Differences between a Process and a Phase, PMBOK Model Processes - Coursework Example

Project Management Name Institution Course Tutor Date Differences between a process and a phase Projects made of processes and phases. A process is defined as a series of events that brings about a particular output (Project Management Institute, 2000). Processes in project development are performed by individuals and are classified into two main categories; project management processes and product-oriented processes. The role of project management processes is to describe, organize, and accomplish the entire work of the project. On the other hand, product-oriented processes are meant to define and develop the products to a project. This process is normally defined by the life-cycle of a project. These two processes usually overlap and relate to each other throughout the project (Project Management Institute, 2000). However, project phase is a situation where a project is divided into various sections referred to as phases. This is meant to help management control the project easily and to promote links to other operations being undertaken in the organization. Project developers divide projects into phases due to uncertainty associated with project development. Project phases are collectively referred to as project life cycle. Reasons for project development According to Project Management Institute (2000) work in organizations normally involves either projects or operations, despite the fact that they may overlap. Both projects and operations are undertaken by people, affected by scarce resources and are planned, executed and controlled by people in the organization. In this regard, projects are created with the aim of realizing organization’s strategic plan. A project is considered a temporary tasks and unique in its making. Many organizations use projects to respond to business endeavors that may not be addressed within the normal operational boundary. Therefore, projects are critical to implementation of organization’s business strategy. PMBOK model processes The PMBOK process in categorized into five groups: initiating processes, planning processes, executing processes, controlling processes and closing processes, that are linked by their outcomes (Project Management Institute, 2000). As a project manager for Car4Future, I would recommend my team to concentrate more on the planning process. This is the most important part of project development because it is a new initiate that requires absolute care. The success of project implementation will depend on importance of information developed at the planning process. The planning processes are exposed to constant iterations before the project reaches full implementation (Yusuff and IntSecMgmt, 2006). Therefore, where issues contributed at this stage does not achieve the intended results, it would be necessary to adjust various elements to the project like the scope of eth project, resources and cost. To avoid such conflicting situations, the team should take time to develop a viable plan to the project. The planning processes depend of each other and this requires them to be performed in a similar order. An illustration to this is where activities are defined before a cost is allocated. This forms part of core processes under planning processes, which require to be done many times at a given phase of this project (Project Management Institute, 2000). This is likely to consume considerably long time. My team will need to take time to develop appropriate core processes like defining the scope of planning, activity definition, activity sequencing, estimating project duration, schedule development, develop risk management plan, conduct resource planning, estimate cost, budgeting, and eventually develop a project plan. The project cannot start functioning without these factors in place, and they must be done with lowest degree of error so that when the project commences, less problems associated to poor planning are reported. Furthermore, even before the project begins, further planning may be required due to inability to identify risks associated with the project. To avoid a situation where the team will only realize that the cost estimation and schedule targets are by far aggressive and do involve more risk, after the project has began, I would encourage them to spent time planning facilitating processes (Project Management Institute, 2000). However, this will conducted intermittently as per the requirements of the project planning. Facilitating processes planning would even take more time than core processes planning due to its technicality. Among the issues to be incorporated in facilitating processes include, but not limited to quality planning, staff acquisition where necessary, risk identification, procurement planning, quantitative and qualitative risk analysis, and ways to respond to risk (Yusuff and IntSecMgmt, 2006). Therefore, I can confidently say that among the processes in project development, planning processes will take more time of my team members since it is a basis upon which the entire project is implemented. Benefits and drawbacks of using PMBOK model There are several benefits associated with PMBOK model in project development. First, the aspect of initiating project is well explained in PMBOK unlike in other models. The model recommends establishment of project charter and a document for the project scope. These are helpful in the development of project management plan and other related plans (Project Management Institute, 2000). PMBOK model prescribes a plan for