Post on 26-May-2020
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Ali Vahedi, MSc, PMP ١
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Effective Project Effective Project ManagementManagementManagementManagement
Ali Vahedi Diz, MSc, PMP, RMP
٢
Ali Ali VahediVahedi
از دانشگاه تربيت مدرس داراي مدرک آارشناسي ارشد مهندسي صنايعا ا ل شگا ا ا ا ا ش کا ک ا داراي مدرک کارشناسي مهندسي صنايع از دانشگاه علم و صنعت ايرانا
)PMI(پروژه آمريکا از مؤسسه مديريت RMPRMPو PMPPMPداراي مدرک )PMI(عضو فعال سازمان مديريت پروژه آمريکا
Portfolioو PMBOKاستاندارد ٢٠٠٨عضو تيم تهيه و تدوين ويرايش Managementمؤلف اولين کتاب مديريت پروژه با سيستم مديريت ارزش کسب شده در ايران
دوره آموزشي در سازمانها و صنايع مختلف ١٠٠سابقه تدريس بيش از در ايران) PMPPMP(مدير پروژه حرفه ای ٨٠٨٠پرورش بيش از
ژ١ ت د نه ز د ه ت اال اتژ ت ا ش ت گ ن(ط ش )BSCه )BSCهوشين و(و بسط و گسترش استراتژيها سال تجربه در زمينه مديريت پروژه ١٠آمريکا BSCاز موسسه BSCBSCو گواهينامه دوره تربيت مدرس BSCBSCدارای کمربند مشکی
)EFQMEFQM(ارزياب جايزه ملی تعالی سازمانی مدير طرح و مدير پروژه بسط و گسترش استراتژی، مدير پروژه احداث مجموعه ورزشي،
.و مشاور قائم مقام ارشد مديرعامل ايران خودرو برنامه شرکت ساپکو
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ContentsContents
1.1. A Quick Overview of PMBOKA Quick Overview of PMBOK2.2. Tailoring ApproachesTailoring Approaches
•• By Project CharacteristicsBy Project Characteristics•• By “ Goal and Solution” or PMLCBy “ Goal and Solution” or PMLCyy
٤
Section Section 11
A Quick Overview of PMBOKA Quick Overview of PMBOK
PM Process GroupsPM Process GroupsPM Knowledge AreaPM Knowledge AreaPM ProcessesPM ProcessesTailoringTailoring
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PM Process GroupsPM Process Groups
Monitoring &Controlling Processes
InitiatingProcesses
PlanningProcesses
ClosingProcesses
ExecutingProcesses
٦
Process Groups InteractionsProcess Groups Interactions
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PM Knowledge AreasPM Knowledge Areas
Scope
Procureme
Integration
Time
CostRisk
nt
Quality
HR
Communications
٨
P. GroupP. GroupK. AreaK. Area InitiatingInitiating PlanningPlanning ExecutingExecuting ControllingControlling ClosingClosing
4. Integration 4.1 Develop Project Charter
4.2 Develop Project Management Plan
4.3 Direct and Manage
4.4 Monitor and Control Project
4.6 Close Project or
ProcessProcess
Project Charter Management Plan and Manage Project Execution
Control Project Work4.5 Perform Integrated Change Control
Project or Phase
5. Scope 5.1 Collect Requirements5.2 Define Scope5.3 Create WBS
5.4 Verify Scope 5.5 Control Scope
6. Time 6.1 Define Activities 6.6 Control 6. Time6.2 Sequence Activities 6.3 Estimate Activity Resources6.4 Estimate Activity Duration6.5 Develop Schedule
Schedule
7. Cost 7.1 Estimate Cost7.2 Determine Budget
7.3 Control Costs
99 Knowledge AreasKnowledge Areas4242 ProcessesProcesses
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٩P. GroupP. Group
K. AreaK. AreaII PlanningPlanning ExecutingExecuting ControllinControllin
gg ClosingClosing
8. Quality 8.1 Plan Quality 8.2 Perform QualityAssurance
8.3 Perform Quality Control
9. Human Resource
9.1 Develop Human Resource Plan
9.2 Acquire Project Tm9 3 Develop9.3 Develop Project Tm9.4 Manage Project Tm
10. Communications
10.1 Identify Stakeholders
10.2 Plan Communications 10.3 Distribute Information10.4 Manage Stakeholder Expectation
10.5 Report Performance
