other important
stakeholders due diligently decide whether or not to commit to a project.
Depending on the nature of the project, feasibility studies are conducted.
Or, as it may require, in an IT project – requirement gathering and analysis
are performed in this phase. In the construction industry a project charter is
completed in this phase.

 Project planning phase – a project management plan is developed

comprehensively of individual plans for – cost, scope, duration, quality,
communication, risk and resources. Some of the important activities that
mark this phase are making WBS, development of schedule, milestone
charts, GANTT charts, estimating and reserving resources, planning dates
and modes of communication with stakeholders based on milestones,
deadlines and important deliveries. A plan for managing identified and
unidentified risks is determined as this may affect aspects of a project later
on. Risk management planning includes: risk identification and analysis, risk
mitigation approaches, and risk response planning.

 Project execution phase – a project deliverable is developed and

completed, adhering to a mapped-out plan. A lot of tasks during this phase
capture project metrics through tasks like status meetings and project
status updates, other status reports, human resource needs and
performance reports. An important phase as it will help you understand
whether your project will be a success or failure.

 Project monitoring and control phase – occurring at the same time as the
execution phase, this one mostly deals with measuring the project
performance and progression in accordance to the project plan. Scope
verification and control occur to check and monitor for scope creep, change
control to track and manage changes to project requirement. Calculating
key performance indicators for cost and time are done to measure the
 degree of variation, if any, and in which case corrective measures are
determined and suggested to keep a project on track. To prevent project
failure, consider why projects are likely to fail and the ways to prevent
failure.

 Project closure phase – a project is formally closed. It includes a series of

important tasks such as delivering the product, relieving resources, reward
and recognition to the team members and formal termination of
contractors in case they were employed on the project.

(Petterman, 2016)

1.4 Which organisation structure is also known as the traditional

organisation structure and why?
The functional organisation structure is also known as the traditional
organisation structure, because this structure is based on the subdivision of
product lines or disciplines into separate departments, together with a vertical
hierarchy of responsibility and authority.

1.1 Explain the 5 steps when using the project spiral method
 Step 1: The scope of work is developed to define the deliverables required,
as outlined in the project charter and business case.
 Step 2: The project build-method and CPM analysis are developed to
produce the project schedule Gantt chart and meet the project completion
date.
 Step 3: The procurement process checks the materials and components can
be delivered to meet the early start of all the activities.
 Step 4: The resource process analyses the resource histograms using the
project schedule.
  Step 5: The project cash flow analyses the availability of funds to match the
project expenditure.

Study Unit 2 – Answers to exercises

2.1 Define the following in your own words:

Project life cycle: Subdivides a project into a number of sequential phases. A phase
consists of a number of related activities that come together to produce a specific
deliverable. A project life cycle consists of strategy phases, project phases and
operational phases.

Project phase: A collection of logically related project activities that culminates in the completion of
one or more deliverables.

2.2 Explain the purpose of a business case.

The business case outlines the corporate strategy indicating how to solve the
problems, requirements and opportunities with a number of proposals. The business
case seeks to justify the use of resources to pursue each course of action.

2.3 Define the following concepts in your own words:

Feasibility study: A process conducted to assess if the project can be performed
according to the requirements, with the effective use of resources and within the defined
constraints.

Project Charter: The document that outlines the purpose of the project and how it should
be managed.

Specification: A document that specifies, in a complete, precise, verifiable manner, the

requirements, design or other characteristics of a system, component, product, result
or service, and the procedures for determining whether these provisions have been
satisfied.

Build-method: Outlines how to make the project with the facilities available.

Commissioning: The advancement of an installation from the stage of static completion to

full working order and achievement of the specified operational requirements.

Deliverable: Any distinct, unique and verifiable product, result or capability which a
project phase produces that combine with other deliverables to produce the project’s
main deliverable.

Study Unit 3 – Answers to exercises

3.1 Explain how to create a WBS
The output of the WBS development process might seem simple: a short
document with a list of deliverables. To create it, however, you need a
thorough understanding of the project’s scope, your team’s capabilities, and
your stakeholders’ requirements.

Here’s a process for creating a WBS from scratch.

Understand the project’s scope

The WBS is one of the key documents created at the end of the ‘Planning’ phase.