continuous improvement of the project plan as well as escalation management. This model explains further on how to update organizational process assets using best practices and experiences got from the project. Unlike other models, PMBOK’s quality control aspect encourages more of preventive courses of actions. Team management and other aspects related to HR such as conflict management and performance appraisal are clearly illustrated in PMBOK model (Sriram and Rath, 2007). However, the PMBOK has drawbacks like; the aspect of risk management under this model is so strenuous and may not be appropriate for large projects. Risk concepts and management processes in this model blend in together making it hard to interpret. Generally, the methodologies used in this n-model are hard for staff to comply (Kwak and Ibbs, 2002). Role of project integration management Project Integration Management in project development involves the processes needed to ensure that different elements in the project are well coordinated. It helps in creating a tradeoff among conflicting goals and various alternatives to achieve or probably exceed needs and expectations of various stakeholders. Project Integration Management comprise of three processes that are all important to project development. One of the processes is project plan development that helps to integrate and coordinate all plans related which lead to creation of a consistent and coherent document (Project Management Institute, 2000). In project plan execution, the project developer is able to actualize the project plan by doing the activities in the plan. While in integrated change control, the project team will have the opportunity to coordinate al changes that arise in the entire project. Role of project scope management Project Scope Management involves the processes necessary to see to it that the project comprises of a particular work required to finish the project successfully. That work that is solely required to complete the project is included in the project scope management. The primary concern for this management platform is to define and control what is in the project, as well as what is excluded in the project (Yusuff and IntSecMgmt, 2006). Project scope management has five major processes that have to be understood by the team members. The first is initiation that authorizes the project. Scope planning involves establishing a written scope statement that forms a basis for future decisions on projects. Scope definition facilitates subdivision of main project details into smaller and manageable units. Scope verification involves formalizing and developing acceptance to the scope of the project, while scope change control helps the team to effectively control changes that may occur to the project scope. Relevance of scenarios in project development According to Van (2006) the term a scenario originates from a Latin word scaena, implying scene. The applicability of term varies considerably, but in regards to this project it will serve the following purposes. One role of scenarios relates to sensitivity analysis, and this could help in the management of cash flow, assessing the risk associated with the project and the entire project management processes (Project Management Institute, 2000). The term could as well be used to enhance the idea of contingency plan, whereby as a project manager, I would use it to define roles to the team members during project implementation. The scenarios would also help in making decisions concerning the project, and speculate about what is bound to happen to the project during its development up to implementation so as the team can take appropriate measures. Project scenarios Scenario for building a prototype of solar powered car I want my team to build a prototype of solar powered car within one year. I would like to know the cost of implementing this project. I have the team in place, but I don’t know how the y will arrive at the cost involved in project implementation. Scenario for leading the team The project manager has formed a team, and needs to lead the team in project development until implementation. He has not played this role before. He wants to apply the best leadership skills that will see the team achieve its objectives, and he is seeking for advice. Scenario for project planning The team wants to develop a project on solar driven car. It is the first time for team members to conduct such a project. They have an idea on how to go about it, but lack the necessary skills to start the project. They need clear instructions on the process of project development. Scenario on the model to use in project management The project team focuses on successful management of project it intends to start. There are different model of management to use in managing the plan like PMBOK, CMMI and PRINCE2 among others. The team has never tired any of the models. It wants the most convenient and user friendly model to use in the project. References Kwak, Y. H., & Ibbs, C. W 2002 “Project management process maturity (PM) 2 model”, Journal of Management in Engineering, 18(3), pp.150-155. Project Management Institute 2000 “A Guide to the Project Management Body of Knowledge, Newtown Square, Pennsylvania USA. Sriram S., & Rath,.B, M 2007 “Implementation of PMBOK along with CMMI – QCG Experience: International SEPG Confrence, Austin, USA. Van Notten, P 2006 “Scenario development: a typology of approaches”, Schooling for Tomorrow. Yusuff, M. N., & IntSecMgmt, M 2006 “Contemporary Approaches to Project Risk Management: Assessment & Recommendations”. Read More