Project Planning Process Group – Part 2

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The project management planning processes integrate with each other to create all components of the project plan.  There are 24 project management planning processes. Part 2.

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Project Planning Process Group – Part 2

The project management planning processes integrate with each other to create all components of the project plan.  There are 24 project management planning processes.

When to use

Once a project has been initiated it needs to be planned.  Projects that are very large or that are adaptive at the time of initiation will often go through a significant replan at the beginning of each phase of the project life cycle.  Of course whenever a project change is approved, the team must execute the appropriate planning processes to address the change.  

Instructions 

Planning Process Group

“Those processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve.” PMBOK® Guide

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017 Part 2, 2-1, Page 562 and Glossary definition, Page 550. 

Every project needs to be planned.  Due to the unique nature of the project goal, objective or results, projects are full of uncertainty.  The particular set of deliverables, resources, timing and business environmental factors associated with each process requires a unique project plan.  All ten project management knowledge areas contribute to the development of the overall project management plan through the knowledge management plan.

There are 24 processes in the Planning group of project management processes.  Four of those processes are addressed in this course module and the other twenty are addressed in other modules.  The four in this module are: Plan Scope Management, Collect Requirements, Define Scope, and Plan Quality Management.

Plan Scope Management (5.1)

“The process of creating a scope management plan that documents how the project and product scope will be defined, validated, and controlled.” PMBOK® Guide

Planning Process Group                                       Scope Mgmt Knowledge Area

This process creates an approach for how scope is to be managed on the project.  A key benefit of doing this process well is the reduction in the likelihood of scope creep.  This process relies heavily on the historical documents in the Organizational Process Assets and the Enterprise Environmental Factors.

Inputs:

  • Project Charter
  • Project Management Plan
  • Enterprise Environmental Factors
  • Organizational Process Assets

Tools and Techniques:

  • Expert Judgement
  • Data Analysis
  • Meetings

Outputs:

  • Scope Management Plan
  • Requirements Management Plan

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Figure 5-3, Page 134 and Glossary definition, Page 713.

Collect Requirements (5.2)

“The process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives.” PMBOK® Guide

Planning Process Group                                       Scope Mgmt Knowledge Area

This process often will contain the definition of project success – at least from a scope perspective.  It will capture the requirements the stakeholders will use to evaluate success.  This includes both project requirements (the requirements that describe the project management deliverables) and product requirements (the requirements that describe the project result).  There are many approaches used for categorizing and tabulating the requirements.

Inputs:

  • Project Management Plan
  • Project Charter
  • Agreements
  • Project Documents
  • Enterprise Environmental Factors
  • Organizational Process Assets

Tools and Techniques:

  • Expert Judgment
  • Data Analysis
  • Data Gathering
  • Data Representation
  • Decision Making
  • Context Diagrams
  • Prototype
  • Interpersonal and Team Skills

Outputs: 

  • Requirements Documentation
  • Requirements Traceability Matrix

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Figure 5-5, Page 139 and Glossary definition, Page 701.

Define Scope (5.3)

“The process of developing a detailed description of the project and product.” PMBOK® Guide

Planning Process Group                                       Scope Mgmt Knowledge Area

The Collect Requirements process we just discussed describes what the project and product need to do; this process describes what it is.  This process will often exclude or tailor some of the requirements collected previously to clarify what is in this specific project.  The result of this process, the project scope statement, can be a very lengthy document.  (It is normally not just a single sentence.)  This clarification of scope is very helpful for other project management processes to reduce risk and minimize scope creep.  This process is often iterative as the desired scope is balanced against the available time and money.

Inputs:

  • Scope Management Plan
  • Project Charter
  • Project Documents
  • Enterprise Environmental Factors
  • Organizational Process Assets

Tools and Techniques:

  • Expert Judgment
  • Product Analysis
  • Data Analysis
  • Decision Making
  • Interpersonal and Team Skills

Outputs: 

  • Project Scope Statement
  • Project Documents Updates

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Figure 5-9, Page 151 and Glossary definition, Page 704.

Plan Quality Management (8.1)

“The process of identifying quality requirements and/or standards for the project and its deliverables, and documenting how the project will demonstrate compliance with quality requirements and/or standards.” PMBOK® Guide

Planning Process Group                                       Quality Mgmt Knowledge Area

This process creates an approach for how quality is to be managed on the project.  Every organization has quality policy and procedures.  This process ensures those are applied to the project activities.

Inputs:

  • Project Management Plan
  • Project Charter
  • Project Documents
  • Enterprise Environmental Factors
  • Organizational Process Assets

Tools and Techniques:

  • Data Analysis
  • Data Gathering
  • Data Representation
  • Decision Making
  • Test and Inspection Planning'
  • Meetings
  • Expert Judgment

Outputs: 

  • Quality Management Plan
  • Quality Metrics
  • Project Management Plan Updates
  • Project Document Updates

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Figure 8-4, Page 713 and Glossary definition, Page 536. PMBOK is a registered mark of the Project Management Institute, Inc.

