Difference between revisions of "The Nature of Project Management"
| Line 1: | Line 1: | ||
| − | + | While the PMBOK provides an overview of project management for those seeking PMI certification, another way to characterize the important aspects of project management is (Fairley 2009): | |
| − | |||
*Planning and Estimating | *Planning and Estimating | ||
| Line 7: | Line 6: | ||
*Managing Risk | *Managing Risk | ||
| + | ==Planning== | ||
Planning a project involves providing answers to the questions: who? what? where? when? and why?. | Planning a project involves providing answers to the questions: who? what? where? when? and why?. | ||
| Line 17: | Line 17: | ||
Guidance for developing project plans can be found in (INCOSE 2004), (NASA 2007), and (ISO/IEC/IEEE 2009). It is often observed that communication and coordination among stakeholders during project planning are equally important, and sometimes more important than the documented plan that is produced. | Guidance for developing project plans can be found in (INCOSE 2004), (NASA 2007), and (ISO/IEC/IEEE 2009). It is often observed that communication and coordination among stakeholders during project planning are equally important, and sometimes more important than the documented plan that is produced. | ||
| + | ==Estimating== | ||
Estimation is an important element of planning. An estimate is a projection from past to future, adjusted to account for difference between past and future. Estimation techniques include analogy, rule of thumb, expert judgment, and use of parametric models such as COCOMO for software projects and COSYSMO for systems projects (COCOMO 2000, COSYSMO 2008). | Estimation is an important element of planning. An estimate is a projection from past to future, adjusted to account for difference between past and future. Estimation techniques include analogy, rule of thumb, expert judgment, and use of parametric models such as COCOMO for software projects and COSYSMO for systems projects (COCOMO 2000, COSYSMO 2008). | ||
Systems engineering contributes to project planning by ensuring that the overall system life cycle is understood, dependencies on other systems and organizations are identified and managed, the logical dependencies during development are identified and managed, the systems engineering tasks are accurately estimated, and resources and key skills are identified and planned. The high-level system architecture and a risk assessment provide the basis for the work breakdown structure and the organizational breakdown structure. | Systems engineering contributes to project planning by ensuring that the overall system life cycle is understood, dependencies on other systems and organizations are identified and managed, the logical dependencies during development are identified and managed, the systems engineering tasks are accurately estimated, and resources and key skills are identified and planned. The high-level system architecture and a risk assessment provide the basis for the work breakdown structure and the organizational breakdown structure. | ||
| + | ==Measuring and Controlling== | ||
Measuring and controlling are the key elements of executing a project. Measurement includes collecting measures for work products and work processes. For example, determining the level of coverage of requirements in a design specification can be assessed by reviews, analysis, prototyping, and traceability. Effort and schedule expended on the work processes can be measured and compared to estimates; earned value tracking can be used for this purpose. Controlling is concerned with analyzing measurement data and implementing corrective actions when actual status does not align with planned status. | Measuring and controlling are the key elements of executing a project. Measurement includes collecting measures for work products and work processes. For example, determining the level of coverage of requirements in a design specification can be assessed by reviews, analysis, prototyping, and traceability. Effort and schedule expended on the work processes can be measured and compared to estimates; earned value tracking can be used for this purpose. Controlling is concerned with analyzing measurement data and implementing corrective actions when actual status does not align with planned status. | ||
Systems engineers may be responsible for managing all technical aspects of project execution, or they may serve as staff support for the project manager or project management office. Organizational relationships between systems engineers and project managers are presented in [[Organizing Teams to Perform Systems Engineering]]. Other organizational considerations for the relationships between systems engineering and project management are covered in the [[Enabling Systems Engineering]] knowledge area. | Systems engineers may be responsible for managing all technical aspects of project execution, or they may serve as staff support for the project manager or project management office. Organizational relationships between systems engineers and project managers are presented in [[Organizing Teams to Perform Systems Engineering]]. Other organizational considerations for the relationships between systems engineering and project management are covered in the [[Enabling Systems Engineering]] knowledge area. | ||
| + | ==Leading and Directing== | ||
Leading and directing involves communication and coordination among all project stakeholders, both internal and external to a project. | Leading and directing involves communication and coordination among all project stakeholders, both internal and external to a project. | ||
| − | Systems engineering projects are, by nature, high-risk endeavors because, in most cases, projects face many unknown factors that must be handled as a project evolves. Risk management is concerned with identifying and mitigating potential problems before they become real problems. | + | ==Managing Risk== |
| + | Systems engineering projects are, by nature, high-risk endeavors because, in most cases, projects face many unknown factors that must be handled as a project evolves. [[Risk management]] is concerned with identifying and mitigating potential problems before they become real problems. | ||
Revision as of 15:28, 2 September 2011
While the PMBOK provides an overview of project management for those seeking PMI certification, another way to characterize the important aspects of project management is (Fairley 2009):
- Planning and Estimating
- Measuring and Controlling
- Leading and Directing
- Managing Risk
Planning
Planning a project involves providing answers to the questions: who? what? where? when? and why?.
