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Unformatted text preview: alled rolling wave planning, indicating that planning is an iterative and ongoing process. Involving stakeholders in the project phases generally improves the probability of satisfying customer requirements and realizes the buy-in or shared ownership of the project by the stakeholders, which is often critical to project success. geE L geE PL P 3.3 PROCESS INTERACTIONS
Within each process group, the individual processes are linked by their inputs and outputs. By focusing on these links, we can describe each process in terms of its: Inputs--documents or documentable items that will be acted upon. Tools and techniques--mechanisms applied to the inputs to create the outputs. Outputs--documents or documentable items that are a result of the process. The project management processes common to most projects in most application areas are listed here and described in detail in Chapters 4 through 12. The numbers in parentheses after the process names identify the chapter and section where each is described. The process interactions illustrated here are also typical of most projects in most application areas. Section 3.4 discusses customizing both process descriptions and interactions. 3.3.1 Initiating Processes Figure 3-4 illustrates the single process in this process group. Initiation (5.1)--authorizing the project or phase is part of project scope management. 3.3.2 Planning Processes Planning is of major importance to a project because the project involves doing something that has not been done before. As a result, there are relatively more processes in this section. However, the number of processes does not mean that project management is primarily planning--the amount of planning performed should be commensurate with the scope of the project and the usefulness of the information developed. Planning is an ongoing effort throughout the life of the project. 32 NAVIGATION LINKS ACROYMNS LIST ACRONYMS LIST ACROYMNS LIST A Guide to the Project Management Body of Knowledge (PMBOK Guide) 2000 Edition 2000 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA Chapter 3--Project Management Processes Planning Processes
Scope 5.2 Scope Planning Time 6.1 Activity Definition Time 6.2 Activity Sequencing Time 6.4 Schedule Development Time Scope 5.3 Scope Definition Cost 7.1 Resource Planning 6.3 Activity Duration Estimating Cost 7.3 Cost Budgeting A Guide to the A Guide to the
7.2 Cost Estimating Risk 11.1 Risk Management Planning Cost Integration 4.1 Project Plan Development From the Initiating Processes (Figure 3-4) From the Controlling Processes (Figure 3-7) Quality 8.1 Quality Planning Human Resources 9.1 Organizational Planning Communication 10.1 Communications Planning Risk 11.2 Risk Identification Project Project Management Management Body of Body of KnowledgeE L KnowledgeE PL
Human Resources 9.2 Staff Acquisition Procurement Procurement 12.1 Procurement Planning 12.2 Solicitation Planning 11.3 Quali...
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- Fall '13
- The American