CAPM Process Groups

Develop Project Charter

The process of developing a document to formally authorize a project or a phase

Develop Project Charter Inputs

• Business documents

• Agreements

• Enterprise Environmental Factors

• Organizational Process Assets

I: Business Documents

Contains specific information as to why a project should be initiated and what its objectives are. There are 2 main documents: Business case & Project Benefits Management Plan

Business Case

A document that justifies the need for a project by outlining the expected benefits, costs, and risks. It serves as a decision-making tool for stakeholders to determine project feasibility. Ex: market demand, customer request, org need, legal requirement

Project Benefits Management Plan

Describes the main benefits that the project will produce once it is completed & how to measure the benefits. The project benefit could be the product, service, or result. It may be created by doing a cost benefit analysis project

I: Agreements

• Service Level Agreements (SLA)

• letters of intent

• Contract between internal & external customer

• Work required to be performed for payment

O: Project Charter

• formally authorizes the existence of the project & it assigns the PM & their Authority Level.

• Signed by the org Senior Management

• High Level requirements & risks

• Preliminary Project Budget & Schedule

• Project Purpose & justification

O: Assumption Log

A list of things that you perceive to be true (assumptions) & things that might constrain the project

Develop Project Charter Tools & Techniques

expert judgement, data gathering, interpersonal & team skills, meetings

Develop Project Charter Outputs

project charter & assumption log

Identify Stakeholders

• identifying project stakeholders regularly (everyday)

• analyzing & recording relevant info about their interests & their involvement

• it enables the project team to identify the appropriate focus for engagement of each stakeholder or group of stakeholders

Identify Stakeholders Inputs

• Project charter

• Business documents

• Project Management Plan

• ProjectDocuments

• Agreements

• Enterprise Environmental Factors

• Organizational Process Assets

Identify Stakeholders Tools & Techniques

• Expert Judgement

• Data Gathering

• Data Analysis

• Data Representation

• Meetings

Identify Stakeholders Outputs

• Stakeholder register

• ChangeRequests

• Project Management Plan Updates

• Project Documents & Updates

T: Stakeholder Analysis

• Analyze who your stakeholders are & how they feel about the project

• What is the stakeholders’ role?

• How would the project affect them? Either in a positive or a negative way

• Are they passive or work on the deliverable?

• What is their power authority?

T: Stakeholder Mapping/Representation (data representation)

• Power/interest grid, power/influence grid, or impact/influence grid

• Stakeholder cube

• Salience model

• Directions of Influence

• Prioritization

T: Power/interest grid or power/influence grid

An x/y graph which rates power to the y axis & interest/influence on the x axis

T: Stakeholder cube

A 3 dimensional methodology to support the mapping of a stakeholder’s interest, power, & influence

T: Salience model

• Power: level of authority

• Urgency: Immediate attention

• Legitimacy: How appropriate is their involvement

T: Directions of Influence

• Upward: senior Management

• Downward: Team members

• outward: Vendors, government, public, end users

• Sideward: peers such as other PMs

O: Stakeholder register

Should contain:

• contact info

• role on the project (ex: sponsor of functional manager)

• Communication requirements

• expectations of the project

• how are they affected by the project

• power influence level on the project

O: Project Management Plan Updates

• Requirements Management Plan

• Communications Management Plan

• Risk Management Plan

• Stakeholder Engagement Plan

O: Project Documents Updates

• Assumption Log

• Issue Log

• Risk register

P: Develop Project Management Plan

• Process of defining, preparing, & coordinating all plan components & consolidating them into an integrated project management plan

• Comprehensive document that outlines the basis of all project work & how the work will be performed