11. Risk 11.1 Plan Risk Management 11.6 Monitor 11. Risk g11.2 Identify Risks11.3 Perform Qualitative Risk Analysis11.4 Perform Quantitative Risk Analysis11.5 Plan Risk Response
and Control Risks
12. Procurement 12.1 Plan Procurements 12.2 Contact Procurements
12.3 Administer Procurements
12.4 Close Procurements
١٠
Initiating Process GroupInitiating Process Group
Develop Project Charter
Identify StakeholdersCharter
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١١PlanningPlanning ProcessProcess GroupGroup
Collect Requirements
Define Scope
Define Activities
Sequence Activities
Estimate Activity
Resources
Estimate Activity
Durations
DevelopProject
ManagementPlan
Scope
CreateWBS
PlanProcurements
gDetermine
Budget
Estimate Cost
Develop Schedule
Plan RiskManagement
Identify Risk
Perform Qualitative
Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Plan Quality
Plan Communications
Develop Human
Resource Plan
١٢
Executing Process GroupExecuting Process Group
Direct & Manage Project
Execution
Perform Quality
Assurance
AcquireProject Team
DevelopProject Team
ManageP j t
Distribute Information
Manage Stakeholder Expectations
Conduct Procurements
Project Team
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١٣ Monitoring & Controlling PGMonitoring & Controlling PG
V if S
Control Schedule
Monitor & Control
Project Work
Verify Scope
Control Scope
Perform QualityControl
Control Costs
Administer Procurements Perform
ReportPerformance
Monitor& Control Risks
IntegratedChangeControl
١٤
Closing Process GroupClosing Process Group
Close Project or Phase
Close Procurements
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Mapping the Processes Mapping the Processes
P. GroupP. GroupInitiatingInitiating PlanningPlanning ExecutingExecuting ControllingControlling ClosingClosing TotalTotal
K. AreaK. AreaInitiatingInitiating PlanningPlanning ExecutingExecuting ControllingControlling ClosingClosing TotalTotal
4. Integration 1 1 1 2 1 6
5. Scope 3 2 5
6. Time 5 1 6
7. Cost 2 1 3
8. Quality 1 1 1 3
9. Human Resource 1 3 0 4
10. Communications 1 1 2 1 5
11. Risk 5 1 6
12. Procurement 1 1 1 1 4
Total 2 20 8 10 2 42
١٦
• Project Charter4 1 Develop 4 2 Develop
Collect Requirements DFDCollect Requirements DFD
4.1 Develop Project Charter
10.1 Identify
• Stakeholder Register
4.2 Develop Project
Management Plan
• Requirements MP
• RequirementsTraceabilityMatrix
• Requirements Documentation
5.1 Collect Requiremen
ts12.1 Plan
Procurements
• Requirements Documentation
5.2 Define Scope
5.4 Verify Scope
10.1 Identify Stakeholders
5.3 Create WBS
5.5 Control Scope
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ProcessProcess
•• •
T & T••
Inputs•
Outputs
١٨
T&T OutputsInputs
Collect Requirements
T&T
Interviews Focus GroupsFacilitated Workshops Group creativity
techniques Group decision making
techniques
Outputs
Requirements Documentation
Requirements Management Plan
Requirements
Inputs
Project CharterStakeholder Register
techniquesQuestionnaires and
Surveys Observations Prototypes
Requirements Traceability Matrix
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Project Management ProcessesProject Management Processes
This standard describes only the project y p jmanagement processes. “This does not mean that the knowledge, skills and processes described should always be applied uniformly on all projects.”“For any given project, the PM, in collaboration with the project team, is always responsible for determining which processes are appropriate, and the appropriate degree of rigor for each process.”
