Project Management is a professional activity that pursues project success through a structured application of initiating, planning, executing, monitoring and controlling, and closing processes.
By using a combination of technique and art, project management processes try to keep the project aligned with its objectives, while delivering value to project stakeholders.
- 1 Scope Management / Product Management
- 1.1 How to Drive Project Scope Management
- 1.2 Project Scope versus Product Scope
- 1.3 Gathering Requirements
- 1.4 What is a WBS Dictionary and Why You Need One
- 1.5 Building the Work Breakdown Structure (WBS)
- 1.6 Scope Management Plan Template
- 1.7 Lessons Learned in Project Scope Creep
- 1.8 Change Project Scoping and Scope Creep Control
- 1.9 Project Management Deliverables (Practical Project Management Series)
- 1.10 Defining Acceptance Criteria for Successful Projects
- 1.11 Project Scope – The Quest for Good Requirements
- 2 Time Management / Schedule Management
- 2.1 Product Milestones Scheduling Approach
- 2.2 From WBS to Project Schedule
- 2.3 Sequencing the Project Activities
- 2.4 Quantifying Risks in Scheduling
- 2.5 Project Scheduling Methods: How Do I Start?
- 2.6 Practical Schedule Risk Analysis (PSRA)
- 2.7 Identifying the Critical Path
- 2.8 Optimizing the Critical Path
- 2.9 Project Schedule Control through the Good and the Bad
- 2.10 Working with Baselines and Schedule Change Management
- 2.11 Much more than deadlines: The role of schedule on Project Management
- 2.12 Milestone Scheduling Approach
- 3 Cost Management / Budget Management
- 3.1 Project Cost Estimation Tools and Techniques
- 3.2 Controlling project costs – The basics of Earned Value Analysis
- 3.3 Life-cycle Cost Analysis (LCCA) / Life Cycle Costing (LCC)
- 3.4 Reporting Progress in Projects
- 3.5 Managing Cost Risks (CR)
- 3.6 The Earned Value Management (EVM) Technique
- 3.7 Working with Cost Baselines
- 3.8 Value Engineering (VE) for Cost Management
- 3.9 The Project Cost Management Processes
- 3.10 Financial Management (Practical Project Management Series)
- 4 Quality Management – QA/QC
- 4.1 Total Quality Management (TQM) Foundation
- 4.2 Quality Assurance in Project Management: Review It, Test It and Have a Far Happier Life – How’s That for an Offer You Can’t Refuse?
- 4.3 Psst! 4 Project Management Quality Focuses
- 4.4 Plan Project Quality
- 4.5 Delivering Quality in Projects (Part II)
- 4.6 Delivering Quality in Projects (Part I)
- 4.7 Quality Processes and Process Control for Interfacing Between Different Parties
- 4.8 How To Successfully Handle Project Snags
- 4.9 Integrating Quality Plan Requirements into Your Timeline
- 4.10 Time vs. Quality in Projects
- 5 Stakeholder Management
- 5.1 Why It Is Essential to Focus on Stakeholder Identification
- 5.2 How to Estimate Effortlessly Your Projects
- 5.3 Project Estimating: A Practical Approach
- 5.4 Estimate Better with a Work Breakdown Structure (WBS)
- 5.5 Using a Combination of Project Management Estimation Techniques
- 5.6 Project Management Estimation by Examining Historical Data
- 5.7 4 Critical Success Factors for Estimating Projects with the Delphi Method #PMExpertTALK
- 5.8 How to Make Your Estimates 99.73% Accurate
- 5.9 The Key to Accurate Estimates in Project Management: ROM, Budget Estimate, and Definitive Estimate
- 5.10 The Risk Assessment for a Proper Project Estimation
- 5.11 Estimation from the Project Sponsor or Product Owner’s Perspective
- 5.12 Stakeholders – Who Are They and Why Do You Need Them?
- 5.13 Cost Estimation in Project Management
- 5.14 Pleasing Your Project Stakeholders
- 5.15 Potential Project Disaster – A Disengaged Sponsor
- 5.16 Project Management and End-User Involvement
- 5.17 Project in Trouble, Who is to Blame: Project Manager or Project Owner?
- 6 Risk Management
- 6.1 Use This to Increase Project Success Rates
- 6.2 So really …. How Do You Define “Project Risk”?
- 6.3 Be Able to Understand the Basics of Risk Management
- 6.4 How to Manage Risk in a Deliverables Centered Project Management Approach
- 6.5 What is the Difference Between Likelihood vs Probability in Risk Management?
