Direct and Manage

Project Work
BroCoders
Case Study: SmartFactory
The e-Permitting System (EPS) project is part of City Hall's broader
e-government digitization initiative. Its primary objective is to develop an
online platform allowing citizens and businesses to apply for permits
conveniently. The project targets streamlining the permitting process,
reducing wait times, and enhancing transparency within City Hall
operations. Estimated to span 12 months, the project adopts the Agile
methodology despite facing constraints such as limited human resources
and reliance on manual testing.

CS414 2
Content

1.Direct and Manage Project work

1.1 Direct and Manage Project work: Introduction
1.2 Direct and Manage Project work: Input
1.3 Direct and Manage Project work: Tools & Technologies
1.4 Direct and Manage Project work: Outputs

2.Manage Project Knowledge

2.1 Manage Project Knowledge: Introduction
2.2 Manage Project Knowledge: Input
2.3 Manage Project Knowledge: Tools & Technologies
2.4 Manage Project Knowledge: Outputs

3. Conclusion
4. Q & A

CS414 3
 Direct and Manage Project Work

Direct and Manage Project Work is a critical process within project management,
responsible for leading and executing the work defined in the project
management plan. Its primary aim is to achieve the project's objectives by
overseeing the project work and deliverables. This process is continuous
throughout the project lifecycle.
Key Benefits:
•Provides overall management of project work and deliverables.
•Improves the probability of project success by ensuring effective execution.
Process Overview:
•Involves executing planned project activities to complete deliverables and
achieve objectives.
•Allocates available resources efficiently and manages their utilization.
•Implements changes to project plans based on work performance data analysis.

Presentation title 4
Direct and Manage Project Work:
Inputs, Tools, Techniques, Outputs

5
Develop Project Charter:
Data Flow Diagram

6
 1. PROJECT
2. PROJECT
MANAGEMENT
DOCUMENTS
PLAN

4.
3. APPROVED
ENTERPRISE
CHANGE
ENVIRONMEN
REQUESTS
DIRECT AND MANAGE TAL FACTORS
PROJECT WORK: INPUTS
5.
ORGANIZATIO
NAL PROCESS
ASSETS

7
 1. PROJECT MANAGEMENT PLAN

The project management plan is the document that describes

how the project will be executed, monitored and controlled, and
closed. It integrates and consolidates all of the subsidiary
management plans and baselines, and other information
necessary to manage the project. The needs of the project
determine which components of the project management plan
are needed.

Presentation title 8
e-Permitting System for City Hall

01. Introduction 02. Project Scope

•Overview of the e-Permitting System project. •Scope Statement:
•Objectives: • Development of the e-Permitting
• Develop an online platform for citizens and System.
businesses to apply for permits. • Features include user registration,
• Streamline the permitting process. permit application submission, status
• Reduce wait times. tracking, and payment processing.
• Improve transparency in City Hall operations. •Scope Management:
• Procedures for handling scope
changes.
• Verification and control processes.

9
 03. Project Organization 04. Schedule Management
•Project Team Structure: •Project Timeline:
• Project Manager • 12-month duration
• Business Analyst • Agile methodology with iterative
• Software Developers development
• Quality Assurance Analyst •Milestones:
• User Experience (UX) Designer • Completion of system design
•Stakeholder Identification: • Launch of beta version
• City Hall officials • User acceptance testing
• Citizens • Final deployment

05. Resource Management

•Resource Allocation:
• Human resources allocated based on skills and availability.
• Limited human resources require efficient utilization.
•Procurement:
• Acquisition of necessary software and hardware resources.

10
 06. Risk Management 07. Quality Management
•Risk Identification: •Quality Assurance:
• Potential risks such as technical • Testing procedures for functionality,
challenges, resource constraints, usability, and security.
and scope changes. •Quality Control:
•Risk Analysis and Assessment: • Monitoring and evaluating
• Impact and probability assessment deliverable quality throughout the
for identified risks. development process.
•Risk Mitigation Strategies:
• Contingency plans for risk
avoidance, mitigation, transfer, or
acceptance.