Before you can create it, however, you need a thorough understanding of the
project’s scope and objectives.

Chiefly, you need two things:

Project scope statement to understand the project’s scope in detail.

Project scope management plan to understand how to deal with changes to the
project’s scope (which will affect your deliverables).
You’ll want to refer to your project charter to develop the scope statement and scope
management plan.

The output of the entire WBS development process is as follows:

Work breakdown structure

- WBS dictionary

- Scope baseline

Determine Major Deliverables

Once you have an understanding of the project scope, start the WBS
development process by figuring out the key deliverables. For example, if your
goal is to ‘build a house’, you might have the following three broad deliverables
at Level 2:

There are two heuristics you can follow for determining major deliverables at the 2nd level:

- Each deliverable must be essential to the success of the project. For

example, you can’t build a house without a foundation, exterior, or interior.

- Each deliverable should be the responsibility of an independent team. In

the above example, the team responsible for laying the foundation won’t be the
same as the team building the interiors.
Determine Work Packages

A work package, as you learned above, is a deliverable at the lowest level of a

WBS. In a typical 3-level WBS, determining work packages would be the next
step after identifying major deliverables. This is one of the most important
parts of the WBS development process and one that will require extensive
input from your project team and stakeholders. Your goal is to pick a major
deliverable, then identify all the work necessary to complete it. This work
package must be:

Independent: The work package must be mutually exclusive and have no dependence
on other ongoing elements.

Definable: The work package should have a definite beginning and end, and should be
understood by all project participants.

Estimable: You should be able to estimate the work package's duration and resource
requirements.

Manageable: The package must represent a ‘meaningful unit of work’, i.e. it

must accomplish something concrete, and can be assigned to an individual or
team. It should also be measurable.

Integratable: The package must integrate with other elements to create the parent level.

Adaptable: Ideally, the package must be able to accommodate changes in scope as per
the project's requirements.

In case the work can’t meet the above requirements, you can decompose the WBS into
another level. There are a few heuristics you can follow for determining work packages:

- 8/80 rule: A common rule of the thumb is that each work package must be
no longer than 80 hours and no less than 8 hours in total length. If it is longer,
decompose it further. If it is shorter, think of going up by one level.
 - Reporting period: Another common rule is to limit each work package to a
single reporting period. If it takes longer than one reporting period (monthly,
weekly, etc.), to accomplish, decompose it further.
- Use nouns: You should be able to describe each work package with a noun or
an adjective. To break it down further, you’ll need to use verbs. For example, ‘bike
seat’ is a noun describing a work package. If you break it down further, you’ll need
to use verbs like ‘cut foam’, ‘stitch leather’, etc.

Create a WBS Dictionary

The WBS dictionary is a document that outlines the definition and scope of
each element contained in the WBS. It is a supporting document meant to help
incoming project teams understand each work package better. You don't
necessarily need a WBS dictionary, especially if the project is simple or limited
in scope. For complex projects with a lot of churn, however, the dictionary can
greatly improve clarity. Further, the WBS dictionary takes you one step closer
to creating the project schedule. You can often transplant details from this
dictionary straight to your project scheduling tool.
Here are a few details you can include for each item in the WBS dictionary:

- Work package ID (see the ID convention below)

- Work package name

- Work package description

- Assigned to (individual or team name)

- Department

- Date of assignment

- Due date

- Estimated cost.
The level of detail you want to include is entirely up to you.
Here's an example of a more simplified WBS dictionary with element ID, name, and
description:

A WBS dictionary helps project team members understand each element.

Use the Right WBS Format

Once you have all the work packages and WBS dictionary, it’s time to create the
WBS. There are several WBS formats you can follow. The simplest way to do
this is to create text-based hierarchical groupings. By convention, you use
numbers and decimal points to indicate the level of the element.
For example, the number 1.1.1.3 means that you’re referencing the 3rd element of
the 4th level of the WBS.
Thus, you might have a text-based WBS as follows:

Alternatively, you might use a more visual tabular structure as follows:

Another option is to create a flowchart:

Once you’ve made the work breakdown structure, share it with your team. Use it to get a
high-level overview of the project’s progress.