• Either summary or detailed

• Contains baselines & plans

Develop Project Management Plan inputs

• Project Charter

• Outputs from other processes

• Enterprise Environmental Factors

• Organizational Process Assets

Develop Project Management Plan Tools & Techniques

• Expert Judgement

• Data Gathering

• Interpersonal & team skills

• Meetings

Develop Project Management Plan Outputs

• Project Management Plan

Project Management Plan

• Outlines how the project is executed, monitored, controlled, & closed

• 4 Baselines

  • scope, schedule, cost, performance measurement

• 14 Subsidiary plans

• Approved by either the PM, Sponsor, Functional manager, Program Manager, or in rare instances Senior Management

• Provides guidance on prject execution

• Formal written piece of communication

• Only changed when a change request is generated & approved by the change control board or sponsor

• Scope Management Plan

• Requirement Management Plan

Plan Scope Management

Schedule Management Plan

Plan Schedule Management

Cost Management Plan

Plan Cost management

Quality Management Plan

Plan Quality Management

Resource Management Plan

Plan Resource Management

Communication Management Plan

Plan Communications Management

Risk Management Plan

Plan Risk Management

Procurement Management Plan

Plan Procurement Management

Stakeholder Management Plan

Plan Stakeholder Management

• Change Management Plan

• Configuration Management Plan

Develop Project Management Plan

Scope Baseline

Create WBS

Schedule Baseline

Develop Schedule

Cost Baseline

Determine Budget

• Performance Measurement Baseline

• Project Life Cycle Description

• Development Approach

Develop Project Management Plan

Management Plan vs Baseline

Management Plan: How to document. Gives the steps on how to do something

Baseline: What you’re doing

Plan Scope Management

Process of creating a scope management plan that documents how the project & product scope will be defined, validated, & controlled

Product Scope

Features & functions that characterize a product, service, or result

Project Scope

the work that is needed to be accomplished to deliver a product, service, or result with specified features & functions

Prevent Gold Plating

doing extra work that is not in the scope

Prevent Scope Creep

unauthorized work added to the scope

Scope Management Plan

how the scope will be defined, developed, monitored, controlled, & verified

• process for preparing & maintaining Scope Statement, WBS

• how changes request to the scope statement will be process

Requirement Management Plan

How the requirements will be analyzed, documented & managed

Collect Requirements

process of determining, documenting, & managing stakeholder needs & requirements to meet objectives

Collect Requirements Inputs

• Project Charter

• Project Management Plan

• Project Documents

• Business Documents

• Agreements

• Enterprise Environmental Factors

• Organizational Process Assets

Collect Requirements Tools & Techniques

• Expert Judgement

• Data Gathering

• Data Analysis

• Decision Making

• Data Representation

• Interpersonal & team Skills

• Context Diagram

• Prototypes

Collect Requirements Outputs

• Requirements Documentation

• Requirements Traceability Matrix

Data Gathering (Collect Requirements Tools)

Benchmarking

Data Analysis (Collect Requirements Tools)

Analyzing documents, agreements, policies, proposals, or business plans

Data Representation (Collect Requirements Tools)

• Idea/mind mapping

• Affinity Diagram

Interpersonal & team skills (Collect Requirements Tools)

• Job shawdoing

Idea/mind mapping (Collect Requirements Tools)

ideas gather through brainstorming are map together to discover new considerations & conception varaiations

Affinity Diagram (Collect Requirements Tools)

large ideas that are grouped and sorted together for further review & analysis

Context diagram (Collect Requirements Tools)

Used to visually show how a business process, other systems, & people interact

Prototypes (Collect Requirements Tools)

A working model of a product that stakeholders can interact with & provide feedback how they might want to change it to be better meet their requirements. This gives stakeholders a view of the product

Requirement Documentation (Collect Requirements Outputs)

How individual requirements are to be performed & why eahc requirement is important to the project

• Components may include

  • Stakeholder & business requirements

  • Acceptance criteria

  • Quality requirements

  • Project objectives

  • Organizational impacts

  • Legal or ethical compliance

  • Requirements assumptions & constraints

Requirement Traceability Matrix (Collect Requirements Outputs)

A table that is created that will link the requirement back to the source. This is used to help manage changes to the project scope

