A Guide to Project Management

Area discussed in appendix e project management

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Unformatted text preview: tative Risk Analysis To the Executing Processes (Figure 3-6) MP AM SA S Risk Risk 11.4 Quantitative Risk Analysis Risk 11.5 Risk Response Planning Figure 35. Relationships among the Planning Processes The relationships among the project planning processes are shown in Figure 3-5 (this chart is an explosion of the ellipse labeled "Planning Processes" in Figure 3-1). These processes are subject to frequent iterations prior to completing the project plan. For example, if the initial completion date is unacceptable, project resources, cost, or even scope may need to be redefined. In addition, planning is not an exact science--two different teams could generate very different plans for the same project. Core processes. Some planning processes have clear dependencies that require them to be performed in essentially the same order on most projects. For example, activities must be defined before they can be scheduled or costed. These core planning processes may be iterated several times during any one phase of a project. They include: 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 NAVIGATION LINKS ACROYMNS LIST ACRONYMS LIST 33 ACROYMNS LIST Chapter 3--Project Management Processes 3.3.2 | 3.3.3 ment ment geE L geE PL P Scope Planning (5.2)--developing a written scope statement as the basis for future project decisions. Scope Definition (5.3)--subdividing the major project deliverables into smaller, more manageable components. Activity Definition (6.1)--identifying the specific activities that must be performed to produce the various project deliverables. Activity Sequencing (6.2)--identifying and documenting interactivity dependencies. Activity Duration Estimating (6.3)--estimating the number of work periods that will be needed to complete individual activities. Schedule Development (6.4)--analyzing activity sequences, activity durations, and resource requirements to create the project schedule. Risk Management Planning (11.1)--deciding how to approach and plan for risk management in a project. Resource Planning (7.1)--determining what resources (people, equipment, materials) and what quantities of each should be used to perform project activities. Cost Estimating (7.2)--developing an approximation (estimate) of the costs of the resources required to complete project activities. Cost Budgeting (7.3)--allocating the overall cost estimate to individual work activities. Project Plan Development (4.1)--taking the results of other planning processes and putting them into a consistent, coherent document. Facilitating processes. Interactions among the other planning processes are more dependent on the nature of the project. For example, on some projects, there may be little or no identifiable risk until after most of the planning has been done and the team recognizes that the cost and schedule targets are extremely aggressive and thus inv...
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This document was uploaded on 09/27/2013.

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