3.2 Use the following information and develop a network diagram,

calculate the forward pass and backward pass and activity float.
Give the critical path. Also draw a basic Gantt chart.

Activity Description Preceding activity Time

A Application approval None 1

 B Construction plans A 2

C Traffic study A 2

D Service availability check A 1

E Staff report B, C 3

F Commission approval B, C, D 2

G Construction F 10

H Occupancy E, G 1

Network diagram:

Forward pass, backward pass and float(slack)

ES ID EF

SL Description
LS Dur LF
ES – Early Start

EF – Early Finish

LS – Late Start

LF – Late Finish

SL – Slack/Float

Dur – Duration

ID – Activity

Critical path are those activities with NO slack/float = A, B, C, F, G, H

If I am late with any of those activities, my project will be late.

Gantt chart (assume work is taking place every day over weekends as well)

activity duration Slack/Float

3.3 What are the benefits of using project cash flow modelling techniques?
3.4 Do some research and explain the project management triangle, also
known as the triple constraints or project triangle.

The triple constraint is the combination of the three most significant restrictions on any
project: scope, schedule and cost.

The triple constraint is sometimes referred to as the project management

triangle or the iron triangle. In the typical triangular model, scope, schedule and
cost are constraints that form the sides of the triangle, with quality as the
central theme. (An alternative to the triangle, the project management
diamond, adds quality as the fourth side of the model and changes the central
theme to customer expectations.)

The three constraints are interdependent: None of them can be altered without
affecting one or both of the others. For example, if the scope of a project is
increased, it is likely to take longer and/or cost more. Likewise, an earlier
deadline is almost certain to either require more money or a less ambitious
scope.

The difficulty of satisfying expectations for all three constraints is sometimes

expressed as pick two: the concept that in any set of three desired qualities,
only two can be delivered. If, for example, clients want to keep the budget low,
the product is likely to take longer or be of lower quality. Only deliver lower
quality if the client agreed to it, otherwise never make a decision about any
constraint if it will have a negative impact on the quality.

Study Unit 4

Integration management involves seven processes.

The first of these processes is the development of the project charter. The project charter
initiates the project. This document authorises the project to get underway. Project
charters state the project objectives and name the project manager. It is usually no more
than one-page long.

The second process is the development of the preliminary scope statement. This
document will be revisited in the scope management element of PMBOK. The scope
statement defines what is and what is not a part of the project. Well-defined scope
statements will list all and only the work involved with a specific project.

The third process in integration management is the development of the project plan. The
project plan includes the project charter, the definition of the project, project objectives,
the project budget, the project schedule, the resources required for the project, the
approach, management plans, and the initial risk assessment.

The next process involved is the directing and monitoring of project execution. This is
when the project really gets underway. Items produced during this phase include the final
deliverable product. If the project is in IT, the deliverable will be the software program.

Fifth, project work must be monitored and controlled. One important aspect of this
process is change management. Requests for project change may be made during the
project life cycle. If these requests are not monitored and controlled, then the quality of the
project may be compromised. A team must be formed in order to oversee requests for
change and implementation of change. This process is closely related to the sixth: the
control of integrated change.

Finally, the project must be closed when it has been completed. Closing the project
involves reviewing the processes, successes and deficits that were encountered during the
project life cycle. During this phase, a lesson learned document is produced by the project
management team.

4.2 Example of a communication plan

Stakeholde Nature of Medium / Frequency Responsible
r (Whom) information Avenue (When) person
(What) (How) (Who)
Community:  Standard set of  Project Status  Weekly  Project
Potential information to Report to be Management
home address: published in local Team
owners  Progress newspapers and through the
Problems  City-s newsletter Project
 Intervention Community Office
mechanisms  Liaison Officer Administrator
 Community
Meetings
The  Standard set of  Project Status  Weekly  Project
Contractor information to Report through Quarterl Administratio
report on: local newspapers  y n
 Progress
 and  Office
Problems newsletter Community
 Intervention Project Liaison
mechanisms Manual Officers
 Funding process
Payment sequence