- Who: addresses staffing issues (competencies, numbers of staff, communication and coordination)
- What: addresses the scope of activities
- Where: addresses issues of locale (local, geographically distributed)
- When: addresses scheduling issues
- Why: addresses rationale for conducting a project
Guidance for developing project plans can be found in (INCOSE 2004), (NASA 2007), and (ISO/IEC/IEEE 2009). It is often observed that communication and coordination among stakeholders during project planning are equally important, and sometimes more important than the documented plan that is produced.
Estimating
Estimation is an important element of planning. An estimate is a projection from past to future, adjusted to account for difference between past and future. Estimation techniques include analogy, rule of thumb, expert judgment, and use of parametric models such as COCOMO for software projects and COSYSMO for systems projects (COCOMO 2000, COSYSMO 2008).
Systems engineering contributes to project planning by ensuring that the overall system life cycle is understood, dependencies on other systems and organizations are identified and managed, the logical dependencies during development are identified and managed, the systems engineering tasks are accurately estimated, and resources and key skills are identified and planned. The high-level system architecture and a risk assessment provide the basis for the work breakdown structure and the organizational breakdown structure.
Measuring and Controlling
Measuring and controlling are the key elements of executing a project. Measurement includes collecting measures for work products and work processes. For example, determining the level of coverage of requirements in a design specification can be assessed by reviews, analysis, prototyping, and traceability. Effort and schedule expended on the work processes can be measured and compared to estimates; earned value tracking can be used for this purpose. Controlling is concerned with analyzing measurement data and implementing corrective actions when actual status does not align with planned status.
Systems engineers may be responsible for managing all technical aspects of project execution, or they may serve as staff support for the project manager or project management office. Organizational relationships between systems engineers and project managers are presented in Organizing Teams to Perform Systems Engineering. Other organizational considerations for the relationships between systems engineering and project management are covered in the Enabling Systems Engineering knowledge area.
Leading and Directing
Leading and directing involves communication and coordination among all project stakeholders, both internal and external to a project.
Managing Risk
Systems engineering projects are, by nature, high-risk endeavors because, in most cases, projects face many unknown factors that must be handled as a project evolves. Risk management is concerned with identifying and mitigating potential problems before they become real problems.
References
Please make sure all references are listed alphabetically and are formatted according to the Chicago Manual of Style (15th ed). See the BKCASE Reference Guidance for additional information.
Citations
List all references cited in the article. Note: SEBoK 0.5 uses Chicago Manual of Style (15th ed). See the BKCASE Reference Guidance for additional information.
Primary References
All primary references should be listed in alphabetical order. Remember to identify primary references by creating an internal link using the ‘’’reference title only’’’ (title). Please do not include version numbers in the links.
Additional References
All additional references should be listed in alphabetical order.
Article Discussion
(Davidz, 08/22/11) Article empty, nothing to review
Signatures
--Bkcase 19:07, 22 August 2011 (UTC) (on behalf of Dick Fairley)