 

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  • 00:04 Hi, this is Ray Sheen.
  • 00:06 Let's continue our discussion of project management planning processes.
  • 00:09 This is part 2 of 6 on the Planning Process Group.
  • 00:13 And in this lesson, I'll focus on scope planning processes.
  • 00:17 The first process is plan scope management.
  • 00:21 The Project Management Body of Knowledge, the PMBOK Guide, defines this as
  • 00:26 the process of creating a scope management plan that documents how the project and
  • 00:30 product scope will be defined, validated and controlled.
  • 00:34 The inputs for this process are the project charter and
  • 00:37 project management plan and our old standbys of enterprise,
  • 00:41 environmental factors and organizational process assets.
  • 00:44 The outputs are requirements management plan and the scope management plan.
  • 00:49 Both of which are incorporated into the project management plan.
  • 00:53 Tools and techniques are expert judgment, data analysis and meetings.
  • 00:57 Not very creative, but it means that this is usually a collaborative process.
  • 01:02 The next scope planning process is a little more complex.
  • 01:06 It is collect requirements.
  • 01:08 The Project Management Body of Knowledge,
  • 01:09 the PMBOK Guide defines this as the process of determining, documenting and
  • 01:15 managing stakeholder needs and requirements to meet project objectives.
  • 01:19 The inputs come from several sources.
  • 01:22 Of course, there is the project management plan, which is an input for
  • 01:25 all of the planning processes.
  • 01:27 In addition, the project charter is an input and
  • 01:29 agreements from the conduct procurement process is an input.
  • 01:33 We also have some other project documents.
  • 01:35 Such as the stakeholder register.
  • 01:37 And our stalwart inputs of enterprise environmental factors and
  • 01:40 organizational process assets.
  • 01:43 The outputs are the requirements documents plan and
  • 01:45 the traceability matrix, both of which are controlled project documents.
  • 01:51 There are many tools and techniques that are used in this process.
  • 01:54 The key is to get through requirements from the stakeholders.
  • 01:57 Some of the more commonly used tools are expert judgement, data gathering,
  • 02:01 data analysis and data representation, context diagrams, prototypes,
  • 02:05 decision makings and the use of interpersonal and team skills.
  • 02:10 The next scope planning process is define scope.
  • 02:13 The Project Management Body of Knowledge, the PMBOK guide, defines this as
  • 02:17 the process of developing a detailed description of the project and product.
  • 02:22 Recall that the product is the PMBOK term for the results of the project and
  • 02:26 may not be an actual product for sale.
  • 02:29 The inputs are the project management plan and
  • 02:31 the project charter from other initiating processes.
  • 02:34 In addition, you'll likely be using some project documents such
  • 02:38 as the requirements documentation.
  • 02:40 And of course, our enterprise environmental factors and
  • 02:43 organizational process assets.
  • 02:45 The outputs of this process are the project scope statement,
  • 02:49 which is a controlled project document and updates to other project documents.
  • 02:54 Tools and techniques for this process are expert judgment, data analysis,
  • 02:58 product analysis, decision making and interpersonal skills.
  • 03:02 Essentially, meetings and analysis of what the project will deliver.
  • 03:07 The last process is not a scope planning process, but it does impact how scope is
  • 03:11 completed on the project and its plan quality management.
  • 03:15 The Project Management Body of Knowledge, the PMBOK guide, defines this process as
  • 03:19 the process of identifying quality requirements and/or standards for
  • 03:23 the project and its deliverables.
  • 03:26 And documenting how the project will demonstrate compliance
  • 03:29 with quality requirements and/or standards.
  • 03:32 The inputs are the same that we've seen on most of the other
  • 03:35 scope planning processes.
  • 03:36 The project management plan, the project charter, project documents,
  • 03:40 enterprise environmental factors and the organizational process assets.
  • 03:44 The outputs of the quality management plan,
  • 03:45 which is incorporated into the project management plan,
  • 03:48 along with updates to other aspects of the project management plan.
  • 03:52 In addition, quality metrics are part of our control project documents and this
  • 03:57 process could provide data and information used to update other project documents.
  • 04:02 The tools and techniques for this process are many, there's data gathering,
  • 04:05 data analysis and data representation, these are all based upon using standard
  • 04:10 quality tools which we will discuss in another lesson.
  • 04:13 In addition, we have expert judgement, decision making meetings and
  • 04:17 test and inspection planning.
  • 04:19 Well, these processes allow us to plan the scope or content of the project work.
  • 04:24 Next, we'll take a look at how to plan the schedule.

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