PROJECT MANAGEMENT

PROCESS
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Learning outcomes
• Understand Fayol’s Management Process
• Understand the Estonian Process
• Understand the structure of the Project Management Process
• Apply the Project Management Process

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 Introduction
• A management process is a linear sequence of steps which are carried out to
achieve defined objective.

• Management is simply defined as the process followed by Managers to

accomplish the business goals and objectives.

• Management has four main functions which are:

• To decide what has to be done (Planning)
• To decide how this should be done (Organizing)
• To order and ensure that has been done (Leading)
• To check that its orders have been carried out (Controlling)

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Fayol’s Management Process
• A French engineer, Henri Fayol created the first principles of the classical
management theory. This includes:

• Planning: Defining the organizational purpose and ways to achieve it, e.g., defining
goals, developing plans and sup plans to coordinate the activities, and establishing
the strategy. Forecasting the work to be done.
• Organizing: Arranging and structuring work to accomplish organizational goals, e.g.,
who reports to whom and dividing work on employees. Staffing.
• Commanding: Motivating staff
• Directing: Directing the work activities of others, e.g., resolving conflicts, motivating
employees, chosen the most effective channel to communicate. Co-ordinate the staff
and the work.
• Controlling: Monitoring and receiving feedback on the progress in order to make
necessary adjustments.
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Eastonian Process
The Eastonian process (input-process-output), is named after David Easton.
It is used either as an input-output or input-process-output.
PMBOK refers to this as the ITTO (Inputs, Tools, Techniques and Output) where an input is
defined as any documents that are key to the process. An output of one process can be an input
of the other process.

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Project Management Process
• Project Management is accomplished through processes which is defined as a set of
interrelated actions and activities that are performed to achieve a pre-specified set of objectives,
products, results and services.
• The PMBOK® Guide describes the nature of project management processes in terms of the
integration between the processes, their interactions, and the purposes they serve.
• Project management processes are grouped into five categories known as Project Management
Process Groups (or Process Groups):
• Initiating Process Group
• Planning Process Group
• Executing Process Group
• Monitoring and Controlling Process Group
• Closing Process Group

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Project Management Process Groups

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Initiating Process
• Initiating a project includes recognizing and starting a new project or project phase.
The initial scope of the project is developed along with associated costs and benefits
persuading the project. The documents included are, the project charter, feasibility
study, and stakeholders’ analysis.
• Project Charter: Initiates the project by formally adding the project to the company’s
register of projects.
• Feasibility Study: Confirms the project is feasible and will solve the identified or
make the best out of the identified opportunity. It should also offer alternative
solutions.
• Stakeholder Analysis: Identifies all the stakeholders and determines their needs and
expectations.

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Project Charter Process

Input Process Output

• Statement of • Develop Project • Project Charter
requirements Charter. • Authorize Feasibility
• Business Case Study
• Contract • Authorize
• Enterprise Stakeholder
Environmental Analysis
Factors
• Organizational
Assets

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Stakeholder Analysis

Input Process Output

• Project Charter • Develop • Stakeholder
• Procurement Stakeholder Register
Document Package Analysis • Stakeholder needs
• Enterprise and expectations
Environment • Stakeholder
Factors management
• Organizational strategy
Process Assets

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Initiating Process

• The main goal is to formally select and start off projects.

• Key outputs include:

• Assigning the project manager (e.g., Petros)
• Identifying key stakeholders (stakeholder_analysis.doc)
• Completing a business case (business_case.doc)
• Completing a project charter and getting signatures on it (charter.doc)

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Planning Process
•The planning process selects and develops the best course of action to attain the selected
objectives that the project is to achieve.
•The main purpose of project planning is to guide execution.
•The planning process will result in the development of the subsidiary management plans which
are:
1.Cost management plan
2.Staffing/Resource management plan
3.Scope management plan
4.Schedule management plan
5.Quality management plan
6.Procurement management plan
7.Communications management plan
8.Risk management plan
9.Integrated change control management plan.

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 Planning Process
• Input: The input consists of all the individual plans which roll up from the project management
plan.
• Process: Developing the project management plan is an iterative process of trade-offs,
compromises and alternatives.
• Output: The fully integrated project management plan.

Input Process Output

1. Scope Plan 1. Develop project 1. Project Management
2. Time Plan management plan plan
3. Cost Plan
4. Quality Plan
5. Procurement Plan
6. Resources Plan
7. Human Resources Plan
8. Communication Plan
9. Risk Plan.
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Executing, monitoring and controlling
process
• Execution Involves building the deliverables and controlling the delivery, scope, cost, risks, issues.
• Includes the processes to execute, monitor and control the work defined in the PM plan.
• It usually takes the most time and resources to perform project execution since the products of the project are
produced here
• The most important output of execution is work results. Project managers must use their leadership skills to handle
the many challenges that occur during project execution.

Input Process Output

1. Project Charter 1. Issue Instructions 1. Project Progress
2. Project Management 2. Expedite Report
Plan procurement
3. Scope Change 3. In process quality
Approvals inspection
4. Monitor progress
5. Replan to incorporate
changes
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Executing, monitoring and controlling
process
• Controlling involves measuring progress toward project objectives, monitoring
deviation from the plan, and taking corrective actions.
• Controlling affects all other process groups and occurs during all phases of
the project life cycle. Status and progress reports are important outputs of
controlling
• The following processes are used to monitor and control the project:
• The instructions and orders are expedited
• In-process quality inspections are used
• Monitoring provides the team members insight into the dynamic nature of the of the
project.
• Performance reports provide information on the project’s progress with respect to scope,
time, cost, quality, procurement, resources and risk.
• Scope change includes; log change requests, assess impacts by nominated experts, and
to update the build method and the configuration management systems. 15
 Closing Process
• The closing process includes the processes required to confirm that the project has been made to
the pre-defined objectives as outlined in the project management plan.
• Project closeout is performed after all defined project objectives have been met and the customer
has formally accepted the project’s deliverables and product or, in some instances, when a project
has been cancelled or terminated early.
• Project closeout is routine, but it is an important process.
• By properly completing the project closeout, organizations can benefit from lessons learned and
information compiled at closure.
• Some of the key elements to project closeout are:
• Completion and closeout of any contractual agreements with suppliers or providers
• Formalizing customer acceptance
• Closeout of any financial matters
• Preparation of the project’s final performance report
• Conducting a project review
• Documenting lessons learned
• Completing, collecting and archiving project records
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• Celebrating project success.
 Closing Process
◦ Input: All the documents which define the project’s objectives and acceptance criteria.
◦ Process: Confirms the project has reached the required condition.
◦ Output: Confirms the project has been made to the required condition and hands over the
project to the client.

Input Process Output

1. Project 1. Commissioning 1. Certificate of
Management Plan completion
2. Apply for 2. Owner and operator
Acceptance
3. Verification and
acceptance criteria

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Closing Report
◦ A closeout report is developed at the end of the project to document lessons learnt for future
projects.

Input Process Output

1. Project 1. Produce closeout 1. Project closeout
Management plan report report
2. Commission and 2. Lessons learnt
acceptance
certificates

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Process Levels
◦ The format of the project management process can be applied at different levels within the
project.

Project Level The project management process subdivides the

project into the phases of the project lifecycle:
feasibility phase, design, and planning phase,
execution phase, and closing phase

Phase Level The project management process subdivides each

phase into: initiate phase, plan phase, execute phase,
and close phase

Plan Level The project management process subdivides each

plan into: initiate plan development, plan plan
development, execute plan development, and close
plan development.

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