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This free eBook will help you to identify the appropriate project management process to apply at any point in your own project. All projects have an identifiable life cycle that involves: Starting the project, organizing and preparing, carrying out the work and closing the project.
The aim of the initiation phase is to answer the questions 'what is this project trying to achieve and why?' It consists of those processes performed to authorize and define the scope of a new phase or project or that can result in the continuation of halted project work. The emphasis of the planning phase is to develop an understanding of how the project will be executed and a plan for acquiring the resources needed to execute it.
Executing consists of the processes used to complete the work defined in the project plan to accomplish the project's requirements. This is where the performance of the project is measured and action is taken based on an analysis of this data. Change control is a formal process used to ensure that changes to a product or system are introduced in a controlled and coordinated manner. Chapter 7 - Project Closure Processes This phase represents the formal completion of the project deliverables and their transfer to the final beneficiaries - usually internal or external customers. How projects can be divided into processes and how this affects the way the project is managed. Why accurate estimates are an essential part of the planning process and how these estimates are arrived at.
How the monitoring and controlling processes work to either change the plan or alter the way it is being executed.
Why it is essential to have agreed change control processes in place to prevent improvised changes from creating confusion. If you are a newbie like I am, take some time and read through this a few times, you will be surprised at the wealth of knowledge in this short book.
The Deming Cycle or P-D-C-A is the next topic covered and it simply stands for plan, do, check, and act. I feel as is anyone from novice to seasoned leader could learn a thing or two from this book.
Having read, and enjoyed, another book on the topic of project management, I decided to read through 'Project Management Processes' and see what more I could learn about this topic. Those five groups are Initiating, Planning, Executing, Monitoring & Controlling, and Closing. My only complaint about this book really isn't a complaint about the book itself, it would just be that the book is beyond the scope of my own personal uses.
With that said, I did find some value for myself in the discussion regarding the closing process. Overall, this is a valuable book that can bring a different amount of value for different readers.
In today's time-crunched, cost-conscious global business environment, tight project deadlines and stringent expectations are the norm.
Reproduction of site books is authorized only for informative purposes and strictly for personal, private use. We're repeating some important information here to ensure that you're making an informed purchase. You will need a Free 3rd-party application that can read the intermediate .acsm file you will receive as download. Project management is a vital and growing component of many organizations and can literally make or break a company. We've put together a collection of resources to help you make a decision regarding whether you should buy this Ebook from us. Reviews from Goodreads (a popular reviews site) are provided on the same if they're available.
You should be able to transfer your purchase to more than one (upto 6) compatible devices as long as your ebook-reading apps have been registered with the same Adobe ID before opening the file. This area includes the processes required to ensure that the project includes all the work, and only the work required to complete the project successfully.
As well as defining the scope of the project in the planning stage it is also necessary to actively manage it.
This process involves creating a scope plan that describes how the scope of the project will be defined, validated and controlled so that it can be managed throughout the life of the project. This process is concerned with assessing, documenting, and managing stakeholder needs to meet project objectives. This process involves creating a detailed description of the project and it's deliverables using the scope plan, the requirements documentation and project charter (created in the process of initiating the project).
The creation of the work breakdown structure (WBS) should be one of the first steps in the planning process, once the requirements specification for the project has been written. This process involves taking the deliverables which have been internally checked to see whether they meet the customer's requirements, and then actually present them to the customer for formal acceptance. No matter what a project is designed to do, it is crucial that it be defined and established as accurately as possible ahead of time.
Getting the scope just right on a project is one of the most-important elements of achieving success in the end.
The resources dedicated to a project can take on many forms, but all of them are important. A deliverable-orientated hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives and create the required deliverables. Employees - this is probably the first resource that is considered when putting together a new project. Budget - most projects include some kind of capital budget for expenses that go beyond things like payroll. Goal - one other important piece of project scope is simply what the goal of the project is in the first place. The four items above are usually the main components that need to be considered when framing the scope of an upcoming project.