11
 08. Cost Management 09. Communication Management
•Budget Allocation: •Communication Plan:
• Allocation of funds for personnel, software • Regular project meetings with
licenses, infrastructure, and training. stakeholders.
•Cost Control: • Progress reporting and status
• Monitoring and controlling project expenditures updates.
to ensure adherence to budget constraints. •Reporting Procedures:
• Documentation of project
progress, issues, and
resolutions.

12
 10. Procurement Management 11. Project Closure
•Vendor Selection: •Closure Criteria:
• Evaluation and selection of • Successful deployment of the
external vendors for necessary e-Permitting System.
resources. • Completion of user training and
•Contract Management: documentation.
• Negotiation and management of •Lessons Learned:
contracts with vendors. • Documentation of project successes,
challenges, and recommendations for
future projects.

13
 2. PROJECT DOCUMENTS

Lessons Project
Change log learned Milestone list communicatio
register ns

Requirements
Project
traceability Risk register Risk report
schedule
matrix

Presentation title 14
 Change log
Definition: Any formally controlled project document may
be changed as a result of this process. A project document
that is normally updated as a result of this process is the
change log. The change log is used to document changes
that occur during a project.
Change Log for the e-Permitting System project, containing details of
change requests such as date, requester, description, status, and resolution.

Lessons learned register

Definition: The lessons learned register captures insights, challenges,
and recommendations encountered throughout the project. It includes the
category, description, impact, recommendations, and proposed actions
associated with each situation. This document is created early in the
project and continuously updated as an output in various project
processes. It involves input and participation from all relevant project
stakeholders, ensuring comprehensive knowledge capture. At the project
or phase conclusion, the information is transferred to an organizational
lessons learned repository for future reference and improvement.
Lessons Learned Register for the e-Permitting System project,
documenting key takeaways, recommendations, and areas for
improvement identified throughout the project lifecycle. 15
 Milestone list
Definition: A milestone is a significant point or event in a
project. A milestone list identifies all project milestones and
indicates whether the milestone is mandatory, such as
those required by contract, or optional, such as those
based on historical information. Milestones have zero
duration because they represent a significant point or event
Milestone List for the e-Permitting System project, outlining milestones such
as system design completion, beta version launch, user acceptance testing,
and final deployment dates.

Project communications
Definition: Project communications artifacts may include but are not
limited to: performance reports, deliverable status, schedule progress,
cost incurred, presentations, and other information required by
stakeholders.
Project Communications for the e-Permitting System project,
including emails, meeting minutes, progress reports, and any other
correspondence related to project progress and status.

16
 Project schedule
Definition: The project schedule encompasses linked activities
with planned dates, durations, milestones, and resources,
presented in graphical formats like Gantt charts and milestone
charts. It includes start and finish dates for each activity and may
incorporate target schedule models. Project schedule network
diagrams depict activity relationships and critical path
scheduling, offering visual representations of project timelines
Project Schedule for the e-Permitting System project, outlining tasks,
milestones, dependencies, and resource allocations throughout the
project lifecycle.
Requirements traceability matrix
Definition: The requirements traceability matrix links product
requirements to deliverables, ensuring alignment with business and
project objectives. It facilitates tracking of requirements throughout the
project life cycle and helps manage changes to the product scope.
Attributes associated with each requirement, such as unique identifier,
description, rationale, and status, are recorded in the matrix to ensure
stakeholder satisfaction and project success.
Requirements Traceability Matrix for the e-Permitting System project,
mapping each requirement to the corresponding deliverable and
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verifying that all requirements are met.
 The risk register documents individual project risks,
Risk register recording results from risk analysis and response processes
conducted throughout the project lifecycle. It includes
detailed descriptions of identified risks, potential risk owners,
and proposed risk responses. Additional data such as risk
category, status, causes, effects, triggers, and timing
information may also be recorded to ensure comprehensive
risk management.
Risk Register for the e-Permitting System project,
listing potential risks such as technical challenges,
resource constraints, and scope changes, along with
corresponding risk mitigation plans.
Risk Report
The risk report provides an overview of overall project risk sources and
summary information on individual project risks, progressively developed
throughout the Project Risk Management process. It includes key drivers
of project risk exposure and summarizes the number of identified threats
and opportunities, distribution across risk categories, and relevant
metrics and trends. Additional details may be incorporated as per the
reporting requirements outlined in the risk management plan.
Risk Report for the e-Permitting System project, providing an overview of
project risk exposure, trends, and mitigation efforts.
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03. APPROVED CHANGE REQUESTS
Change requests are processed according to the change management plan
by the project manager, CCB, or an assigned team member. As a result,
changes may be approved, deferred, or rejected. Approved change requests
will be implemented through the Direct and Manage Project Work process.
Deferred or rejected change requests are communicated to the person or
group requesting the change. The disposition of all change requests are
recorded in the change log as a project document update.

