pmp-mind-map

Tổng hợp định nghĩa của 47 quy trình quản trị dự án theo PMBOK Guide 5

pmp-mind-map

4.1 Develop Project Charter (I)

Developing a documentation that formally authorizes a project or a phase and documenting initial requirements that satisfy the project stakeholder’s needs and expectations.

Project Charter will be created/issued by the Project Initiator/Sponsor. However, it is recomended that the PM participate in the development of the project charter, so Sponsor would delegate that duty to the PM, and only should be at a level to funding the project.

4.2 Develop Project Management Plan (P)

Documenting the actions necessary to define, prepare, integrate, and co-ordinate all subsidiary plans.

A formal, approved document that defined how the project is executed, monitored and controlled and closed. It maybe a summary or detailed and maybe composed of one or more subsidiary management plans and other.

4.3 Direct and Manage Project (E)

Performing the work defined in the project management plan to achieve the project’s objectives.

4.4 Monitor and Control Project Work (MC)

Tracking, reviewing, and reporting the progress to meet the performance objectives defined in the Project Management Plan.

Key benefit: Allow stakeholders to understand the current state of the project, the steps taken, and budget, schedule, and scope forecasts.

4.5 Perform Integrated Change Control (MC)

Reviewing all CRs, looking for and evaluating any impacts, approving changes and managing changes to the deliverables, organizational process assets, project documents and the project management plan.

Includes coordinating changes across the entire project.

4.6 Close Project or Phase (C)

Finalizing all activities across all of the Project Management Process Group to formally complete the project or phase. It is used also for projects which are terminated before completion.


5.1 Plan Scope Management (P)

Creating a scope mgmt plan that documents how the project scope will be defined, validated and controlled.

Key benefit: Provide guidance and direction on how scope will be managed throughout the project.

5.2 Collect Requirements (P)

Determining, Documenting and Managing Stakeholder’s needs and requirements to meet the project objectives.

Key benefit: Provide the basic for defining and managing the project scope including project scope.

5.3 Define Scope (P)

Developing a detailed description of the project and product.

The preparation of a detailed project scope statement is critical to project success and build upon the major deliverables, assumptions, and constraints that are documented during project initiation.

5.4 Create WBS (P)

Subdividing project deliverables and project work into smaller, more manageable components. The planned work is contained within the lowest level WBS components, which are called Work Packages. A WP can be used to group the activites where work is scheduled, cost estimated, monitored and controlled.

5.5 Validate Scope (E)

Formalizing acceptance of the completed project deliverables. Scope Validation includes reviewing deliverables with the customer or sponsor to ensure that they are completed satisfactorily and obtaining formal acceptance of deliverable by the customer or sponsor => Check for Acceptance.

5.6 Control Scope (MC)

Monitoring the status of the project and product scope and managing changes to the scope baseline.


6.1 Plan Schedule Management (P)

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

Key benefit: Provide guidance and direction on how the schedule will be managed throughout the project.

6.2 Define Activities (P)

Identifying  and Documenting the specific actions to be performed to produce the project deliverables.

Key benefit: break down WP into activities that provide a basic for estimating, scheduling, executing, monitoring, controlling the project work.

6.3 Sequence Activities (P)

Identifying and documenting relationships among the project activities.

Key benefit: Define the logical sequence of work to obtain the greatest efficiency given all project constraints. The result is a Schedule Network Diagram.

6.4 Estimate Activity Resource (P)

Estimating the type and quantities of material, people, equipment, or supplies required to perform each activity.

=> RESOURCES: skilled human resources (specific disciplines either individually or in crews or teams), equipment, services, supplies, commodities, material, budgets, or funds.

6.5 Estimate Activity Durations (P)

Approximating the number of work periods needs to complete individual activities with estimated resources.

=> DURATION: the total number of work periods (not including holidays or other nonworking periods) requires to complete a schedule activity or WBS component. Usually expressed as work days, workweeks. Constrast with effort.

6.6 Develop Schedule (P)

Analyzing activity sequences, durations, resource, requirements, and schedule constraints to create the project schedule.

6.7 Control Schedule (MC)

Monitoring the status of the project activities to update project progress and managing changes to the schedule baseline to achieve the plan.


7.1 Plan Cost Management (P)

Establishes the policies, procedure, and documentation for planning, managing, expending, and controlling project cost.

Key benefit: Provides guidance and direction on how the project cost will be managed throughout the project.

7.2 Estimate Cost (P)

Developing an approximation of the monetary resources needed to complete project activities. Cost Estimate is made for each activity by a prediction base on the info known at a given point in time.

Key benefit: Determines the amount of cost required to complete project work.

7.3 Determine Budget (P)

Aggregating the estimated cost of individual activities or WP to establish an authorized cost baseline, which includes all authorized budgets, but excludes Management reserves.