Define Scope

• Developing a detailed description of the project & product

• A detailed project scope is critical to the project success & builds upon the major deliverables, assumptions, & constraints that are documented during project initiation

Define Scope Inputs

• Project Charter

• Project management Plan

• ProjectDocuments

• Enterprise Environmental Factors

• Organizational Process Assets

Define Scope Tools & Techniques

• expert Judgment

• Data Analysis

• Decision Making

• Interpersonal & Team Skills

• Product Analysis

Define Scope Outputs

• Project Scope Stement

• Project Documents Updates

Product Analysis

Detailed understanding of what the project’s product, service, or result, with the commitment to improve the team’s focus, it’s knowledge base, the correct interpretation of the requirements

• Tools used:

  • product breakdown

  • System Analysis

  • System requirements

Project Scope Statement

Describes in detail the project deliverables, & the work that is required to produce those deliverables.

The greater the detail level of the scope allows the team the better understanding on how to reach the ends state of the project successfully.

The less detai, detail creates a greater chance of project risk, as well as offering the possibility of greater scope creep

• details should include, but not limited to:

  • product description, goals of the project

  • identified risks

  • Project/Product acceptance criteria

  • project constraints/exclusions

Create WBS

A structured breakdown of work. It tells you all the work you need to do to in order to finish the project.

Subdividing project deliverables & project work into more manageable components from the scope statement

Create WBS Inputs

• Project management Plan

• Project Documents

• Enterprise Environmental Factors

• Organizational Process Assets

Create WBS Tools & Techniques

• Decomposition

• Expert judgement

Create WBS outputs

• Scope Baseline

• Project Documents Updates

Decompositions (Create WBS Tools)

it comprises of breaking down each of the project deliverables into smaller components. The basic work package should be able to estimate its basic time, cost, & effort

Scope Baseline (Create WBS Outputs)

A combination of 3 documents:

• Project Scope Statement

• WBS

• WBS Dictionary

WBS Dictionary

A document that details the contents of the WBS

It should include team members assigned to it, time estimates, cost estimate, account information, work package ID, quality requirements, contract information, Scheduled Milestone, plus detail overall of the task at hand

Plan Schedule Management

Establishing the policies, procedures, & documentation for planning, developing, managing, executing, & controlling the project schedule.

Plan Schedule Management Inputs

• Project Charter

• Project Management Plan

• Enterprise Environmental Factors

• Organizational Process Assets

Plan Schedule Management Tools & Techniques

• Expert Judgement

• Data Analysis

• Meetings

Plan Schedule Management Outputs

• Schedule Management Plan

Schedule Management Plan

How the project schedule will be planned, developed, managed, executed & controlled throughout the phase or project

• May establish the following:

  • Levels of Accuracy

  • Rules of Performance Measurement

  • Reporting formats

  • Release & Iteration Length

  • Project Schedule Model Development

Define Activities

Process of identifying & documenting the specific actions to be performed to produce the project deliverables

Decomposes work packages into schedule activities that provide a basis for estimating, scheduling, executing, monitoring, & controlling the project work

Define Activities Inputs

• Project Management Plan

• Enterprise Environmental Factors

• Organizational Assets

Define Activities Tools & Techniques

• Expert Judgement

• Decomposition

• Rolling Wave Planning

• Meetings

Define Activities Outputs

• Activity List

• Activity Attributes

• Milestone List

• Change Requests

• Project Management Plan Updates

Rolling Wave Planning (Define Activities Tools)

A form of progressive elaboration. Near term work packages are able to be defined in a much great detail. Long term work packages in any detail, a place holder maybe created for a later date

Activity List (Define Activities Outputs)

A complete list of all scheduled activities that is required to be performed on the project.

Each activity should map back to one work package on a WBS

Activity Attribute (Define Activities Outputs)

Any additional information required to execute the activity list

• Point of contact, location of work being performed

• used for scheduling development

Milestone List (Define Activities Output)

Key dates of the project

mandatory, optional, contractual, % complete