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APPROVED CHANGE REQUESTS :
e-Permitting System

In the e-Permitting System project, a change request is submitted

to modify the user interface layout based on feedback from user
testing. The project manager reviews the request and approves it
as it aligns with improving user experience. The approved change
request is then implemented through the Direct and Manage
Project Work process. The updated user interface design is
documented in the change log as part of the project document
update

During the development phase of the e-Permitting System, a

change request is made to add an additional payment gateway to
provide more options for citizens and businesses. The Change
Control Board (CCB) assesses the request and decides to defer it
until further analysis is conducted on its feasibility and impact. The
decision to defer the change request is communicated back to the
requester, and the details are recorded in the change log for
tracking and documentation purposes. 20
4. ENTERPRISE ENVIRONMENTAL FACTORS

The enterprise environmental factors that can

influence the Direct and Manage Project Work
process include but are not limited to:
• Organizational structure, culture,
management practices, and sustainability;
• Infrastructure (e.g., existing facilities and
capital equipment);
• Stakeholder risk thresholds (e.g., allowable
cost overrun percentage).
Enterprise Environmental Factors (EEFs) influencing the Direct
and Manage Project Work process in the e-Permitting System
project include:

01. Organizational Structure and Culture:

•The hierarchical structure of City Hall and its culture of innovation
influence how project decisions are made and implemented.

•The emphasis on transparency and accountability within the organization

affects communication and reporting practices during project execution.

22
 02. Infrastructure:
•The availability of existing IT infrastructure within City Hall impacts the
implementation and integration of the e-Permitting System.

•Access to necessary capital equipment, such as servers and networking devices,

influences the technical aspects of project execution.

03.Stakeholder Risk Thresholds:

•City Hall has predefined risk thresholds regarding allowable cost overrun
percentage for projects.

•These thresholds determine the level of tolerance for financial risks associated with
the e-Permitting System project and influence decision-making regarding budget
management and resource allocation.

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5. ORGANIZATIONAL PROCESS ASSETS

The organizational process assets that can influence the Direct

and Manage Project Work process include but are not limited to:
❑ Organizational standard policies, processes, and procedures;
❑ Issue and defect management procedures defining issue and
defect controls, issue and defect identification and resolution,
and action item tracking;
❑ Issue and defect management database(s) containing
historical issue and defect status, issue and defect resolution,
and action item results;
❑ Performance measurement database used to collect and
make available measurement data on processes and
products;
❑ Change control and risk control procedures
❑ Project information from previous projects.

24
Organizational Process Assets (OPAs) influencing the Direct and
Manage Project Work process in the e-Permitting System project
include
01. Organizational Standard Policies, Processes, and Procedures:
•City Hall has established policies and procedures for project management, including
guidelines for stakeholder communication and project execution methodologies.

•These standard procedures provide a framework for managing the e-Permitting System
project and ensure consistency across all projects undertaken by City Hall.

02. Issue and Defect Management Procedures and Database:

•City Hall utilizes issue and defect management procedures to address any problems or
defects identified during the development of the e-Permitting System.
•
•The organization maintains a database containing historical records of past issues, their
resolutions, and any associated action items, facilitating efficient issue resolution and
tracking.

25
 03. Performance Measurement Database:
•City Hall maintains a performance measurement database that collects and stores data on project
processes and products.
•This database provides valuable insights into project performance metrics, enabling informed
decision-making and continuous improvement throughout the project lifecycle.

