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Chapter 2

This document discusses project management processes and process mapping. It defines a process as a series of interrelated actions that take inputs, add value, and provide outputs. Project processes are grouped into process groups including initiating, planning, executing, monitoring and controlling, and closing. Process mapping visually depicts the sequence and flow of project activities and identifies who performs each step. Process mapping is useful for change management, mergers and acquisitions, product development, and process improvement initiatives.

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Dilesh Gowardipe
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© Attribution Non-Commercial (BY-NC)
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29 views

Chapter 2

This document discusses project management processes and process mapping. It defines a process as a series of interrelated actions that take inputs, add value, and provide outputs. Project processes are grouped into process groups including initiating, planning, executing, monitoring and controlling, and closing. Process mapping visually depicts the sequence and flow of project activities and identifies who performs each step. Process mapping is useful for change management, mergers and acquisitions, product development, and process improvement initiatives.

Uploaded by

Dilesh Gowardipe
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Project management Standards

What is a Process?
• A Process is a set of interrelated actions & activities performed
to achieve a pre-specified product, result or service
• An activity or group of activities that takes an input, adds value
to it & provides value to the customer
• A process is a series of actions directed towards a particular
results
• Inputs are the prerequisites or entry criteria to start a process
• Outputs are the exit criteria or the result of the process with
which the process ends. The output of one process becomes
input to the another process or is a deliverable of the project
Characteristics of the Process
• Process is repeatable, measurable & sustainable
• It produces an output for which the customer is
willing to pay
• All steps in the process are value added
• It has definable boundaries & exists in time. It
has specific starting point & end point with an
ordered sequenced set of activities that must
be performed
Project Processes
• Project processes comprise Project Management
Processes & Product Oriented Processes
• Project Management Processes are concerned with
describing & organising the Project work
• Product oriented processes deliver the Project’s product
• These two sets overlap & interact throughout the project
• These processes are grouped as the Process Groups.
They are Initiating, Planning, Executing, Monitoring &
Controlling and Closing
Initiating Processes
• Include defining & authorising a project or project phase
• Recognising that a project or phase should begin& commiting to
do so
• Prerequisites to this phase are definition of business need for the
project, sponsor the project & finalisation of the project manager
• Occur in each project phase
• Project recognition done by accomplishing the project charter &
completion of business case
• These documents identify the main stakeholders, justify the
project & specify high level scope, time & cost goals of the
project
Planning Processes
• Comprise devising & maintaining a workable
scheme to accomplish the project goals
• Project plan comprises several sub plans viz.
scope, schedule, procurement (management
plan)
• Each sub plan defines relevant knowledge area
• Outcomes include completing the WBSs & the
scope statement, the project schedule & the cost
estimates
Executing Processes
• Coordinating people & other resources to
carry out the plan
• Involves taking the actions necessary to
complete the work specified in the planning
processes
• Main outcome is the delivery of the actual
work of the project
Controlling processes
• Include monitoring, progress measurement &
undertaking corrective actions to meet the project
objectives
• Monitoring is done to learn deviation from the plan if
any
• Most common tool is performance reporting to the
project stakeholders
• Ensures changes to project plans & objectives are done
effectively & efficiently
• Ideal outcome is successful completion of the project
Closing Processes
• Formalising acceptance of the project or
phase & bringing an orderly end to it
• The project team works to gain acceptance of
the end products, services or results
• Apart from formal acceptance of work the key
outcomes are creation of the closing
documents such as a final project report
Characteristics of the Process Groups
• The process groups are linked by the results they produce
• Among the central process groups the links are iterated
• The process groups are not discrete one time events. They
are overlapping activities at various levels of intensity
throughout each phase of the project
• The process group interactions cross phases
• Repeating the initiation processes at the start of each phase
helps to keep the project focussed on the business need
• Focus over interlinks a process can be described in terms of
its Inputs, Tools & Techniques and the Outputs
Process Mapping
• Process Mapping is the visual picture of how a
process works
• Describe the sequence of processing
• It may be further annotated to show discrete or
cumulative costs, time & who does the work
• Process decomposition shows What whereas
Mapping indicates How
• Main project activities can be Mapped in 9
Knowledge Areas
When is it Appropriate
• In case of bringing about a change in working
style of the employees
• To prepare a standard blueprint in case of
mergers, acquisitions or simply reorganisation
• To learn about the impacts of new products or
services over people, tasks & technologies
• During efficiency improvement or reducing
the costs or reducing the wastes
Mapping Conventions
• Map left to right in time
• Stack symbols only when they occur in the same relative time
period. Stacking indicates more than one task is being done
• Use verb object phrase to name the process steps
• Use business jargons when naming steps
• Avoid using and in process step name
• Annotate steps with descriptive comments
• Add 2nd dimension to depict who does the work
• Annotate with discrete costs or time after the process is
deemed complete

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