WK2D1 Unit 1 Assignment

WK2D1 ASSIGNMENT

1. Before initiating a project, there must be a need to change, make improvements, or create a new product or service. A process is a series of actions directed toward a particular result, or function controlled by the project management process groups. These groups concentrate on the initiation, monitoring, controlling and closing of all activities that relate to a specific project. Although there maybe distinctive project phases, all projects will include all five process groups * The initiating process defines and authorizes a project or a project phase, both the start and end of a project. There is always the need to initiate the activities that guarantees the project team completes all the tasks defined.
Further, someone must document lessons learned, allocate project resources, and customer acceptance. * To ensure the project meets the organizational needs, the planning process devises and maintains a feasible structure. A project team must create a plan to define the work to be done. To be prepared for changing circumstances revisions are frequently made during each project phase. * Executing processes include coordinating people and other resources to carry out plans and produce the products, services or results of the project phase.
Developing the project team, distributing information, managing stakeholder anticipations and conducting procurements are examples of executing processes. * Monitoring and controlling processes are the systematic measuring and monitoring of progress to ensure that the project team meets all objectives. A collective monitoring and controlling process is reporting performance, where project stake holders can identify any necessary changes that may be required to keep the project on track. * Closing processes finalize all activities across all process groups to formally close the project phase. Examples of closing processes are archiving project files, closing contracts, documenting lessons learned and receiving acknowledgement of project completion.
2. While each of the project management process groups is important, the time spent for each process affects the total outcome of the project success. Research shows that certain areas require more attention. Guidelines suggest that good project managers spend at least 2 percent of project time to initiating and
planning.
3. Although, what works for some may not work for others, project managers do well by pattern the works of successful project managers and using concepts offered by other authorities, to include templates and resources such as the PMBOK® Guide which provides a standard for what should be done to manage a project. This provides a good structure for the methodology of within each organization.
4. Key outputs of each process groups are:

* Initiating Process Group - outputs are Project Charter, Feasibility Study and Stakeholder related documents (stakeholder list, stakeholder management plan) * Planning Process Group - Key outputs are Project Management Plan, Work Breakdown Structure (WBS), Schedule, Budget, and other subordinate plans. * Executing Process Group - Key outputs are progress reports, staff work assignments, resource calendars, Plan updates, issue logs. * Monitoring & Controlling Process Group - Key outputs are progress and status reports, Plan updates, risks registers, change requests, work products/ deliverables. * Closing Process Group - Key outputs are Certificate of Completion / Closeout Report, staff work assignments, resource calendars, Plan updates, final work products/deliverables or services.

Challenges faced by the five Process groups can be:
Pre Initiation and Initiation challenges * Select a capable project manager * Determine cost, time and scope * Determine who the sponsor is. * Start the project * Determine activities for each team member * Determine responsibilities of the team members * Decide time lines * Decide milestones Determine kick-off meetings

Planning Challenges * Getting a team contract * An expected project scope * A work breakdown structure * Prioritized risks (this one can be broken down)

Executing Challenges * Lack of inputs from internal consultants or client representatives * Outsourcing from external experts * Scope increment * Cost increment * Time Increment
Monitoring and Controlling Challenges * Getting the scope, time, and cost closer to the initial plan * Motivating team members about the project * Getting feedback about the project

Closing Challenges * The result of the project must be approved for the client or sponsor