04. Change Control and Risk Control 05. Project Information from Previous Projects:
Procedures: •City Hall leverages project information from previous
•City Hall has established change e-government digitization projects, including scope,
control and risk control procedures to cost, schedule, risk registers, and lessons learned.
manage changes and mitigate risks •
throughout the e-Permitting System •This historical data serves as a valuable resource for
project. informing decision-making, identifying potential risks,
•These procedures outline the steps for and applying lessons learned to enhance the success of
assessing change requests and the current e-Permitting System project.
implementing risk responses, ensuring
that any deviations from the project
plan are properly evaluated and
managed.

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DIRECT AND
MANAGE PROJECT
WORK
TOOLS AND TECHNIQUES
DIRECT AND MANAGE PROJECT WORK - TOOLS AND TECHNIQUES

TOOLS AND TECHNIQUES

● Expert Judgment: Utilizing the expertise of individuals or groups to guide project

work.
● Project Management Information Systems (PMIS): Software tools and systems
used to manage project information, schedules, resources, and communication.
● Meetings: Regular meetings to coordinate project activities, discuss progress,
address issues, and make decisions.
● Data Representation: Various methods such as charts, graphs, and diagrams used
to represent project data and information.
● Decision Making: Techniques for making informed decisions during project
execution, considering factors like risk, cost, and schedule.
● Interpersonal and Team Skills: Skills such as communication, leadership,
motivation, and conflict resolution essential for effective teamwork and collaboration.
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DIRECT AND MANAGE PROJECT WORK - TOOLS AND TECHNIQUES

EXPERT JUDGMENT

Expert judgment is a critical tool utilized in project management, leveraging the specialized
knowledge and insights of individuals or groups in various areas. These areas include:

● Technical Knowledge on Industry and Project Focus Area: Experts with deep
understanding and experience in the specific industry and focus area of the project
can provide valuable insights into technical challenges, best practices, and
innovative solutions.

● Cost and Budget Management: Experts in cost estimation, financial analysis, and
budget management can offer guidance on accurately forecasting project costs,
optimizing resource allocation, and controlling expenses throughout the project
lifecycle.
29
DIRECT AND MANAGE PROJECT WORK - TOOLS AND TECHNIQUES

EXPERT JUDGMENT

● Legal and Procurement: Legal experts proficient in contract law, procurement regulations, and
vendor management can assist in drafting contracts, negotiating terms, and ensuring
compliance with legal requirements, mitigating risks related to contracts and procurement
activities.

● Legislation and Regulations: Professionals knowledgeable about relevant legislation,

regulations, and compliance requirements can help ensure that the project adheres to legal
standards, environmental regulations, safety protocols, and other regulatory obligations.

● Organizational Governance: Experts in organizational governance, including project

governance frameworks, policies, and procedures, can provide guidance on aligning project
activities with organizational objectives, ensuring accountability, and managing stakeholder
30
expectations effectively.
DIRECT AND MANAGE PROJECT WORK - TOOLS AND TECHNIQUES

Project Management Information System (PMIS)

The Project Management Information System (PMIS) is a cornerstone tool in modern

project management, offering a comprehensive suite of IT software tools to support various
project management functions. Some key components and functionalities of PMIS include:

● Scheduling Software Tools: PMIS typically includes advanced scheduling

software that enables project managers to create, manage, and update project
schedules efficiently. These tools often utilize techniques such as Gantt charts,
critical path analysis, and resource allocation to optimize project timelines.

● Work Authorization Systems: PMIS facilitates the management of work

authorization processes, allowing project teams to formally request, approve, and
track work assignments, ensuring alignment with project objectives and priorities.
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DIRECT AND MANAGE PROJECT WORK - TOOLS AND TECHNIQUES

Project Management Information System (PMIS)

● Configuration Management Systems: PMIS incorporates configuration management systems to

control and track changes to project deliverables, documentation, and resources. This ensures that
project artifacts are managed systematically and changes are documented and controlled throughout the
project lifecycle.
● Information Collection and Distribution Systems: PMIS facilitates the collection, storage, and
distribution of project-related information and documentation, providing stakeholders with timely access
to relevant data, reports, and updates. This enhances communication, collaboration, and transparency
across project teams.
● Interfaces to Other Online Automated Systems: PMIS often integrates with other online automated
systems, such as corporate knowledge base repositories, document management systems, and
enterprise resource planning (ERP) systems. This seamless integration enables seamless data
exchange and access to a broader range of organizational resources and information.
32
DIRECT AND MANAGE PROJECT WORK - TOOLS AND TECHNIQUES

Project Management Information System (PMIS)

● Key Performance Indicators (KPI) Reporting: PMIS offers capabilities for

automated gathering and reporting on key performance indicators (KPIs) relevant to
project objectives and success criteria. This allows project managers to monitor
project performance in real-time, identify trends, and take proactive measures to
address issues and risks.

