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| − | The goal of [[Project Management (glossary)|project management]] is to plan and coordinate the work activities needed to deliver a satisfactory product, service, or enterprise endeavor within the constraints of schedule, budget, resources, infrastructure, and available technology. According to Section 1.3 of the PMBOK® Guide – Fourth Edition, project management is: | + | ---- |
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| + | '''''Lead Author:''''' ''Dick Fairley'', '''''Contributing Authors:''''' ''Richard Turner, Alice Squires'' |
| − | <blockquote>accomplished through the appropriate application and integration of the 42 logically grouped project management processes comprising the 5 process groups.</blockquote>
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| − | | + | The goal of {{Term|Project Management (glossary)|project management}} is to plan and coordinate the work activities needed to deliver a satisfactory product, service, or enterprise endeavor within the constraints of schedule, budget, resources, infrastructure, and available staffing and technology. The purpose of this knowledge area (KA) is to acquaint systems engineers with the elements of project management and to explain the relationships between systems engineering (SE) and project management (PM). |
| − | The 5 process groups are: | |
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| − | *Initiating,
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| − | *Planning,
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| − | *Executing,
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| − | *Monitoring and Controlling, and
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| − | *Closing.
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| − | Each of the 42 processes is specified by Inputs, Tools & Techniques, and Outputs. Data flow diagrams are used to illustrate the relationships between each process and the other processes with which each process interacts.
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| − | The Initiating process group in PMBOK® includes developing a project charter and identifying stakeholders. Planning includes 20 of the 42 project management processes; they range from develop project management plan, collect requirements, define scope, and create WBS to develop schedule, develop budget, plan quality, identify risks, plan risk responses, and plan procurements. The Monitoring and Controlling process group is comprised of 10 processes that include control scope, control schedule, control cost, perform quality control, and monitor and control risks. the Closing process group includes close project or phase, and close procurements.
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| − | The scope of project management thus encompasses the total set of management concerns that contribute to successful outcomes. This knowledge area provides an overview of project management and describes the relationships between systems engineering, project management, and systems engineering project management.
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| − | ==An Overview of Project Management==
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| − | Another way to characterize the important aspects of project management is (Fairley 2009):
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| − | *Planning and Estimating
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| − | *Measuring and Controlling
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| − | *Leading and Directing
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| − | *Managing Risk
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| − | Planning a project involves providing answers to the questions: who? what? "where? when? and why?.
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| − | *Who: addresses staffing issues (competencies, numbers of staff, communication and coordination)
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| − | *What: addresses the scope of activities
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| − | *Where: addresses issues of locale (local, geographically distributed)
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| − | *When: addresses scheduling issues
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| − | *Why: addresses rationale for conducting a project
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| − | 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.
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| − | 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).
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| − | 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.
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| − | 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.
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| − | 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.
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| − | Leading and directing involves communication and coordination among all project stakeholders, both internal and external to a project.
| + | ==Topics== |
| − | | + | Each part of the SEBoK is divided into knowledge areas (KAs), which are groupings of information with a related theme. The KAs, in turn, are divided into topics. This KA contains the following topics: |
| − | 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.
| + | *[[The Nature of Project Management]] |
| − | | + | *[[An Overview of the PMBOK® Guide]] |
| − | ==Systems Engineering Project Management== | + | *[[Relationships between Systems Engineering and Project Management]] |
| − | | + | *[[The Influence of Project Structure and Governance on Systems Engineering and Project Management Relationships]] |
| − | The methods, tools, and techniques of project management can be recursively applied to managing the technical aspects of a project. Technical work activities must be planned, organized, staffed, controlled, and directed; the what, who, when, where, how, and why questions must be answered; work activities must be planned and estimated, measured and controlled, led and directed, and risk must be managed.
| + | *[[Procurement and Acquisition]] |
| − | | + | *[[Portfolio Management]] |
| − | The systems engineering management plan (SEMP) is an important element of systems engineering. According to (NASA 2007):
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| − | <blockquote>The SEMP is the rule book that describes to all participants how the project will be technically managed.</blockquote>
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| − | Appendix J of the NASA Systems Engineering Handbook (NASA 2007) provides a checklist of items that should be included in an SEMP, as needed [[http://education.ksc.nasa.gov/esmdspacegrant/Documents/NASA%20SP-2007-6105%20Rev%201%20Final%2031Dec2007.pdf]]:
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| − | *Purpose and Scope of the SEMP | |
| − | *Applicable Documents | |
| − | *Technical Summary
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| − | *System Description
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| − | *System Structure
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| − | *Product Integration
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| − | *Boundary of Technical Effort
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| − | *Cross References
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| − | *Technical Effort Integration, including
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| − | **Concurrent engineering,
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| − | **The activity phasing of specialty engineering,
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| − | **The participation of specialty disciplines,
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| − | **The involvement of specialty disciplines,
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| − | **The role and responsibility of specialty disciplines,
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| − | **The participation of specialty disciplines in system decomposition and definition, | |
| − | **The role of specialty disciplines in verification and validation,
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| − | **Reliability,
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| − | **Maintainability,
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| − | **Quality assurance,
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| − | **Integrated logistics,
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| − | **Human engineering,
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| − | **Safety,
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| − | **Producibility, and
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| − | **Survivability/vulnerability.
