Develop a project management plan
A project management plan determines how and how to execute, monitor, control, and close a project. a project management plan is the master plan or overall plan of a project, which includes the overall content of the process that the project needs to perform, the project life cycle, milestones, and phases. the project management plan is the basis and basis for the formulation of other sub-plans, which guides the orderly progress of project work as a whole.
1. the project management plan includes:
project scope management plan, schedule management plan, cost management plan, quality management plan, process improvement plan, staffing management plan, communication management plan, risk management plan, procurement management plan and other sub-plans. the project plan can be detailed and can consist of one or more sub-plans, as well as other matters. other components may include: milestone lists, resource calendars, progress benchmarks, cost benchmarks, quality benchmarks, risk registers, etc.
project management plans can be formal or informal, detailed or general.
2. the content of the project management plan includes:
(1) each project management process selected by the project management team
(2) the level of implementation of each selected process
(3) a description of the tools and techniques used to implement these processes
(4) ways and means of using selected processes in managing specific projects, including dependencies and interactions between processes, as well as important bases and outcomes
(5) the way and method of the work to be carried out in order to achieve the project objectives
(6) ways and methods of monitoring changes
(7) the way and method of implementing configuration management
(8) use the implementation effect measurement benchmark and keep it complete
(9) communication needs and techniques between project stakeholders
(10) selected project life cycle and project phase of multi-phase projects
(11) key reviews of content, scope, and timing by top management to expedite the resolution of unresolved issues and address unanswered decisions
3. the formulation of the project management plan requires the participation of all stakeholders (full participation), step by step and precise (iteration). a project management plan is a source of basic information about how a project is planned, executed, monitored, and closed.
4. DETAILED EXPLANATION OF ITO FOR FORMULATING PROJECT MANAGEMENT PLAN:
(1) output of other processes. any baseline and sub-management plans that are output by other planning processes.
(2) project management plan. the macro management plan or master plan of the project. the project management plan and the sub-plans are inputs to each other, and the project management plan is the overall management plan.
5. project management information system.
pm is is an aspect of the business environment factor, which is composed of tools and technologies for summarizing, synthesizing and disseminating the output of project management procedures. a project management information system consists mainly of two parts: the planning system and the control system. the configuration management system and change control system are a subsystem of the entire pm is, and the change control system is a subsystem of the configuration management system. the schematic diagram is as follows:
the process of developing a project management plan is the process of identifying, preparing, synthesizing, and integrating all parts of the plan into a project management plan, which is the source of basic information about how the project is planned, executed, monitored, and completed. the next section will continue to talk about the implementation of the plan, so stay tuned
Directs and manages project execution
directing and managing the project execution process requires project managers and project teams to take a variety of actions to execute the project management plan, complete the work specified in the project scope specification, and also require the execution of approved change requests.
1. guide and manage the implementation process of the project, including the implementation of two aspects, one is the content of the project management plan, and the other is the approved change request output of the overall change control link:
(1) approved corrective action (for deviations that have actually occurred)
(2) approved preventive measures (for deviations that may occur in the future)
(3) approved defect remediation (product or product component, defect remediation measures only for project quality issues)
2. DETAILED EXPLANATION OF ITO FOR GUIDING AND MANAGING PROJECT EXECUTION:
(1) approved request for change. is the output of implementing an overall change control process, which may be corrective action, preventive action, or defect remediation.
(2) project management information system. includes schedule planning tools, work authorization systems, configuration management systems, etc., and can also produce key performance indicators.
(3) meetings. issues related to the project are discussed and resolved through meetings that include project managers, project team members, and stakeholders who are related to or affected by the issue being discussed. meetings can usually be divided into three categories: exchanging information, brainstorming/program evaluation or program design, and making decisions.
(4) deliverables. typically a tangible component that is accomplished to achieve project goals, it can also include a project management plan.
(5) work performance data. raw observations and measurements collected from each ongoing activity.
(6) change request. is a formal proposal to modify any document, deliverable, or benchmark.