Incorporating PMIS into project management practices enhances efficiency, collaboration,

and decision-making, ultimately contributing to project success and stakeholder
satisfaction.

33
DIRECT AND MANAGE PROJECT WORK - TOOLS AND TECHNIQUES

Meetings

Meetings play a crucial role in directing and managing project work by providing a platform for
collaborative discussion, decision-making, and problem-solving among project stakeholders. Key
aspects of meetings in project management include:

● Purpose and Scope: Meetings are convened to discuss and address pertinent topics
related to the project, such as project planning, progress tracking, issue resolution, and
stakeholder engagement. The purpose and scope of each meeting should be clearly
defined to ensure focused and productive discussions.

● Attendees: Meetings typically involve the project manager, project team members, and
relevant stakeholders who are either directly involved in project activities or affected by
project outcomes. Each attendee should have a defined role and responsibility to ensure
34
appropriate participation and contribution to the meeting objectives.
DIRECT AND MANAGE PROJECT WORK - TOOLS AND TECHNIQUES

Meetings

Types of Meetings: Project teams may convene various types of meetings throughout the project
lifecycle to address specific needs and objectives. These meetings include but are not limited to:

Kick-off Meetings: Held at the beginning of the project to align stakeholders, establish project
objectives, and clarify roles and responsibilities.
Technical Meetings: Focused on discussing technical aspects, challenges, and solutions related to
project deliverables or activities.
● Sprint or Iteration Planning Meetings
● Scrum Daily Standups
● Steering Group Meetings
● Problem Solving Meetings
● Progress Update Meetings
35
● Retrospective Meetings
DIRECT AND MANAGE PROJECT WORK - TOOLS AND TECHNIQUES

Meetings

● Facilitation and Documentation: Effective meeting facilitation is essential to

ensure that discussions remain focused, objectives are met, and decisions are
documented and communicated to relevant stakeholders. Meeting minutes, action
items, and follow-up tasks should be documented to track progress and
accountability.

By leveraging meetings as a communication and collaboration tool, project teams can

enhance transparency, alignment, and stakeholder engagement, leading to improved
project outcomes and stakeholder satisfaction.

36
DIRECT AND
MANAGE PROJECT
WORK
OUTPUTS
DIRECT AND MANAGE PROJECT WORK - OUTPUTS

OUTPUTS

● Deliverables: Tangible products, services, or results produced as a result of project work.

● Work Performance Data: Raw data collected during project execution, including
measurements, observations, and other relevant information.
● Change Requests: Requests for modifications to project scope, schedule, or resources
based on project performance or stakeholder requirements.
● Project Management Plan Updates: Revisions to the project management plan to reflect
changes in project execution and direction.
● Project Document Updates: Updates to project documentation such as risk registers, issue
logs, and lessons learned documents.
● Organizational Process Assets Updates: Updates to organizational process assets based
on lessons learned and best practices identified during project execution.

38
DIRECT AND MANAGE PROJECT WORK - OUTPUTS

DELIVERABLES

Deliverables are unique and verifiable products, results, or services required to complete a
process, phase, or project. They represent the tangible outcomes of the project and can
include components of the project management plan.

Change Control: Change control should be applied once the first version of a deliverable
is completed. This ensures that any modifications or updates to deliverables are managed
systematically, minimizing risks and maintaining project integrity.

Configuration Management: Control of multiple versions or editions of deliverables is

supported by configuration management tools and procedures. These tools and
procedures help track and manage changes to deliverables such as documents, software,
and building blocks, ensuring consistency and traceability throughout the project lifecycle.
39
DIRECT AND MANAGE PROJECT WORK - OUTPUTS

WORK PERFORMANCE DATA

Work performance data refers to raw observations and measurements gathered during
project activities. These data points serve as the foundation for generating insights and
making informed decisions throughout the project lifecycle.