PMBOK 4th Edition
٢٠
Project Management ProcessesProject Management Processes
PMs and their teams should s a d t e tea s s ou dcarefully address each process and its constituent inputs and outputs. PMBOK should be used as a guide for those processes they must
id i i h i jconsider in managing their project. This effort is known as Tailoring.
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Section Section 22
Tailoring ApproachesTailoring ApproachesClassification By CharacteristicsClassification By CharacteristicsClassification by “Goal and Classification by “Goal and Solution” or PMLCSolution” or PMLC
٢٢
Project CharacteristicsProject Characteristics
Risk
Business Managet
Characteristics
Value
DurationCost
ment View
Complexity
Technology
# Departm
ents
# Team Member
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Classification by CharacteristicsClassification by Characteristics
Risk: Establish levels of risk (high, medium, low)Business value: Establish levels (high, medium, low)Duration: Establish several categories (i.e., 3 months, 3 to 6 months, 6 to 12 months, etc.)Complexity: Establish categories (high, medium, low)Technology used: Establish several categories (well-established, used somewhat, basic familiarity, unknown, etc.)Number of departments affected: Establish some categories (one, few, several, all)Cost: Establish several categoriesManagement Score (Strategic Importance)
٢٤
SAMPLESAMPLE Project Classification by Project Classification by CharacteristicsCharacteristics
CLASS DURATION RISK COMPLEXITY TECHNOLOGYLIKELYHOOD OF PROBLEMs
Type A > 18 months High High Breakthrough Certain
Type B 9–18 months Medium Medium Current Likely
Type C 3–9 months Low Low Best of breed SomeType C 3–9 months Low Low Best of breed Some
Type D < 3 months Very low Very low Practical None
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Project TypesProject Types
Type A projects: High risk,High-business-value, Most challenging projects the organization undertakes.Use the latest technology, High complexity,High Strategic.All f th th d d t l i th j t tAll of the methods and tools in the project management methodology are required.
An example of a Type A project is:The introduction of a new technology into an existing product that has been very profitable for the company.
٢٦
Project TypesProject Types
Type B projects: yp p jAre shorter in length, Yet they still are significant projects for the organization,Generally have good business value,Are technologically challenging,All of the methods and tools in the project management process are probably required.
An example of a Type B project is:Many product development projects fall in this category.
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Project TypesProject Types
Type C projects: A th j t i t f tl iAre the projects occurring most frequently in an organization,Are short by comparison, Use established technology, A typical project team consists of five people, Lasts six months, Is based on a less-than-adequate scope statement. Many of the methods and tools are not required for theseMany of the methods and tools are not required for these projects (optional).
An example of a Type C project is:Many are projects that deal with the infrastructure of the organization.
٢٨
Project TypesProject Types
Type D projects:ype p ojects:Just meet the definition of a project, May require only a scope statement, and May require only a few scheduling pieces of information.
A l f T D j iAn example of a Type D project is:Many projects that involves making a minor change in an existing process or procedure or revising a course in the training curriculum.