Project  Project Status  Project Status  Weekly  Project Office

Team Report Meetings 7 days Administrator
 Problems and  Project  prior to s
difficulties at Organisation the next  Office
construction site  Chart Paper- meeting Administratio
 Budget, time and based Weekly n

quality related communication  As often Project
issues e.g. written as Manager and
 Funding  minutes of the Office
 possible
Project issues meetings Administrator
 against the  Project Manual
Project Work Plan E-Mail
Dept. of  Progress Report  Formal Written  Weekly  Project
Housing Overall Progress Reports Manager
 Problems through the
Risks and Project
 Contingency Office
Plans Administrator
Financial
 Accountability
Quality Assurance
 Human Resources
and
Labour related
  issues

4.3 Why identify and analyse stakeholders and their interests?

The most important reason for identifying and understanding stakeholders is that it allows
you to recruit them as part of the effort. The Community Tool Box believes that, in most
cases, a participatory effort that involves representation of as many stakeholders as
possible has a number of important advantages:

• It puts more ideas on the table than would be the case if the development
and implementation of the effort were confined to a single organisation or to a small
group of like-minded people.

• It includes varied perspectives from all sectors and elements of the

community affected, thus giving a clearer picture of the community context and
potential pitfalls and assets.

• It gains buy-in and support for the effort from all stakeholders by making
them an integral part of its development, planning, implementation, and evaluation.
It becomes their effort, and they’ll do their best to make it work.

• It’s fair to everyone. All stakeholders can have a say in the development of
an effort that may seriously affect them.

• It saves you from being blindsided by concerns you didn’t know about. If
everyone has a seat at the table, concerns can be aired and resolved before they
become stumbling blocks. Even if they can’t be resolved, they won’t come as
surprises that derail the effort just when you thought everything was going well.

• It strengthens your position if there’s opposition. Having all stakeholders on

board makes a huge difference in terms of political and moral clout.

• It creates bridging social capital for the community. Social capital is the web
of acquaintances, friendships, family ties, favours, obligations, and other social
currency that can be used to cement relationships and strengthen community.
 Bridging social capital, which creates connections among diverse groups that might
not otherwise interact, is perhaps the most valuable kind. It makes possible a
community without barriers of class or economics, where people from all walks of
life can know and value one another. A participatory process, often including
everyone from welfare recipients to bank officers and physicians, can help to create
just this sort of situation.

• It increases the credibility of your organisation. Involving and attending to

the concerns of all stakeholders establishes your organisation as fair, ethical, and
transparent, and makes it more likely that others will work with you in other
circumstances.

• It increases the chances for the success of your effort. For all of the above
reasons, identifying stakeholders and responding to their concerns makes it far more
likely that your effort will have both the community support it needs and the
appropriate focus to be effective.

Risk Management Plan for climbing Mount Kilimanjaro

No Risk P S F Response
Problem solving and the need for problem solving in project management
Some problems are small and can be resolved quickly. Other problems are large and may
require significant time and effort to solve. These larger problems are often tackled by
turning them into formal projects.

"A project is a problem scheduled for solution."

- Joseph M. Juran

Whether the problem you are focusing on is small or large, using a systematic approach for
solving it will help you be a more effective project manager.

This approach defines five problem solving steps you can use for most problems...

• Define the problem

 • Determine the causes

• Generate ideas  Select the best solution

• Take action.

Define the Problem

The most important of the problem-solving steps is to define the problem correctly. The
way you define the problem will determine how you attempt to solve it.

For example, if you receive a complaint about one of your project team members from a
client, the solutions you come up with will be different based on the way you define the
problem.

If you define the problem as poor performance by the team member you will develop
different solutions than if you define the problem as poor expectation setting with the
client.

Determine the Causes

Once you have defined the problem, you are ready to dig deeper and start to determine
what is causing it. You can use a fishbone diagram to help you perform a cause and effect
analysis.
If you consider the problem as a gap between where you are now and where you want to
be, the causes of the problem are the obstacles that are preventing you from closing that
gap immediately.

This level of analysis is important to make sure your solutions address the actual causes of
the problem instead of the symptoms of the problem. If your solution fixes a symptom
instead of an actual cause, the problem is likely to reoccur since it was never truly solved.

Generate Ideas

Once the hard work of defining the problem and determining its causes has been
completed, it's time to get creative and develop possible solutions to the problem.

