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Introduction to Project Management Body of Knowledge

Peter F. Kaming Engineering Department & Graduate Program University of Atma Jaya Yogyakarta

Project
A project is a temporary endeavor undertaken to create a unique product or service. Temporary means that every project has definite beginning and a definite end. Unique means that product or service different in some distinguishing way

Examples of projects
Developing a new product or service. Effecting a change in structure, staffing, or style of an organization. Designing a new transportation vehicle. Developing or acquiring a new or modified information system. Constructing a building or facility. Running a campaign for political office. Implementing a new business procedure or process.

Operation and Project:


the similarity and the difference
Performed by people. Constraint by limited resources. Planned, executed, and controlled. Operation are ongoing and repetitive Projects are temporary and unique

Project Management
Is the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stake holder needs and expectation form a project. Meeting or exceeding stake holder needs and expectation invariably involves balancing competing demands among:
Scope, time, cost, and quality. Stakeholders with differing needs and expectations. Identified requirement (needs) and unidentified requirements (expectations).

Management by projects
Organizational approach to management of ongoing operations. It treats many aspects of ongoing operations as project in order to apply project management to them.

Project life cycle: Feasibility


Project formulation Feasibility studies Strategy design & approval. A go/no-go decision at the ends of this phase.

Project life cycle: Planning & design


Base design Cost and schedule Contract terms and conditions Detailed planning. Major contract are let at the end of this phase.

Project life cycle: Production


Manufacturing Delivery Civil works Installation Testing The facility is substantially complete at the end of this phase.

Project life cycle: Turnover and Start-up


Final testing Maintenance. The facility is in operation at the end of this phase.

Project Stakeholder
Individuals and organizations who are involved in the project, or whose interest may be positively or negatively affected a result of project execution or successful project completion.

Project Stakeholder
Project manager Customer Performing organization Sponsor

Project Integration Management


A subset of PM that includes the process required to ensure that the various element of the project are properly coordinated. It consists of:
Project plan development Project plan execution Overall change control

Project Integration Management


Project plan development - taking the results of other planning processes and putting them into a consistent, coherent document Project plan execution - carrying out the project plan performing the activities included therein. Overall change control - coordinating changes across the entire project.

Project Scope Management


A subset of PM that includes the process required to ensure that the project includes all work required, and only the work required, to complete the project successfully. It consist of:
Initiation Scope planning Scope definition Scope verification Scope change control

Project Scope Management


Initiation committing the organization to begin the next phase of the project. Scope planning developing a written scope of statement as the basis for future project decision. Scope definition subdividing the major project deliverables into smaller more manageable components. Scope verification formalizing acceptance of the project scope. Scope change control controlling changes tom project scope

Project Time Management


A subset of PM that includes the process required to ensure timely completion of the project. It consists of:
Activity definition Activity sequencing Activity duration estimating Schedule development Schedule control

Project Time Management


Activity definition identifying the specific activities that must be performed to produce the various project deliverables. Activity sequencing identifying and documenting interactivity dependencies. Activity duration estimating estimating the number of work periods which will be needed to complete individual activities. Schedule development analyzing activity sequences, activity durations, and resource requirements to create the project schedule. Schedule control controlling changes to project schedule.

Project Cost Management


A subset of PM that includes the process required to ensure that the project is completed within the approved budget. It consists of:
Resource planning Cost estimating Cost budgeting Cost control

Project Cost Management


Resource planning determining what resources (people, equipment, materials) and what quantities of each should be used to perform project activities. Cost estimating developing an approximation (estimate) of the costs of the resources needed to complete project activities. Cost budgeting allocating the overall cost estimate to individual work items. Cost control controlling changes to the project budget.

Project Quality Management


A subset of PM that includes the process required to ensure the project will be satisfy the needs for which it was undertaken. It consists of
Quality planning Quality assurance Quality control

Project Quality Management


Quality planning identifying which quality standards are relevant to the project and determining how to satisfy them. Quality assurance evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards. Quality control- monitoring specific project results to determine if they comply with relevant quality standard and identifying ways to eliminate causes of unsatisfactory performance.

Project Human Resource Management


A subset of PM that includes the processes required to make the most effective use of people involved with the project. It consists of:
Organizational planning Staff acquisition Team development

Project Human Resource Management


Organizational planning Identifying, documenting, and assigning project roles, responsibilities, and reporting relationships. Staff acquisition getting the human resources needed assigned to and working on the project. Team development developing individual and group skills to enhance project performance.

Project Communication Management


A subset of PM that includes the processes required to ensure timely and appropriate generation, collection, dissemination, storage, and ultimately disposition of project information. It consists of
Communication planning. Information distribution. Performance reporting. Administrative closure.

Project Communication Management


Communication planning determining the information and communication needs of stakeholders who needs what information, when will they need it, and how will it be given to them. Information distribution making needed information available to project stakeholders in timely manner. Performance reporting collecting and disseminating performance information. This includes status reporting, progress measurement, and forecasting. Administrative closure generating, gathering, and disseminating information to formulize phase or project completion.

Project Risk Management


A subset of PM that includes the processes concerned with identifying, analyzing, and responding to project risk. It consists of:
Risk identification Risk quantification Risk response development Risk response control

Project Risk Management


Risk identification determining which risks are likely to affect the project and documenting the characteristics of each Risk quantification evaluating risk and risk interactions to assess the range of possible project outcomes. Risk response development defining enhancement steps for opportunities and response to threats. Risk response control responding to changes in risk over the course of the project.

Project Procurement Management


A subset of PM that includes the processes required to acquire goods and services from outside the performing organization. It consist of:
Procurement planning Solicitation planning Solicitation Source selection Contract administration Contract close out.

Project Procurement Management


Procurement planning determining what to procure, and when Solicitation planning - documenting product requirements and identifying potential sources Solicitation obtaining quotations, bids, offers, or proposals as appropriate. Source selection choosing from among potential seller. Contract administration managing the relationship with the seller. Contract close completion and settlement of the contract, including solution of any open items.