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SAMPLESAMPLE Project Classification by Project Classification by CharacteristicsCharacteristics
٣٠
cc
ifica
tion
ifica
tion
cscsPr
ojec
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t Cla
ssC
hara
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Cha
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MPL
ESA
MPL
E by C
by C
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٣١ PM Methodology PM Methodology Mandatory & Optional PartsMandatory & Optional Parts
SAMPLESAMPLE
٣٢
y y al P
arts
al P
arts
SAMPLESAMPLE
M M
etho
dolo
gyM
Met
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logy
ry &
Opt
iona
ry &
Opt
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PMPMM
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Classification by “Classification by “Goal Goal and and SolutionSolution””
Traditional Project Management (TPM)Traditional Project Management (TPM)
Agile Project Management(APM)
Extreme Project Management (xPM)Extreme Project Management (xPM)
٣٤
SOLUTION
Classification by “Classification by “Goal Goal and and SolutionSolution””
GOAL
SOLUTION
Not Clear
Not ClearClear
Clear
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SOLUTION
Classification by “Classification by “Goal Goal and and SolutionSolution””
GOAL
SOLUTION
Not Clear
Not ClearClear
Clear TPM
٣٦
SOLUTION
Classification by “Classification by “Goal Goal and and SolutionSolution””
GOAL
SOLUTION
Not Clear
Not ClearClear
xPM
Clear TPM
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SOLUTION
Classification by “Classification by “Goal Goal and and SolutionSolution””
GOAL
SOLUTION
Not Clear
Not ClearClear
xPM
Clear APMTPM
٣٨
SOLUTION
Classification by “Classification by “Goal Goal and and SolutionSolution””
GOAL
SOLUTION
Not Clear
Not ClearClear
xPMMPx
Clear APMTPM
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Traditional Project Management Traditional Project Management (TPM)(TPM)
We’ve had the traditional approach for almost 50 ppyears now. It was developed for engineers and the constructionindustry during a time when what was needed and howto get it were clearly defined. Over the years TPMTPM has worked very well in that y ysituation and still serves us well today when applied to those situations for which it was developed.
٤٠
Traditional Project Management Traditional Project Management (TPM)(TPM)
TPM projects follow a very detailed plan that is built before any work is done on the project.The plan is based on the assumption that the goal (that is, the solution) is clearly specified at the outset. In addition to a clearly defined goal and solution:
Low ComplexityFew Scope Change RequestsFew Scope Change RequestsWell-Understood Technology InfrastructureLow RiskExperienced and Skilled Project TeamsPlan-driven TPM Projects: Their success is measured by compliance and delivery to that plan.
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Traditional Project Management Traditional Project Management (TPM)(TPM)
TPM EXAMPLE:TPM EXAMPLE:A project to install an intranet system in a field office is clearly a traditional project. Many construction projects.This project will have been done several times, and the steps to complete it are documented.
٤٢
Agile Project Management (APM)Agile Project Management (APM)
APF projects follow a detailed plan, but the plan is not built at the beginning of the projectthe beginning of the project. Instead, the plan is built in stages at the completion of each cycle that defines the APF project life cycle. The budget and the time-box of the APF project are specified at the outset.APM Characteristics:
A Critical Problem Without a Known SolutionA P i l U t d B i O t it Th i i h i hA Previously Untapped Business Opportunity: The question is what is that business opportunity and how can you take advantage of it?Are Critical to the OrganizationMeaningful Client Involvement Is EssentialUse Small Co-located Teams
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Agile Project Framework (APF)Agile Project Framework (APF)
APF EXAPMLE:APF EXAPMLE:John F. Kennedy’s challenge to put a man on the moon and return him safely by the end of the decade. The goal statement could not be clearer. How it was to be accomplished was anybody’s guess. There certainly were some ideas floating around NASA, but the detail was not there.
٤٤
Extreme Project Management (Extreme Project Management (xPMxPM))
xPM projects do not follow a plan in the sense of TPM p j por APF projects. Instead, an xPM project makes informed guesses as to what the final goal (or solution) will be.The xPM Project Is Very High RiskXPM EXAMPLE:XPM EXAMPLE: R&D ProjectsXPM EXAMPLE:XPM EXAMPLE: R&D Projects.
The goal of an R & D project may be little more than a guess at a desired end state. A project to “Cure for the common cold”.
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EmertxeEmertxe Project Management (Project Management (MPxMPx))
Solution is completely and clearly defined but Solution is completely and clearly defined but whose goal is not. This sounds like nonsense, but actually it isn’t.You have the solution; now all you need is to find the problem it solves.This is the stuff that academic articles are often made of, but that’s okay. It’s a type of R&D project but in reverse.