Two great problem-solving methods you can use for coming up with solutions are
brainstorming and mind mapping.

Select the Best Solution

After you come up with several ideas that can solve the problem, one problem-solving
technique you can use to decide which one is the best solution to your problem is a simple
trade-off analysis.

To perform the trade-off analysis, define the critical criteria for the problem that you can
use to evaluate how each solution compares to each other. The evaluation can be done
using a simple matrix. The highest ranking solution will be your best solution for this
problem.

Take Action

Once you've determined which solution you will implement, it's time to take action. If the
solution involves several actions or requires action from others, it is a good idea to create
an action plan and treat it as a mini-project.

Using this simple five-step approach can increase the effectiveness of your problem-solving
skills.
PM101 – YouTube Notes
1) Project is TEMPORARY (it has definite start date and end date)
2) It has defined SCOPE and RESOURCES
3) It is UNIQUE
4) It's not routine operational work, with repetitive output
5) It has specific set of activities designed to accomplish well defined objectives
6) Project vs Operation
• Project - Putting together a team of research analyst to design and prototype water
proof phone within 6 months
• Operation - Manufacturing thousands of phone using the design blueprint
7) Project constraints (Iron triangle/ Triple constraint triangle)
• Cost
• Scope
• Time
These three constraints govern Quality.
The other constraints include Risk and Resources
8) What defines project's success
• Schedule - continuously evaluate progress, workout schedule slippages in a timely
manner
• Cost - Evaluate, Look Forward and Reforecast to compare with original Budget
• Quality - Should be Reviewed timely (at the end of each project phase), Quality
standard should be well defined and accessible
• Stakeholder satisfaction
• Alignment to Business Case - Did your project meet the original benefits it was set
out for?
9) What is Project Management?
• It is application of knowledge, skills, methods, experience, tools and techniques on
project activities to meet the project objectives
10) Portfolio -> Programs -> Projects
• Programs - Group of related projects (they provide certain benefits when managed
together)
• Portfolios - Group of programs and it can also include projects which are not related
to any program

PM101 - Part 2

1) Who is Project Manager?

• Project Manager - person assigned by company to lead a team that is responsible for
achieving the project objectives
• Functional Manager - Focuses on providing management oversight for a functional or
business unit
• Operations Manager - Responsible for ensuring efficient business operations

2) PMI Talent Triangle (What talent does a Project Manager should have?)
• Strategic and Business Management (Business oriented skills)
 • Technical (Domain expertise)
• Leadership (Competency in guiding and motivating)

3) Strategic and Business Management skill

• Benefits management and realization
• Business acumen
• Business models and structures
• Competitive analysis
• Customer relationship and satisfaction
• Industry knowledge and standards
• Legal and regulatory compliance
• Market awareness and conditions
• Operational functions (e.g. Finance, Marketing)
• Strategic planning, analysis and alignment

4) Technical skill
• Agile practices
• Data gathering and modelling
• Earned Value management
• Governance (project, program, portfolio)
• Lifecycle management (project, program, portfolio, product)
• Requirements management and traceability
• Risk management
• Schedule management
• Scope management (project, program, portfolio, product)
• Time, budget and cost estimation

5) Leadership skill
• Brainstorming
• Coaching and mentoring
• Conflict management
• Emotional intelligence
• Influencing
• Interpersonal skills
• Listening
• Negotiation
• Problem solving
• Team building

PM101 - Part 3

1) Organization structure
• Appropriate organisational structure is trade-off between two parameter viz.
available organisational structure to use and how to optimise them for a given organisation
• Organisational structure is unique to an organization due to numerous variables to be
considered
2) Some major organisational structures,
• Functional organisation
• Matrix organisation
• Projectized organisation
• Composite/Hybrid organisation

3) Functional organization
• Project resources work in silos and report to their own Functional manager
• Here Functional manager is the authority
• Project managers being expeditors use the resources after having proper
communication with Functional manager

4) Matrix organization (PM - Project manager, FM - Functional manager)

• Weak
- PM has certain authority and is a coordinator
- FM has the higher authority
- Resources report to both
• Balanced
- PM and FM share same level of authority
- Resources report to both
• Strong
- PM has higher authority compared to FM
- Resources report to both
- Project delivery is most important