Project managers are not only tasked with getting to the end of a project successfully, but also with making sure that what happens during the project is within the scope that was laid out for them at the beginning. The idea of scope creep is one that has plenty of uses in business, and it applies in project management as well. This happens when one part of the project spurs an idea to do something else, or to add onto what is already being done. Laying out a defined scope at the beginning of the work, and then sticking with it as much as possible throughout the project life-cycle, is the path toward a successful conclusion and overall improvement for the organization. Simply click on the button below and we'll send a quick note to your primary email address () confirming this request. You will learn what each of the process groups consists of and the processes you need to perform within each group during your project.
This is known as a four-phase life cycle and it can help you to understand what it is that makes a project different from a business process.
A large number of the initiating processes are typically done outside the project's scope of control by the organization, program, or portfolio processes and those processes provide input to the project's initiating processes group. Although much of the planning activity takes place during the planning phase, it is important to remember that the project plan will continue to be adjusted to respond to new challenges and opportunities. Execution process involves coordinating people and resources, as well as integrating and performing the activities of the project in accordance with the project management plan. The results of the executing processes are compared against the plan and where differences exist, corrective action is taken either to change the plan itself or the way in which the plan is being executed. As you progress through the book you may be tempted to skim some of the seemingly redundant areas but unless you have a good base knowledge already, I would suggest avoiding the urge. With its universal experience reach you will likely find some sections to be redundant or elementary but this is still a valuable, free resource that many of us could learn from.
I was pleased to see that this book picks up largely where the other leaves off and adds nicely to the knowledge I had already gained. What I really found interesting about these groups is the point that was made about them not having to be strictly sequential with one following after the previous one is finished. The bulk of the content works into more detail regarding the specific process groups and the processes within them.
It is my own personal opinion that projects taken on by organizations often run long because there is a lack of strategy to finish off all loose ends and confirm completion. For me, I am still glad I took the time to read it, although some of the content won't be of much use to me down the road.
Now with 25% new and updated content, Project Management For Dummies, 3rd Edition introduces you to the principles of successful project management and shows you how to motivate any team to gain maximum productivity. You'll also discover how to manage deliverables, issue changes, assess risks, maintain communications, and live up to expectations by making the most of the latest technology and software and by avoiding common problems that can trip up even the best project managers. Preview ebook and open the sample ebook on each of your intended devices before continuing.
In this step-by-step guide, two project management consultants present a comprehensive guide to effective project management, complete with real stories and case studies from actual project managers. Choice of what ebook reading app to use is yours, we only present a few common apps that several customers of ours have preferred. Any planning or work activity which is not directly focused on completing the specified project objective represents a waste of resources and should not be undertaken. This is because there are two groups of stakeholders that will almost invariably apply pressure to change the scope of the project throughout its life cycle. The main input to this process is the project charter, and by using expert judgment in conjunction with project team meetings, two key documents will be produced, the scope plan and the requirements plan.
All requirements should be gathered at the start because as the project progresses changes then become increasingly costly. It takes the high-level product descriptions, assumptions and constraints documented in the project charter and creating a 'scope statement' which has a more detailed description of these items. It should reflect the way the work will be performed and the way in which project costs and data will be summarized and reported.
It confirms that the work being considered matches the details in the work breakdown structure, scope plan and project plan. While most are intended to make money, there are usually more defined goals under that general umbrella. Projects exist within organizations, and they are intended to accomplish a specific purpose as well.
Only when the scope is dialed in correctly can everything else in the project be completed according to plan.
The scope of a project takes a view of these resources as a whole to determine if the project has just what is needed to reach the goal that has been laid out.
Using our example from earlier regarding a new feature to add to a product, there may be some cost associated with buying materials that will go into that new feature. This can often become lost in the shuffle as the project develops, and the final result may end up well outside of the scope that was originally intended.
While trying to keep a project within its original scope, you might find that 'project creep' starts to develop and things grow quickly out of control. The project creeps larger and larger until it isn't anything like what it was supposed to be in the beginning. The best companies in the world know exactly what they do best, and they stick to it as closely as possible. Many real-world projects will have initiation, executing, and closure processes all happening at the same time, but considering them in isolation can help you to focus on what needs to be done at particular points in a project, phase, sub-phase or work package.