Role in Analysis: Work performance data are considered the lowest level of detail from
which information is derived by other processes. They are collected during work execution
and then passed on to controlling processes for further analysis and interpretation.

40
DIRECT AND MANAGE PROJECT WORK - OUTPUTS

WORK PERFORMANCE DATA

Examples: Examples of work performance data include:

Work completed
Key Performance Indicators (KPIs)
Technical performance measures
Actual start and finish dates of schedule activities
Story points completed (for agile projects)
Status of deliverables
Progress of schedule activities
Number of change requests
Number of defects
Actual costs incurred
41
Actual durations, and more.
DIRECT AND MANAGE PROJECT WORK - OUTPUTS

WORK PERFORMANCE DATA

Importance: Work performance data provide critical insights into the progress, quality, and
cost of project activities. By analyzing these data points, project managers can identify
trends, assess performance against baselines, and make data-driven decisions to address
issues and optimize project outcomes.

42
DIRECT AND MANAGE PROJECT WORK - OUTPUTS

ISSUE LOG

Throughout the project lifecycle, unexpected problems, gaps, inconsistencies, or conflicts

may arise, requiring prompt action to prevent negative impacts on project performance.
The issue log is a project document used to record and track all such issues.

Data Recorded: The issue log typically includes the following data points:
● Issue type
● Reporter and date of issue
● Description of the issue
● Priority level
● Assigned individual or team responsible for addressing the issue
● Target resolution date
● Current status of the issue
43
● Final solution or outcome
DIRECT AND MANAGE PROJECT WORK - OUTPUTS

ISSUE LOG

Purpose: The issue log serves as a centralized repository for tracking and managing
project issues. By recording and monitoring issues in a structured manner, the project
manager can effectively prioritize, investigate, and resolve them in a timely manner,
minimizing their impact on project progress and objectives.

Creation and Updates: The issue log is initially created as an output of the project
management process. However, issues may arise at any stage of the project. The issue
log is continually updated throughout the project lifecycle as new issues emerge and
existing issues are addressed. Monitoring and control activities ensure that the issue log
remains accurate and up-to-date.

44
DIRECT AND MANAGE PROJECT WORK - OUTPUTS

CHANGE REQUESTS

A change request is a formal proposal to modify any document, deliverable, or baseline within the
project. These proposals are initiated when issues arise during project execution or when stakeholders
identify the need for changes to project scope, schedule, budget, quality, or other aspects.

Types of Changes: Change requests may involve modifications to project policies, procedures,
scope, cost, schedule, or quality. They may also include preventive or corrective actions to mitigate
risks or address issues before they escalate. Any project stakeholder, internal or external, may submit
a change request.

Processing and Review: Change requests are processed and reviewed through the Perform
Integrated Change Control process (Section 4.6). This process involves evaluating the proposed
changes, assessing their impacts on project objectives, and making informed decisions about whether
45
to approve, reject, or defer the changes.
DIRECT AND MANAGE PROJECT WORK - OUTPUTS

PROJECT MANAGEMENT PLAN UPDATES

Any change to the project management plan goes through the organization's change
control process via a change request. Any component of the project management plan
may require a change request as a result of this process.

46
DIRECT AND MANAGE PROJECT WORK - OUTPUTS

PROJECT DOCUMENTS UPDATES

Project documents that may be updated as a result of this process include:

● Activity list: May be updated with additional or modified activities.
● Assumption log: New assumptions and constraints may be added or updated.
● Lessons learned register: Records lessons learned to improve performance for current or future
projects.
● Requirements documentation: New requirements may be identified, and progress on meeting
requirements can be updated.
● Risk register: New risks may be identified, and existing risks may be updated.
● Stakeholder register: Additional information on existing or new stakeholders may be recorded.

These updates ensure that project documentation remains accurate and reflects the current state of the
project. 47
DIRECT AND MANAGE PROJECT WORK - OUTPUTS

ORGANIZATIONAL PROCESS ASSETS UPDATES

Any organizational process asset can be updated as a result of this process.

Updating organizational process assets ensures that project management practices and
procedures align with the evolving needs of the organization and incorporate lessons
learned from project execution.