5) Projectized organisation
• PM has the highest authority
• Teams are organised around projects and not around functions
• Resources have no home after Project completion

6) Composite/Hybrid organisation
• If in the same organisation, different projects follow different organisation structures
mentioned above then that is a Composite organisation
• Major software companies follow Composite organisational structure

PM101 - Part 4

1) Project Management Office (PMO)

• Where does the team of PMs report to ?
• PMO is a group or a department that defines and maintains standards for project
management within an organization
• PMO strives to standardize and introduce economies of repetition in the execution of projects

2) Types of PMOs
• Supportive
 - This type of PMO wil basically provide templates that PM and PM team can use to manage
project
• Controlling
- In addition to what Supportive PMO do, Controlling PMO can audit a project t ensure that
the processes prescribed by them are being followed
• Directive
- Directive PMOs actually assign PMs to projects and PM might be directly reporting to the
PMO

3) Project stakeholders
• Anyone who gets affected by the outcome a Project is the Stakeholder for that project
• PM identifies stakeholders and manages their expectations
• There can be negative stakeholders, who get negatively impacted by the project
• Not all stakeholders have the same power or impact
• Not all stakeholders will be satisfied, and they don't have to be

PM101 - Part 5

1) Project Management Life Cycle

• Comprises of all the stages/phases a project goes through
- Initiation
- Planning
- Execution
- Closure
- Monitoring and Controlling is one such activity that is common in all the above mentioned
stages

2) Types of Project Management Life Cycle

• Predictive Life Cycle (aka WATERFALL model)
• Iterative and Incremental Life Cycle
• Adaptive Life Cycle (aka AGILE model)

3) Predictive Life Cycle

• It is a Fully Plan Driven Life Cycle
• The project takes place phase by phase, where work is completed on each phase before moving
to the next
• All requirements have to be signed off before development can begin
• Outcome is basically the final product

4) Iterative and Incremental Life Cycle

• The project team can start working on single set of requirements once signed off instead of
waiting for entire requirements to be freezed
• The outcome is a partial product that increments over time

5) Adaptive Life Cycle

• It is a Change Driven Life Cycle
• Just like Waterfall model, the project takes place phase by phase approach but multiple time
 • Each iteration will generate a shippable deliverable or a set of deliverables
• The outcome could be a part of end product which can be improved in further iterations

PM101 - Part 6

1) Project Management Processes

• 5 Process Groups
- Initiating
- Planning
- Executing
- Monitoring and Controlling
- Closing

• 10 Knowledge Areas
- Integration
- Scope
- Schedule
- Cost
- Quality
- Resource
- Communications
- Risks
- Procurement
- Stakeholder

PM101 - Part 7

1) Role of PM in Process Groups

• Initiating Process Group

- Perform Project Assessment
- Identify Key Deliverables
- Perform Stakeholder Analysis
- Identify High Level Risks
- Develop Project Charter
- Obtain Project Charter Approval
- Conduct Benefit Analysis
- Inform Stakeholders of the approved Project Charter

• Planning Process Group

- Review and assess detailed project requirements
- Develop scope management plan
- Develop cost management plan
- Develop the project schedule
- Develop the resource management plan
 - Develop the communications management plan
- Develop the procurement management plan
- Develop the quality management plan
- Develop the change management plan
- Plan for risk management
- Present the Project Management Plan to the relevant stakeholders
- Conduct kick-off meeting
- Develop the stakeholder management plan

• Execution Process Group

- Acquire and manage project resources
- Manage task execution
- Implement the quality management plan
- Implement approved changes and corrective actions
- Implement approved actions
- Manage the flow of information
- Maintain stakeholder relationships

• Monitoring and Controlling Process Group

- Measure Project Performance
- Manage changes to the project
- Verify that project deliverables conform to the quality standards
- Monitor and assess risks
- Review the issue log
- Capture, Analyse and manage lessons learned
- Monitor procurement activities

• Closing Process Group

- Obtain final acceptance of the project deliverables
- Transfer the ownership of the deliverables
- Obtain financial, legal and administrative closure
- Prepare and share final project report
- Collate lessons learned
- Archive project documents
- Obtain feedback from relevant stakeholders