This process is where most of the work is carried out, and where products and deliverables are built, assembled, constructed, and created. The goals of a change control procedure usually include minimal disruption to services, reduction in back-out activities, and cost-effective utilization of resources involved in implementing change.
After reading this and other books on the topic of project management, I am feeling a little more confident in my abilities to successfully managing my upcoming (first ever) large engineering project.

The five groups are initiating, planning, executing, monitoring & controlling, and closing. In my personal opinion, a few of the processes and details could have been shortened but perhaps some of you will disagree with me.
While project management is unlikely to ever be my main job description, I find it beneficial to learn as much as possible about a range of topics, and these books are a great way for me to do just that. They do naturally occur in the order which they are listed, but often will overlap for part of a project. I'm sure for someone working towards, or already in, the project management field, this information is highly relevant and important to understand. The points that the book makes in reference to project management closing are something that I think a lot of people could take away value from to make sure that their projects, whatever they may be, don't run on longer than necessary.
For others who are more directly in the project management field, however, I'm sure the book will be more useful from start to finish. This straightforward guide cuts through the technical jargon to present an easy-to-follow, easy-to-learn approach to executing any project from beginning to end. Gathering requirements from all stakeholders will also ensure that their opinions are taken into consideration, which will lead to higher rates of project acceptance. For example, your business might be designed to sell a specific product or service, or even just provide information on a given topic. However, instead of 'selling a certain product', a project might be created to design a new feature that will be included with that product or service next year. Scope management is a knowledge area that is focused on making sure that a given project includes everything that it needs to complete the task as described, and nothing more.
Firstly, project requirements must be collected and defined so that a work breakdown structure (WBS) document can be created. Do these people exist within the organization, or will new team members need to be retained?
Budgeting for things like raw materials and new equipment also goes toward the overall scope of the project. When a project is first being designed, there should be a time line in place that defines the scope of the work in that regard.
Using that example one more time from above, instead of designing a new feature for an existing product, the team could end up with a whole new product entirely.
Preventing project creep is a task that the project manager and other leaders should take seriously. Many businesses have been undone by straying from their core competency and trying to do too much, too quickly. I am sure that many of you like me often find yourself short on time with a big to do list. I did find the section on determining when a project actually starts to be interesting but somewhat unimportant to the overall theme of the book, again feel free to disagree with me on that. I feel that I have wasted time and resources in the past by not moving on with the next step of a project because one phase wasn't technically all finished up. I still enjoyed reading about it and learning some of the ideas, but don't think most of it will end up being useful to me in the real world. Either way, it is easy to comprehend and is worth the time to read to gain a better understanding of some of the building blocks in the field of project management.
Project managers, as well as those who want to learn more about project management, will find this guide to be an indispensable resource for all their projects. Controlling the scope is the process of managing any changes requested to this project baseline. Whatever it is that your organization is meant to do, it is critical that it does that job to the highest possible level. If a project doesn't have all of the necessary resources available to it, the project isn't likely to be finished because it will be ill-prepared for the challenges ahead.
For example, the project could be planned to take only a month, or it could be scheduled for a year or more.
While that could be a good or bad thing, it is certainly outside of the originally scope of the project.
It creep is left unchecked over a period of time, the overall project could end up being far more costly and time consuming than expected. Even so, taking the time to read over this book before tackling a project will likely be worth your while.
If you are seeking to learn more about the five process groups you will find a few very useful graphics later into the book. While I'm not a project manager specifically, I still feel that this concept is something I can put into use. There will inevitably be changes to this but it is important to ensure that these changes do not build upon each other incrementally. At the same time, if the project has more than it needs, the outcome may be reached but resources will have been wasted along the way. Since time and money are so closely connected, predicting the time scope of the project accurately is important when it comes to controlling costs.
If you have an advanced knowledge on the subject, you may want to skim through a few of the more elementary sections but I am certain the later parts of the book will be worth a read. This is something referred to as scope creep and always produces unacceptable risks because the combined effects of these incremental changes are seldom considered in total.

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