Introduction
to Processes
This
chapter of the manual discusses the processes involved in managing a PROMISE
Project, and how those processes link with
each other. The processes indicate the normal content of a PROMISE
project. Any project run under PROMISE
will address each of these processes in
some form. HOWEVER, the key to successful use of this process model is it’s
tailoring. Each process must be approached with the question 'How extensively
should this process be applied on this project?'
There
are eight major processes, each made up of a collection of processes. The major
processes are:
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Planning
is used throughout the process model.
These
processes link to a range of project management techniques, some of which are
specific PROMISE
techniques and are
defined within the manual, and some of which are generic and generally used
techniques that are not defined within the manual.
Structure of Each Process Description
Below
are outline descriptions of each of the processes in the process model. Each
process description has the following structure and format.
Overview
Under
this heading the following questions are addressed:
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Why have this process? |
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What is it aiming to
achieve in project management terms? |
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Why is this process
fundamental to good project management, and hence a minimum requirement of PROMISE? |
Context
This
section puts each process in context with the other processes, and with
activities going on outside the scope of project management as defined by PROMISE.
Process description
This
section describes the process by explaining the objectives and how the process
fulfils the fundamental principles, and gives a description of the steps
involved in carrying out the process.
No
attempt has been made to lay out the steps in a strict sequence, since such a
hard and fast sequence seldom exists. However, they have been listed in as
logical a sequence as possible.
Responsibilities
This
section specifies who should be accountable for the successful conduct of the
major process, and responsible for its management. These are only stated for
the processes, as it is at that level that responsibilities can be decided.
Information needs
This
section contains a table of the important information required for the process
to function and achieve its objectives. Some entries will be products such as
plans and reports; others are in the nature of decisions.
Key criteria
This
section highlights the main issues that will dictate the ultimate success or
failure of the process.
Directing a Project runs from the start-up of the
project until its closure.
This
process is aimed at the Project Board. The Project Board manages by exception,
monitors via reports and Project Controls through a number of decision points.
The
key processes for the Project Board break into four main areas:
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Initiation (starting the
project off on the right foot) |
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Stage boundaries
(commitment of more resources after checking results so far) |
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Giving direction (monitoring progress, providing
advice and guidance, reacting to exception situations) |
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Project closure
(confirming the project outcome and bringing the project to a controlled
close). |
This
process does not cover the day-to-day activities of the Project Manager.
This
is the first process in PROMISE. It is a
pre-project process, designed to ensure that the pre-requisites for initiating
the project are in place. The process expects the existence of a rudimentary
Project Directive that defines in high-level terms the reason for the project
and what outcome is sought. Pre Project Preparation should be very short.
The work of the process is built around the production of three elements:
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Ensuring that the
information required for the Project Directive is available |
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Defining and appointing
the Project Management Team |
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Creating the Initiation
Stage Plan. |
The
objectives of Project Kick Off are to:
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Agree whether or not
there is sufficient justification to proceed with the project |
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Establish a stable
management basis on which to proceed |
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Document and confirm that
an acceptable Business Case exists for the project |
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Ensure a firm and
accepted foundation to the project prior to commencement of the work |
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Agree to the commitment
of resources for the first stage of the project |
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Enable and encourage the
Project Board to take ownership of the project |
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Provide the baseline for
the decision-making processes required during the project's life |
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Ensure that the
investment of time and effort required by the project is made wisely, taking
account of the risks to the project. |
This process provides the Project Board with key decision
points on whether to continue with the project or not.
The
objectives of the process are to:
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Assure the Project Board
that all deliverables planned in the current Stage Plan have been completed
as defined |
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Provide the information
needed for the Project Board to assess the continuing viability of the
project |
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Provide the Project Board
with information needed to approve the current stage's completion and
authorise the start of the next stage, together with its delegated tolerance level |
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Record any measurements
or lessons that can help later stages of this project and/or other projects. |
This
process describes the monitoring and control activities of the Project Manager involved
in ensuring that a stage stays on course and reacts to unexpected events. The
process forms the core of the Project Manager's effort on the project, being
the process that handles day-to-day management of the project.
Throughout
a stage there will be a cycle consisting of:
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Authorising work to be
done |
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Gathering progress
information about that work |
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Watching for changes |
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Reviewing the situation ·
reporting |
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Taking any necessary
corrective action. |
This
process covers these activities, together with the on-going work of risk
management and change control.
The
objective of this process is to ensure that planned products are created and
delivered by:
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Ensuring that completed
products meet quality criteria |
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Obtaining approval for
the completed products. |
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Transitioning the product
into operation |
The
purpose of this process is to execute a controlled close to the project.
The
process covers the Project Manager's work to wrap up the project either at its
end or at premature close. Most of the work is to prepare input to the Project
Board to obtain its confirmation that the project may close.
The
objectives of Closing a Project are, therefore, to:
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Check the extent to which
the objectives or aims set out in the Project Foundation Document have been
met |
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Confirm the extent of the
fulfilment of the Project Foundation Document and the Customer's satisfaction
with the deliverables |
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Obtain formal acceptance
of the deliverables |
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Ensure to what extent all
expected products have been handed over and accepted by the Customer |
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Confirm that maintenance
and operation arrangements are in place (where appropriate) |
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Make any recommendations
for follow-on actions |
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Capture lessons resulting
from the project and complete the Lessons Learned Report |
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Prepare an End Project
Report |
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Notify the host
organisation of the intention to disband the project organisation and
resources. |
Planning
is a repeatable process, and plays an important role in other processes, the
main ones being:
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Planning an Initiation
Stage |
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Planning a Project |
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Planning a Stage |
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PROMISE provides a product-based start to the planning activity. It also
provides a planning framework that can be applied to any type of project. This
involves:
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Establishing what
products are needed |
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Determining the sequence in
which each product should be produced |
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Defining the form and
content of each product |
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Resolving what activities
are necessary for their creation and delivery. |