Part I
,Defining and Using Project Management Process Groups
The purpose of Part I is to provide you with a working knowledge of the five Process Groups and nine Knowledge Areas that make up the Project Management Body of Knowledge (PMBOK). For each Process Group, the tools, templates, and processes aligned with that Process Group are explained in detail. This is very much an application orientation. Part II discusses how to use the Process Groups (and the tools, templates, and processes aligned with them) in specific situations, when to use them, and how to adapt them to meet your project needs. This is consistent with the bottom-up learning model used in this book.
Upon completing Part I, you will have a working knowledge of all the contemporary tools, templates, and processes used to scope, plan, launch, monitor, control, and close projects.
Overview of Part I
The following chapters comprise Part I and should be read and studied in the order presented.
Chapter 1: What Is a Project?
To be called a project, an undertaking must meet a specific set of conditions. If an undertaking meets those conditions, then it must follow the prescribed project management methodology defined by the organization. A formal definition is put forth and the characteristics of the project are explored. Project management methodologies are often defined for specific types of projects. Project classification rules are explored.
Chapter 2: What Is Project Management?
In the last 10 years project management has undergone significant change. Chapter 2 introduces contemporary project management at a high level. Rather than having just one approach, you now have a variety of approaches, all based on the characteristics of the project. So in effect the uniqueness of the project translates into the uniqueness of the best-fit approach for managing it. The purpose of this chapter is to establish a landscape that categorizes projects and then define project management life cycle (PMLC) models that align with each type of project. The taxonomy I use allows all known project management approaches to be classified in this landscape.
Chapter 3: Understanding the Project Management Process Groups
This chapter aligns with the PMBOK defined by the Project Management Institute (PMI). PMBOK is the standard by which project management methodologies are gauged. PMBOK defines five Process Groups and nine Knowledge Areas, which are discussed in this chapter. The tools, templates, and processes used in each Process Group are presented. A common misconception is that the five Process Groups define a project management methodology. They do not. The discussion of methodologies is taken up in Part II.
Chapter 4: How to Scope a TPM Project
Unless you know where you are going, how will you know if you ever get there? Completely and clearly documenting the client's requirements is difficult and many would say impossible. The degree to which that exercise is satisfactorily done will be the major factor in deciding how the project should be managed.
Chapter 5: How to Plan a TPM Project
For some projects, a complete plan can be generated before any work begins. For others, planning is done just in time. The specific approach for your project depends on the completeness of the requirements specification.
Chapter 6: How to Launch a TPM Project
Assembling the team, establishing how it will function, and finalizing the project schedule are the major topics of this chapter.
Chapter 7: How to Monitor and Control a TPM Project
If you can't measure it, you can't manage it. Status reporting and other control tools are discussed in this chapter.
Chapter 8: How to Close a TPM Project
The project is done when the client says it is done. The acceptance criteria should have been defined during the planning phase and maintained throughout the project. The steps to closing the project are discussed in this chapter.