7.4 Control Costs (MC)

Monitoring the status of the project to update the project budget and managing changes to the cost baseline. Project cost control seeks out the causes of positive and negative variances and is part of the Perform Integrated Change Control Process.


8.1 Plan Quality Management (P)

Identifying quality requirements and standards for the project, and its deliverables, and documenting how the project will demonstrate compliance with relevant quality requirements. (What will need to be done to meet those standards)

Key benefit: Provide guidance and direction on how quality will be managed and validated throughout the project.

8.2 Perform Quality Assurance (E)

Auditing the quality requirements and the results from quality control measurements to ensure appropriate quality standards and operational definition are used.

Key benefit: Facilitate the improvement of quality processes.

8.3 Control Quality (MC)

Monitoring and Recording results of executing the quality activities to assess performance and recommend necessary changes.

Key benefit:

  • (1) Identifying the causes of poor process or product quality, and recommending and take action to eliminate them.
  • (2) Verifying that project deliverables and works meet the requirements specified by key stakeholder (also necessary for final acceptance).

9.1 Plan HRM (P)

Identifying and Documenting project roles, responsibilities and required skills, reporting relationships, and creating a staffing management plan including the timetable for staff acquisition and release.

9.2 Acquire Project Team (E)

Confirming human resources availability and obtaining the team necessary to complete project assignments.

9.3 Develop Project Team (E)

Improving the competencies, team interaction, and the overall team environment to enhance project performance.

9.4 Manage Project Team (E)

Tracking team member performance, providing feedback, resolving issues, and managing changes to optimize project performance.

Key benefit: Influence team behavior, manages conflict, resolve issues, and apprises team member performance.


10.1 Plan Comm Management (P)

Developing an appropriate approach and plan for project comm based on stakeholder’s info needs and requirements and available organizational assets.

Key benefit: Identify and Document the approach to communicate most effectively to update and communicate the project info and respond to requests from various stakeholders.

10.2 Manage Communication (E)

Creating, Collecting distributing, Storing, Retrieving, Analysis of baseline vs. actual data (Work perf data), and the ultimate disposition of project info in accordance with the Comm Management Plan.

Key benefit: Enable an efficient and effective communications flow between project stakeholders.

10.3 Control Communication (MC)

Monitoring and Controlling communications through out the entire project life cycle to ensure the information needs of the project stakeholders are delivered to the right person at the right time.

Key benefit: ensure an optimal information flow among all communication participants at any moment in time.


11.1 Plan Risk Management (P)

Defining how to conduct risk management activities for a project.

11.2 Identify Risks Management (P)

Determining which risks may affect the project and documenting their characteristics.

11.3 Perform Qualitative Risk Analysis (P)

Prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact.

11.4 Perform Quantitative Risk Analysis (P)

Numerically analyzing the effect of identified risks on overall project objectives.

11.5 Plan Risk Responses (P)

Developing options to enhance opportunities and to reduce threats to project objectives.

11.6 Control Risks (MC)

Implementing risk response plans, tracking identified risks, monitoring residual risks, identifying new risks, and evaluating risk process, effectiveness throughout the project.

Key benefit: Improve efficiency of the risk approach throughout the project life cycle to continuously optimize risk responses.


12.1 Plan Procurements Management (P)

Documenting project purchasing decisions, specifying the approach, and identifying potential sellers.

12.2 Conduct Procurements (E)

Obtaining seller responses, selecting a seller and awarding a contract.

12.3 Control Procurements (MC)

Managing procurement relationships, monitoring contract performance, and making changes and corrections as needed.

12.4 Close Procurements (C)

Completing each procurement includes verification to make sure all work & deliverables are acceptable. Will be closed before close Project/Phase process.


13.1 Identify Stakeholders (I)

Identifying all people or organizations that could impact or be impacted by a decision, activity, or outcome of the project, analyzing and documenting relevant info regarding their interests (concern), influence (involvement), interdependences, and potential impact on project success.

Key benefit:  Allow PM to identify the appropriate focus each stakeholder, group of stakeholders.

13.2 Plan Stakeholder Engagement (P)

Developing appropriate management strategies to effectively engage stakeholders throughout project life cycle, based on the analysis of their needs, interests, and potential impact on project success.

Key benefit: Provide a clear, actionable plan to interact with project stakeholders to support the project’s interests.

13.3 Manage Stakeholder Engagement (E)

Communicating and working with stakeholders to meet their needs and expectations, and addressing issues as they occur… by ensuring that stakeholders clearly understand the project goals, benefits, and risks.

Key benefit: Allow PM to increase support and minimize resistance from stakeholders, significantly increasing the chances to achieve project success.

13.4 Control Stakeholder Engagement (MC)

Monitoring overall project stakeholder relationships and adjusting strategies and plans for engaging stakeholders.

Key benefit: Maintain or increase the efficiency and effectiveness of stakeholders engagement activities.


 

 

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