48
MANAGE PROJECT
KNOWLEDGE
 Introduction

Manage Project Knowledge is a vital process within project management

that focuses on leveraging existing knowledge and creating new insights to
enhance project outcomes and contribute to organizational learning. It
involves utilizing both,
● explicit knowledge (easily codified)
● tacit knowledge (personal and difficult to express)
throughout the project lifecycle.

Presentation title 50
 MANAGE PROJECT KNOWLEDGE:
Inputs, Tools, Techniques, Outputs

Presentation title 51
 1.Project
2. Project
Management
Documents
Plan

4. Enterprise
3. Deliverables Environmental
Factors

MANAGE PROJECT KNOWLEDGE 5.

: INPUTS Organizational
Process Assets

Presentation title 52
 1. Project Management Plan

This document outlines the overall approach to managing the project, including
strategies for managing knowledge throughout the project lifecycle.

In the context of the provided case study on the e-Permitting System for City Hall, the
Project Management Plan (PMP) serves as a crucial document outlining the approach,
processes, and resources required to manage the project effectively. Here's how the
PMP can be used as input to project knowledge management based on the activities
outlined in the case study:

Knowledge Capture:

● Stakeholder Identification
● Project Charter Development

Presentation title 53
 Knowledge Sharing:

● Requirement Gathering Techniques

● Project Team Allocation

Knowledge Transfer:

● Work Breakdown Structure (WBS) and Task Analysis

● Risk Management Plan

Knowledge Application:

● Agile Iterations

Presentation title 54
 2. Project Documents
Project documents that can be considered as inputs for this process include but
are not limited to:

● Lessons learned register.

● Project team assignments.

● Resource breakdown structure.

● Stakeholder register.

Presentation title 55
 In the context of the e-Permitting System for City Hall case study, here's how project documents can
be effectively used as input for project knowledge management:
Capture Relevant Information:

● Project documents such as Project Charter, Requirements Documentation, and Risk

Management Plan contain vital project information.
● Capturing explicit knowledge about project goals, stakeholder expectations, constraints, and
assumptions.

Share Information with Team Members:

● Distribute project documents to ensure access for all team members.

● Organize review sessions to discuss document contents and clarify any uncertainties.

Presentation title 56
 Transfer Knowledge to Stakeholders:

● Use project documents in stakeholder meetings to provide updates and keep stakeholders
engaged.
● Share relevant sections of documents to ensure stakeholders remain informed.

Apply Knowledge in Decision-Making:

● Refer to project documents for decisions on scope, schedule, budget, and resource
allocation.
● Utilize insights from risk management documents for risk identification and mitigation.

Presentation title 57
 Update and Maintain Documents:

● Regularly update documents to reflect changes in project scope, requirements, or risks.

● Establish version control mechanisms and maintain organized repositories for easy access.

Learn from Project Experiences:

● Document lessons learned throughout the project lifecycle.

● Capture insights and best practices from project documents for future projects.

Presentation title 58
 3. Deliverables

Tangible outcomes produced during the project, such as components of the project
management plan, may also serve as inputs for managing project knowledge.

4. Enterprise Environmental Factors

External factors such as organizational culture, geographic distribution, and legal

and regulatory requirements influence how knowledge is managed within the
project.

Presentation title 59
 5. Organizational Process Assets

Internal organizational resources, including standard policies, processes, procedures,

communication requirements, and formal knowledge-sharing procedures, influence
knowledge management practices within the project.

These inputs will inform the knowledge management activities undertaken throughout the project,
ensuring that existing knowledge is leveraged and new knowledge is created to achieve project
objectives and contribute to organizational learning.

Presentation title 60
Tools And Techniques For Manage Project Knowledge

1. Expert Judgment

2. Knowledge Management

3. Information Management

4. Interpersonal And Team Skills

61
 1.EXPERT JUDGMENT
Expertise should be considered from individuals or groups with specialized knowledge or training in these
topics.

1. Knowledge management.
2. Information management.
3. Organizational learning.
4. Knowledge and information management tools.
5. Relevant information from other projects.

62
2.KNOWLEDGE MANAGEMENT

Knowledge management tools and techniques connect people so they can work together to create new knowledge, share
tacit knowledge, and integrate the knowledge of diverse team members.

