PRIMAVERA ENTERPRISE (P3e) – Version
6
INDEX
B. INTRODUCTION TO
PRIMAVERA ENTERPRISE SUITEPRODUCTS
C. SETTING UP OF
ENTERPRISE PROJECT STRUCTURE(EPS)
D. SETTING UP OF
ORGANISATIONAL BREAKDOWN STRUCTURE(OBS)
E. ADDING A PROJECT
(Without Using Project Architect)
F. CREATING WORK
BREAKDOWN STRUCTURE(WBS)
G. CREATING GLOBAL
& PROJECT CALENDARS
H. CREATING ACTIVITY
CODES &VALUES
I. ADDING
ACTIVITIES, RELATIONSHIPS ANDSCHEDULING
J. APPLYING
CONSTRAINTS
K. GROUPING AND
FILTERINGACTIVITIES
L. CUSTOMISING BARS
& LAYOUTS
M. RESOURCES, ROLES
ANDCOSTS
N. CREATING BASELINE
PLAN
O. MONITORING THE
CURRENTSCHEDULE
P. TRACKING
THEPROJECT
Q. REPORTS
R. REFLECTION
PROJECT (WHAT IF ANALYSIS)
S. PROJECTUTILITIES
T. USER DEFINED
FIELDS & GLOBALCHANGE
A. INTRODUCTION TO PROJECTMANAGEMENT
WHAT IS PROJECT MANAGEMENT?
Project management is the application of knowledge, skills,
tools, and techniques to project activities in order to meet or exceed
stakeholder needs and expectations from a project.
Meeting or exceeding stakeholder needs and expectations
invariably involves balancing competing demands among:
• Scope, time, cost, andquality.
• Stakeholders with differing needs andexpectations.
• Identified requirements (needs) and unidentified
requirements(expectations).
The term project management is sometimes used to describe
an organizational approach to the management of ongoing operations. This
approach, more properly called management by projects, treats many aspects of
ongoing operations as projects in order to apply project management to them.
Although an understanding of project management is obviously critical to an
organization that is managing by projects.
PROJECT MANAGEMENT KNOWLEDGE AREAS
The Project Management Knowledge Areas describes project
management knowledge and practice in terms of its component processes. These
processes have been organized into nine knowledge areas:-
Project
Integration Management describes the
processes required to ensure that the various elements of the project are
properly coordinated. It consists of project plan development, project plan
execution, and overall change control.
Project Scope
Management describes the processes
required to ensure that the project includes all the work required, and only
the work required, to complete the project successfully. It consists of
initiation, scope planning, scope definition, scope verification, and scope
change control. Project Time Management describes
the processes required to ensure timely completion of the project. It consists
of activity definition, activity sequencing, activity duration estimating,
schedule development, and schedulecontrol.
Project Cost
Management describes the processes
required to ensure that the project is completed within the approved budget. It
consists of resource planning, cost estimating, cost budgeting, and cost
control.
Project
Quality Management describes the processes
required to ensure that the project will satisfy the needs for which it was
undertaken. It consists of quality planning, quality assurance, and quality
control.
Project
Human Resource Management describes the
processes required to make the most effective use of the people involved with
the project. It consists of organizational planning, staff acquisition, and
team development.
Project
Communications Management describes the
processes required to ensure timely and appropriate generation, collection,
dissemination, storage, and ultimate disposition of project information. It
consists of communications planning, information distribution, performance
reporting, and administrative closure.
Project Risk
Management describes the processes
concerned with identifying, analyzing, and responding to project risk. It
consists of risk identification, risk quantification, risk response
development, and risk response control.
Project
Procurement Management describes the
processes required to acquire goods and services from outside the performing
organization. It consists of procurement planning, solicitation planning,
solicitation, source selection, contract administration, and contract close-
out.
PROJECT PROCESSES
Projects are composed of processes. A process is
“a series of actions bringing about a result”. Project processes are performed
by people and generally fall into one of two major categories:
•
Project management processes are concerned with describing and organizing the work of
theproject.
•
Product-oriented processes are concerned with specifying and creating the project
product. Product-oriented processes are typically defined by the project life
and vary by application area.
Project management processes and product-oriented processes
overlap and interact throughout the project .
PROCESS GROUPS -
Project management processes can be organized into five
groups of one or more processes each:
• Initiating
processes: recognizing that a project or
phase should begin and committing to do so.
• Planning
processes: devising and maintaining a
workable scheme to accomplish the business need that the project was undertaken
toaddress.
• Executing
processes: coordinating people and other
resources to carry out theplan.
• Controlling
processes: ensuring that project
objectives are met by monitoring and measuring progress and taking corrective
action whennecessary.
• Closing processes: formalizing acceptance of the project or phase and bringing it to an orderlyend.
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