٤٦
EmertxeEmertxe Project Management (Project Management (MPxMPx))
Characteristics:Cha acte istics:A New Technology Without a Known Application: Radio Frequency Identification (RFID) technologyA Solution Out Looking for a Problem to Solve: a new human resource management system (HRMS)
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NotQ3Q4
The Complexity/Uncertainty Domain
Goal
Clear Q3Q4
Solution
ClearClear Not
Clear
Q1 Q2
RequirementsFlexibilityAdaptabilityChange
٤٨
The Complexity/Uncertainty Domain - RISK
Goal
NotClear Q3Q4
Solution
ClearClear Not
Clear
Q1 Q2
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The Complexity/Uncertainty Domain- Team Cohesiveness
Goal
NotClear Q3Q4
Solution
ClearClear Not
Clear
Q1 Q2
٥٠
The Complexity/Uncertainty Domain- CommunicationsCommunications
Goal
NotClear Q3Q4
Solution
ClearClear Not
Clear
Q1 Q2
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٥١
The Complexity/Uncertainty Domain- Client InvolvementClient Involvement
Goal
NotClear Q3Q4
Solution
ClearClear Not
Clear
Q1 Q2
٥٢
The Complexity/Uncertainty Domain- SpecificationSpecification
Goal
NotClear Q3Q4
Solution
ClearClear Not
Clear
Q1 Q2
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The Complexity/Uncertainty Domain- ChangeChange
Goal
NotClear Q3Q4
Solution
ClearClear Not
Clear
Q1 Q2
٥٤
The Complexity/Uncertainty Domain- Business ValueBusiness Value
Goal
NotClear Q3Q4
Solution
ClearClear Not
Clear
Q1 Q2
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٥٥
Project Management Life Cycle Approaches
٥٦
Linear Project Management Life Cycle Model - TPM
DefinitionConsists of a number of dependent phases that are executed in a sequential order with no feedback loops. The complete solution is not released until the final phase.
Wh tWhen to use:Clearly defined solution and requirementsNot many scope change requestsRoutine and repetitive projectsUses established templates
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٥٧
Incremental Project Management Life Cycle Model - TPM
٥٨
Incremental Project Management Life Cycle Model - TPM
DefinitionDefinitionConsists of a number of dependent phases that are repeated in sequential order with no feedback loops.Each phase releases a partial solution.
When to use:Same as linear but delivers business value early and oftenoftenSome likelihood of scope change requestsTo get to a partial product or service to market soonerTo get partial solution to the end user sooner
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٥٩
Iterative Project Management Life Cycle Model - APM
DefinitionConsists of a number of phases that are repeated in groups with a feedback loop after each group is completed. At the discretion of the client the last phase in a group may release a partial solution.