63
KNOWLEDGE MANAGEMENT Tools And Techniques

1. Networking,

2. Communities of practice and special interest groups.(sometimes called communities of interest or just
communities)

3. Work shadowing and reverse shadowing.

4. Discussion forums such as focus groups.

5. Knowledge-sharing events such as seminars and conferences.

6. Workshops.

7. Knowledge fairs and cafes.

8. Training that involves interaction between learners

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 3.INFORMATION MANAGEMENT
Information management tools and techniques are used to create and connect people to information.

Tools And Techniques

1.Methods for codifying explicit knowledge.

2.Lessons learned register.

3.Library services.

4.Information gathering.

(for example, web searches and reading published articles)

5.Project management information system (PMIS).

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 4.INTERPERSONAL AND TEAM SKILLS

1. Active listening
Active listening helps reduce misunderstandings and improves communication and knowledge sharing.

2. Facilitation
Facilitation helps effectively guide a group to a successful decision, solution, or conclusion.

3. Leadership
Leadership is used to communicate the vision and inspire the project team to focus on the appropriate
knowledge and knowledge objectives.

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4. Networking
Networking allows informal connections and relations among project stakeholders to be established and
creates the conditions to share tacit and explicit knowledge.

5. Political awareness
Political awareness helps the project manager to plan communications based on the project environment as
well as the organization's political environment.

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Output Of Manage Project Knowledge

1. Lessons Learned Register

2. Project Management Plan Updates

3. Organizational Process Assets Updates

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Lessons Learned Register

● The lessons learned register may also include the impact, recommendations, and proposed actions
associated with the situation.

● The lessons learned register may record challenges, problems, realized risks and opportunities, or other
content as appropriate.

● The lessons learned register is created as an output of this process early in the project.

● Thereafter it is used as an input and updated as an output in many processes throughout the project.

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● The persons or teams involved in the work are also involved in capturing the lessons learned.

● Knowledge can be documented using videos, pictures, audios, or other suitable means that ensure the
efficiency of the lessons captured.

● At the end of a project or phase, the information is transferred to an organizational process asset called a
lessons learned repository.

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Project Management Plan Updates

Any change to the project management plan goes through the organization's change control process via a change
request.

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Organizational Process Assets Updates

● All projects create new knowledge.

● Some of this knowledge is codified, embedded in deliverables, or embedded in improvements to processes

and procedures as a result of the Manage Project Knowledge process.

● Any organizational process asset can be updated as a result of this process .

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RECAP
Recap
1. Direct And Manage Project Work

“provides the tools and techniques to navigate your

project, ensuring it stays on track, delivers value, and meets
its goals”

“driving force of a successful project”

Recap : Direct And Manage Project Work
Key Concepts:

● Monitoring and Controlling

- helps identify deviations from the plan (schedule delays,

budget overruns) so you can course-correct and avoid
unpleasant surprises.
Recap : Direct And Manage Project Work
Key Concepts:

● Managing the Project Team

- assign tasks effectively, empower them with resources,

and foster a collaborative environment to get the best
performance.
Recap : Direct And Manage Project Work
Key Concepts:

● Controlling Project Scope

- this ensures you deliver what was agreed upon,

managing any changes effectively to avoid
compromising quality or deadlines.
Recap
2. Manage Project Knowledge

“Wisdom for Future Success”

“this is about extracting valuable lessons learned

during the project, so future projects can benefit”

- Don't reinvent the wheel every time! By capturing

knowledge, your organization builds a library of best
practices that minimizes risk and improves future
project outcomes.
Recap : Manage Project Knowledge
Key Concepts:

● Capturing/ Documenting Lessons Learned

- Hold post-project reviews, gather team insights, and

document key takeaways (what worked well, what could
be improved).
Recap : Manage Project Knowledge
Key Concepts:

● Maintaining a Knowledge Repository

- Create a central location (database, knowledge

management system) to store project documents,
lessons learned, and best practices, making them
readily accessible for future reference.
Recap : Manage Project Knowledge
Key Concepts:

● Integrating Lessons Learned

- Don't let lessons learned gather dust!

- Incorporate them into project templates, risk

management plans, and training materials to proactively
improve future project execution.
Thank you