- 6.6 Risk Management: Managing Risks at the Right Level
- 6.7 Why You Need a Project Risk Register
- 6.8 Understand the Resourcing and Implementation of Risk Management Strategy
- 6.9 Expert Talk on Risk Management with Cheryl Wilson
- 6.10 Evaluate Your Risk Management Strategies
- 6.11 RADI (Risks, Assumptions, Decisions, and Issues) Tracking Sheet #PMExpertTALK
- 6.12 Risk Management: Mitigating Risk and Uncertainties to a Successful Project
- 6.13 Project Risk Certification MOOC Training Course
- 6.14 Risk Management Basic Knowledge for Stakeholders and Team Members
- 6.15 Issue Management (Practical Project Management Series)
- 6.16 Risk Management (Practical Project Management Series)
- 7 Estimation Management
- 7.1 How to Estimate Effortlessly Your Projects
- 7.2 Project Estimating: A Practical Approach
- 7.3 Estimate Better with a Work Breakdown Structure (WBS)
- 7.4 Using a Combination of Project Management Estimation Techniques
- 7.5 Project Management Estimation by Examining Historical Data
- 7.6 4 Critical Success Factors for Estimating Projects with the Delphi Method #PMExpertTALK
- 7.7 How to Make Your Estimates 99.73% Accurate
- 7.8 The Key to Accurate Estimates in Project Management: ROM, Budget Estimate, and Definitive Estimate
- 7.9 The Risk Assessment for a Proper Project Estimation
- 7.10 Estimation from the Project Sponsor or Product Owner’s Perspective
- 7.11 Cost Estimation in Project Management
- 8 Recovery Management
- 8.1 How to Estimate Effortlessly Your Projects
- 8.2 Guide for Getting Projects Back on Track (Part II: Baselines & Leadership)
- 8.3 Stakeholder Involvement for Getting Projects Back on Track
- 8.4 Scope and Expectations for Project Recovery Management
- 8.5 Risk Management for Project Recovery Management
- 8.6 Putting Projects Back On Track: The Cost Factor
- 8.7 Project Management Fast-Tracking Step-by-Step Implementation Guide
- 8.8 Crashing the Project Schedule. A Step-by-Step Guide
- 8.9 Putting Projects Back on Track: a Practical Approach
- 8.10 Project Recovery Certification MOOC Training Course
- 8.11 Guide for Getting Projects Back on Track (Part I: the Handover)
- 8.12 Project Estimating: A Practical Approach
- 8.13 Estimate Better with a Work Breakdown Structure (WBS)
- 8.14 Using a Combination of Project Management Estimation Techniques
- 8.15 Project Management Estimation by Examining Historical Data
- 8.16 4 Critical Success Factors for Estimating Projects with the Delphi Method #PMExpertTALK
- 8.17 How to Make Your Estimates 99.73% Accurate
- 8.18 The Key to Accurate Estimates in Project Management: ROM, Budget Estimate, and Definitive Estimate
Scope Management / Product Management
Project Scope Management consists of all those processes necessary to ensure that all required work is performed and only the required work is performed. The processes involved in Scope Management are listed below:
- Plan scope management: this process defines a common understanding of how the scope should be managed. To reach such understanding, you can prepare a scope management plan and a requirements management plan.
- Colled requirements: you can consider this process as a translation effort. The needs and expectations of the customer, sponsor, management, and other stakeholders must be translated into product and project scope requirements.
- Define scope: this is the scope planning process where the project and product are described in detail. When defining scope, the team works with the customer and other stakeholders, creating a common basis of understanding. Define scope is possibly the most critical project management process.
- Create WBS: this is the scope management process that has the WBS as its main output. A WBS is a deliverable-oriented treelike representation of all the work required to achieve the project objectives. A WBS defines the total scope of the project.
- Validate scope: this process determines whether each deliverable has been completed according to requirements and obtains a forma acceptance from the customer and sponsor. Scope validations is performed through work results inspections.
- Control scope: this means delivering all the project and product scope requirements and managing changes to the requirements baseline and scope baseline.
Time Management / Schedule Management
Project Time Management consists of all those processes necessary to ensure that the project is completed on time. The processes involved in Time Management are listed below:
- Plan Schedule Management: this process results in the production of the Schedule Management Plan, which details how the schedule will be planned and managed.
- Define activities: each work breakdown structure (WBS) work package is broken down, or decomposed, into smaller components known as activities.
- Sequence activities: defines activities sequence by observing their characteristics and organizing them in the order that they must be performed.
- Develop schedule: calculates the start and finish dates of each activity,based on the activity duration estimates, network diagram, resource requirements, activity list, resource calendar, and scope statement.
- Control schedule: this is the time management monitoring and controlling process Through this process, people can monitor schedule performance and manage schedule changes.
Cost Management / Budget Management
Project Cost Management consists of all those processes necessary to ensure that the project is delivered to budget. The major processes are:
- Plan Cost Management: This process results in the production of the Cost Management Plan, which details how the schedule will be planned and managed.
- Estimate Costs: Developing as accurately as possible the costs of all the resources need to complete the project.
- Determined Budget: Aggregating the above costs for each activity on a timeline to establish a cost baseline.
- Control Costs: Influencing and controlling factors that cause changes and variances to the project budget.
Although are presented as four separate processes in reality they overlap and interact in a complex fashion.
Quality Management – QA/QC
Project Quality Management consists of all those processes necessary to assess how well the requirements are met,and it can be decomposed into Quality Assurance (QA) and Quality Control (QC). The processes involved in Quality Management are listed below:
- Plan quality management
- Perform quality assurance
- Control quality
Project Stakeholder Management consists of all those processes necessary to ……….. The processes involved in Stakeholder Management are listed below:
Project Risk Management consists of all those processes necessary to ……….. The processes involved in Risk Management are listed below:
Project Estimation Management consists of all those processes necessary to estimate how many resources we will need, esablishing someassumption on the number and type of resource requirements in order to estimate costs and duration. The processes involved in Estimation Management are listed below:
- Estimate Activity Resources: estimate resource requirements is about identifying required profiles, as well as quantities.
- Estimate Activity Efforts: this process is about quantifying the effort required for each profile for completing the activities.
- Estimate Activity Duration: this process is about setting in the timeline the duration of each activity, based on activity efforts, dependencies, calendars, etc.
- Estimate Activity Costs: this process is about quatifying the cost of each activity, based on efforts, calendar requirements, etc.
- Re-estimate & Control: this process makes sure that when requirements or project environmental factors change, also estimates get re-esttimated in order to meet project goals.
Project Recovery Management consists of all those processes necessary to ……….. The processes involved in Recovery Management are listed below:
Project Management Use Cases
Project Management Tools