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| − | *Responsibility and Authority
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| − | *Contractor Integration
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| − | *Support Integration
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| − | *Technical Process Integration
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| − | *Technology Insertion
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| − | *Engineering Methods and Tools
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| − | *Specialty Engineering | |
| − | *Integration with the Project Plan and Technical Resource Allocation
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| − | *Waivers | |
| − | *Appendices
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| − | **including plan templates
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| − | *References
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| − | Some systems engineers become specialists in systems engineering project management.
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| | ==References== | | ==References== |
| − | | + | ===Works Cited=== |
| − | ===Citations=== | + | None. |
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| − | (COCOMO 2000) Boehm, Barry, et al. 2000. Software Cost Estimation with COCOMO II. Upper Saddle River, New Jersey: Prentice Hall.
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| − | (COSYSMO 2008) Valerdi, Ricardo. The Constructive Systems Engineering Cost Model (COSYSMO): Quantifying the Costs of Systems Engineering Effort. Saarbrucken, Germany: VDM Verlag.
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| − | (Fairley 2009) Fairley, Richard E. 2009. Managing and Leading Software Project. Hoboken New Jersey: John Wiley & Sons.
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| − | (INCOSE 2004) INCOSE. 2004. INCOSE SE Handbook, Version 2a (INCOSE-TP-2003-016-02). San Diego, CA: INCOSE.
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| − | (ISO/IEC/IEEE 2009) ISO/IEC/IEEE. 2009. 16326-2009 - IEEE ISO/IEC/IEEE Systems and Software Engineering--Life Cycle Processes--Project Management.
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| − | (NASA 2007) NASA. 2007. Systems Engineering Handbook, Revision 1 (NASA/SP-2007-6105). Washington, D.C.: NASA.
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| | ===Primary References=== | | ===Primary References=== |
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| − | Fairley, Richard E. 2009. [[Managing and Leading Software Projects]]. Hoboken New Jersey: John Wiley & Sons. | + | Fairley, R.E. 2009. ''[[Managing and Leading Software Projects]]''. Hoboken, NJ, USA: John Wiley & Sons. |
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| − | NASA. 2007. [[NASA Systems Engineering Handbook|Systems Engineering Handbook]], Revision 1 (NASA/SP-2007-6105). Washington, D.C.: NASA.
| + | Forsberg, K., H. Mooz, and H. Cotterman. 2005. ''[[Visualizing Project Management]]'', 3rd ed. New York, NY, USA: John Wiley & Sons. |
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| − | PMI 2008. [[A guide to the project management body of knowledge (PMBOK guide)]]. 4th ed. Newtown Square, PA, USA: Project Management Institute (PMI). | + | PMI. 2013. ''[[A Guide to the Project Management Body of Knowledge|A Guide to the Project Management Body of Knowledge (PMBOK® Guide)]]'', 5th ed. Newtown Square, PA, USA: Project Management Institute (PMI). |
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| | ===Additional References=== | | ===Additional References=== |
| | + | None. |
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| − | Blanchard, Benjamin. 2008. System Engineering Management. Hoboken New Jersey: John Wiley & Sons.
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| − | Martin, james. 1997. Systems Engineering Guidebook: A Process for Developing Systems and Products. London: Taylor and Francis Group CRC-Press, LLC.
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| − | ====Article Discussion====
| + | <center>[[Systems Engineering and Industrial Engineering|< Previous Article]] | [[Related Disciplines|Parent Article]] | [[The Nature of Project Management|Next Article >]]</center> |
| − | [[{{TALKPAGENAME}}|[Go to discussion page]]]
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| − | <center>[[Software Engineering and Systems Engineering: Similarities and Differences|<- Previous Article]] | [[Related Disciplines|Parent Article]] | [[An Overview of Project Management|Next Article ->]]</center> | |
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| − | ==Signatures==
| + | <center>'''SEBoK v. 2.9, released 20 November 2023'''</center> |
| − | --[[User:Bkcase|Bkcase]] 19:07, 22 August 2011 (UTC) (on behalf of Dick Fairley)
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| | [[Category: Part 6]][[Category:Knowledge Area]] | | [[Category: Part 6]][[Category:Knowledge Area]] |