enter

Tools & Techniques

output

start process group

enter

Tools & Techniques

output

planning process group

enter

Tools & Techniques

output

executive process group

enter

Tools & Techniques

output

executive process group

enter

Tools & Techniques

output

monitoring process group

enter

Tools & Techniques

output

monitoring process group

enter

Tools & Techniques

output

Closing process group

Use automation tools: PMIS, configuration management software

Visualization tools: bar charts, network diagrams, Kanban boards, burndown charts

Project knowledge management: collection, organization, communication and sharing of knowledge

Increase the responsibilities of the project manager: more participation from early-stage business case to late-stage operation

Hybrid methods: Scrum, Lean, Kanban, XP

Resource allocation: team building and division of labor

Balancing competing demands: resolving conflicts and contradictions

Research alternatives: return, risk sorting

Tailoring the process to project goals: How to choose and combine the 49 processes?

Relationships between knowledge areas: schedule, cost, quality...

Scope dynamics: Not only the content of the work scope can change, but the priority can also change.

Process simplification: all activities that create value for users are waste

Status visualization: prototype design, billboard, burndown chart, actual effect display

Quality built in: test-driven development, pair programming, doing things right the first time

Team self-organization: decentralization, efficient interaction, democratic atmosphere, collective decision-making

Project Charter: A document issued by the project initiator or sponsor that formally approves the establishment of the project and authorizes the project manager to use organizational resources to carry out project activities.

It is not a document developed by the project manager

Project Charter

Project charter logo

Develop project charter

Should be confirmed as early as possible and appointed project manager

It is best to appoint them when developing the project charter

At the latest, it must be before planning begins

What the project charter means to the project manager

Things to note when appointing a project manager

Plan: a roadmap to your goals

Project baseline

The project plan contains

The success of the project requires good planning and control. However, good planning and control cannot ensure project success; planning and control itself consumes resources; project cost = task execution cost management cost

project cost

Does the project require planning?

The project plan contains

Differences and connections among charters, project management plans, and project documents

Project Milestone Plan

Data: Work performance data, generated by the executing process group

Information: Work performance information, generated by the monitoring process group

Report: Work performance report (for external viewing), produced by the monitoring process group

Analysis of alternatives: choosing the best among multiple alternatives

Trend Analysis: Predicting future developments based on what is known

Deviation analysis: deviation between actual execution and plan

Explicit knowledge: can be codified and easily expressed. You can use text, pictures, numbers, tables

Tacit knowledge: cannot be codified and difficult to express. You can use experience, intuition, insight, and know-how

knowledge generation

knowledge accumulation

knowledge exchange

knowledge application

What does the change affect?

Project plan update

Preventive measures: prevent problems before they happen

Corrective measures: correct mistakes

Defect remediation: making amends before the need arises

renew

Corrective Action

Defect Remediation

Precaution

Configuration management

Change management: Change management is a subsystem of configuration management. Through change control, the reliability and effectiveness of configuration management are ensured.

Overall change control

32 Reasons for Holistic Change Flowcharts and Change Control

New requirements must first be handed over to the product owner PO, who re-evaluates and updates the priority in the backlog to decide whether to develop this feature in the next sprint or later. Development in a sprint is uninterrupted.

Agile is oriented towards user value delivery. Through the continuously updated product backlog, items with the highest priority can be quickly delivered to create the greatest value for users.

Agile established rules that must be followed

Product Backlog DEEP Features

Final acceptance: formal acceptance and handover of the deliverables

Close the contract: close the procurement contract and understand the relationship between the contract parties on the project

Financial Closing: Complete the financial settlement and final accounts of the project

Stakeholder satisfaction: report final performance to relevant parties and investigate stakeholder satisfaction

Archive work: collect and archive work processes, work data, work templates

Lessons learned: post-project evaluation, project audit, summarizing lessons learned, updating organizational process assets

Celebration: Hold a completion celebration to recognize and reward the performance of relevant parties

Disband the team: Release project resources and disband the project team

Contract closing

Administrative closing (throughout the project)

explicit knowledge

tacit knowledge