(7) project management plan update. updates to the project management plan (or sub-programs) due to approved changes.
(8) project file update. ditto. documents include requirements documents, project logs, risk registers, stakeholder registers, etc.
3. several concepts related to job performance are distinguished:
(1) work performance data: [output of execution] is the original observation results and values collected during the execution process, such as: completed work, key performance indicators, etc.
(2) work performance information: [output of each control process] performance data collected from each control process and integrated distribution, such as: deliverable status, change implementation, forecast of the remaining completion estimates.
(3) work performance report: [output of monitoring] in order to make decisions or actions and compile work performance information to form a document, such as: status report, memorandum, etc.
Monitor project work
monitoring and controlling project work is an aspect throughout the project, including collecting, measuring and disseminating performance information, evaluating measurement results and trends in implementation process improvement, determining whether the project status is normal, and proposing and taking corresponding actions if necessary to ensure that the project is working properly.
1. DETAILED EXPLANATION OF ITO MONITORING PROJECT WORK:
(1) progress forecast. based on the comparison of actual progress with the schedule baseline, the schedule forecast is calculated, that is, the estimation of the time required to complete, which is expressed as a schedule deviation and a schedule performance index.
(2) cost forecasting. cost projections are calculated based on a comparison of actual progress with a cost baseline, i.e. an estimate of what remains to be completed, expressed as cost bias and performance indices.
(3) confirmed changes. use data to illustrate whether approved changes were implemented correctly.
(4) job performance information. performance data collected from control processes and integrated into analyses.
(5) analytical techniques. take advantage of possible variable variations and employ analytical techniques to predict potential consequences. such as regression analysis, causal analysis, etc.
(6) work performance report. physical or electronic documents resulting from the compilation of performance information for decision-making, action or attention.
monitoring the project work process provides the ability to compare the actual performance of the project against the project management plan, identify signs of abnormalities, identify risks in a timely manner, execute appropriate response plans, and provide information support for status, performance, and forecasts. for the links that require corrective or preventive actions, changes need to be proposed and controlled, as detailed in the next section~
Implement overall change control
the overall change control process runs throughout the project. since few projects can execute exactly as planned, change is essential.
1.the overall change control process includes a change control committee (ccb) responsible for approving or rejecting the change request, and the change request is reviewed and evaluated by the project manager, and the ccb approves or rejects it.
the change control committee is best attended by all parties, party a, party b, and the supervising party, or it can be a person, that is, the leader of party a, which can be a part-time person or a temporary establishment.
2. the overall change process is as follows:
(1) submit or accept an application for change
(2) preliminary examination of changes
(3) demonstration of the change plan
(4) review by the project change control committee
(5) notification of changes and commencement of implementation
(6) monitoring of change implementation
(7) evaluation of the effect of the change
(8) determine whether the project after the change has been included in the normal track
3. DETAILED EXPLANATION OF THE ITO THAT IMPLEMENTS THE OVERALL CHANGE CONTROL:
(1) change control tools. tools for managing change requests and follow-up work.
(2) changelog. used to record changes that occur during the project (including the impact on time, cost, and risk). rejected change requests should also be recorded.
project management plans, project scope statements, and other deliverables must be maintained through continuous management of change. change control exists at any stage of the project and sometimes needs to be done iteratively.
Closing a project or phase
when all activities of all project management process groups have been completed, the project or phase is concluded in a formal manner, lessons learned are summarized, the project work is concluded, and organizational resources are released for new work.
1. DETAILED EXPLANATION OF THE ITO OF THE END PROJECT OR STAGE:
(1) acceptance of deliverables. approved product specifications, delivery receipts, and work performance documents (including semi-finished product results for cancellation of projects).
(2) handover of final products, services or results. formal acceptance and handover of the final products, services and results submitted by the authorized project (in satisfaction of the terms of the contract).
2. review of the overall process of overall project management:
the overall management of the project explains the main working stages of each process group of project management from a macro perspective, but does not involve specific details and sub-processes, and will continue to share in subsequent articles, so stay tuned
No comments:
Post a Comment