When to use:Unstable or incomplete requirements and functionalityLearn by doing and by discoveryOften uses iconic or simulated prototypes to discover the complete solution
٦٠
Prototyping LiLinear
Iterative Project Management Life Cycle Model - APM
LinearLinearIterative
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Prototyping mapped to Iterative PMLC Model
Iterative Project Management Life Cycle Model - APM
LinearLinearIterative
٦٢
AdaptiveAdaptive Project Management Life Project Management Life Cycle Model Cycle Model -- APMAPM
DefinitionAre those that proceed from iteration to iteration based on verylimited specification of solution. Each iteration learns from the proceeding ones and redirects the next iteration in an attempt to converge on an acceptable solution. At the discretion of the client
i i l i l l ian iteration may release a partial solution. When to use:
Goal known but solution not knownSolution highly influenced by expected changesNew product development and process improvement projects
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LiLinear
AdaptiveAdaptive Project Management Life Project Management Life Cycle Model Cycle Model -- APMAPM
APF Core Values: LinearLinearAdaptiveAPF Core Values:
Client-focusedClient-drivenIncremental results early and oftenContinuous questioning and introspectionChange is progress to a better solutionDon’t speculate on the future
٦٤
LiLinear
AdaptiveAdaptive Project Management Life Project Management Life Cycle Model Cycle Model -- APMAPM
Types of Adaptive PMLC Models LinearLinearAdaptiveypes o dapt ve C ode sAdaptive Software Development (ASD)Adaptive Project Framework (APF)Dynamic Systems Development Method (DSDM)Scrum
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Adaptive Project Framework (APF)LiLinear
AdaptiveAdaptive Project Management Life Project Management Life Cycle Model Cycle Model -- APMAPM
LinearLinearAdaptive
٦٦
APF – Version Scope
AdaptiveAdaptive Project Management Life Project Management Life Cycle Model Cycle Model -- APMAPM
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ExtremeExtreme Project Management Life Project Management Life Cycle Model Cycle Model -- xPMxPM
DefinitionIs one that proceeds from phase to phase based on very limited knowledge of goal and solution. Each phase learns from the proceeding ones and redirects the next phase in an attempt to converge on an acceptable goal and solution. At the discretion of the client a phase may release a partial solutionrelease a partial solution.
When to use:Goal and solution not knownThrough iteration converge on goal and solutionTypically for R&D projects
٦٨
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ExtremeExtreme Project Management Life Project Management Life Cycle Model Cycle Model -- xPMxPM
INSPIRE Model
٧٠
INSPIRE
LinearLinearE t
ExtremeExtreme Project Management Life Project Management Life Cycle Model Cycle Model -- xPMxPM
INitiateD fi i th j t l LinearLinearExtremeDefining the project goalINSPIRE POSEstablishing a project time-box and costEstablishing the number of phases and phase lengthTrade-offs in the Scope Triangle
SPeculateDefining how the project will be doneConditions of SatisfactionCo d t o s o Sat s act oScenarios, stories and use casesPrioritizing requirementsIdentifying the first phase deliverablesGo/No-Go decisionPlanning for later phases
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INSPIRE
LinearLinearE t
ExtremeExtreme Project Management Life Project Management Life Cycle Model Cycle Model -- xPMxPM
Incubate LinearLinearExtremeAssigning resourcesEstablishing phase planCollaboratively producing deliverables
REviewApplying learning and discovery from the previous phaseRevising the project goalReprioritizing requirementsMaking the Go/No-Go decision for the next phase
٧٢
The The 5 5 PMLC ModelsPMLC Models
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SimilaritiesAll 5 P G d i h PMLC M d l
Recap of the PMLC ModelsRecap of the PMLC Models
All 5 Process Groups are used in each PMLC ModelEach PMLC Model begins with a Scope Process GroupEach PMLC Model ends with a Close Process Group
DifferencesThe models form a natural ordering (Linear, Incremental, Iterative, Adaptive, Extreme) by degree of solution uncertaintyThe processes that form repetitive groups recognize the effect of increasing uncertainty as you traverse the natural orderingComplete project planning is replaced by just-in-time project planning as the degree of uncertainty increases.Risk management becomes more significant as degree of solution uncertainty increases.The need for meaningful client involvement increases as degree of solution uncertainty increases.
٧٤
ReferencesReferences
1. Project Management Institute (PMI), PMBOK 4th Edition, 2008.
2. Robert Wysocki, Rudd McGary., 2003, Effective Project Management: Traditional, Adaptive, Extreme, Third Edition, Wiley Publishing, Inc., USA.
3. Ali Vahedi, Earned Value Project Management (EVPM), 2nd
Edition, 2008, ARYANA. , ,
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Name: Ali Vahedi MSc PMP
Contact InformationContact Information
Name: Ali Vahedi, MSc, PMP
Email: 3avahedi@gmail.comWeb: www.avahedi.com
Good Luck!Good Luck!