Project management process

Project Stakeholders
Stakeholders are individuals and organizations that actively participate in the project or whose interests will be affected by the project execution and completion results. They may also influence the project and its results. The stakeholders who ignore their responsibilities may have a devastating impact on the success of the project.

Key stakeholders of each project include:
Project Manager-the person responsible for project management.
Customer/user-organization or individual who uses the project product.
Execution organization: the enterprise organization in which its employees are most directly involved in the project.
Project Team members: the group that executes the project.
Initiator-an individual or group that provides financial resources for the project in cash or in kind.
Influencers-individuals or groups that do not directly purchase or use the project products,
Project Management Office (PMO)

Project stakeholders often have different or even conflicting targets. Generally, customer satisfaction is the main factor to resolve different opinions between stakeholders. However, this does not mean that the requirements and expectations of other stakeholders can be ignored.

A project-based organization means that its business is mainly composed of projects. In some cases, a project-based organization that is not managed by project will operate and have corresponding support for system departments or other sub-units.

Most organizations have formed their own unique and descriptive culture. These cultures are embodied in:
Common values, codes of conduct, beliefs and expectations of the organization
Guidelines and procedures of the Organization
Views of the Organization on the Authority relationship
Many other factors

Organization

The structure of the implementation project organization often restricts the ability to obtain the resources required by the project and the conditions for obtaining the resources. The organizational structure can be equivalent to a continuous spectrum. One end is a functional model, the other end is a project model, and the middle is a matrix model (weak matrix organization, balanced matrix organization, and strong matrix organization ).

The tight matrix does not involve specific organization and management structures. It mainly refers to the fact that project team members should be physically placed in one place and usually work in the same room. "Closeness matrix" is a replacement of the terms "centralized office" and "war room.

The role of pmo in an organization may range from consultant to recommendation of specific policies and procedures for individual projects, to formal administrative authority. In some cases, PMO grants permissions to individual project managers. In this case, a full-time project manager has all the permissions for the specified project, and only PMO can change it. The project manager will receive administrative support from a person in charge of PMO or a part-time employee.

Project Management SystemIt refers to the tools, technologies, methods, resources and procedures used to manage projects. A project management system combines a set of processes and related control functions into system functions to form a unified system.

Project ManagementIt refers to the use of knowledge, skills, tools and technologies in project activities to ensure that the project needs are met.

In a project team, the project manager is always responsible for determining which process is more suitable for a given project. In fact, project managers and their teams should clearly consider the input and output elements of each process.

OneProcessIt refers to a series of related actions and activities to be executed to get pre-specified results. In most cases, the project management process is associated with each other for the same purpose. This aims to start, plan, execute, monitor, and end a project.

The details of a project must be based on factors such as project complexity, risks, scale, time frame, project team experience, number of historical information, organization's project management maturity, industry and application fields..

PDCA Cycle (Plan-Do-Check-Act Cycle)

Project management process group:
Start Process Group-define and approve a project or stage.
Planning Process Group-define and refine objectives and plan the best action plan. That is, select the optimal scheme from various selected schemes to achieve the goal and scope of the project or stage.
Execution Process Group-integrates personnel and other resources to execute the project management plan during the project lifecycle or at a certain stage.
Monitoring and control process group-requires regular measurement and monitoring of progress and identification of deviations from the project management plan to take corrective actions if necessary to ensure that project or stage objectives are met.
Closing Process Group-formally accept product, service or work results and end the project or stage in an orderly manner.

Each separate process defines and limits how input is used to generate the output of the project process group.

The start of a project team is composed of the processes necessary to formally approve the start of a new project. The result of project team startup is that a project is started, and its output also defines the project intent, sets the goal, and authorizes the project manager to perform the project.

The Startup Process Group includes:
1. Develop Project Charter
2. Prepare the project scope statement (preliminary)

Planned Process GroupA project consists of defining the project scope, developing a project management plan, identifying project activities, and scheduling. The project team should involve all project stakeholders in the project planning process. Interaction with other processes in the planning process group is more dependent on the nature of the project.

Project Process groups include:
1. Develop a Project Management Plan
2. Scope plan preparation
3. scope definition
4. Create a work breakdown structure (WBS)
5. Activity Definition
6. Sort activities
7. Activity resource estimation
8. Estimation of Activity Duration
9. Develop a progress plan
10. Cost Estimation
11. cost budget
12. quality plan preparation
13. Human resources planning
14. Build a project team
15. Prepare a Communication Plan
16. Risk management plan preparation
17. Risk Identification
18. Qualitative analysis of risks
19. Quantitative Risk Analysis
20. Develop risk response plans
21. planned procurement
22. Prepare the contract