A **project** is a *temporary* effort that creates value (contrast with ongoing operations). **Project management** consists of planning, organizing, leading and controlling projects. The [[Project Management Institute]] (PMI) defines project management as "the use of specific knowledge, skills, tools and techniques to deliver something of value to people." A **project manager** has the responsibility to initiate, plan, execute, monitor, and close the project. PMI refers to each of these responsibilities as **process groups**. PMI also defines 10 [[knowledge areas]] and 49 **processes**. Processes fit within a specific process group and coordinate with a specific knowledge area. [[scoping canvas]] [[product definition]] [[specification document]] [[persona development guide]] [[persona interview guide]] [[user testing guide]] ## stakeholder analysis Stakeholder analysis is the process of identifying and understanding all stakeholders for a project. Stakeholders may of one of four types: - Internal - External - Client - Regulatory Use the power-interest grid or stakeholder salience model to prioritize stakeholders. ### stakeholder salience model The stakeholder salience model evaluates the power, urgency and legitimacy of stakeholders. - Definitive: stakeholders with power, urgency and legitimacy - Dominant: power and legitimacy - Dangerous: power and urgency - Dependent: urgency and legitimacy - Dormant: power only - Discretionary: legitimacy only - Demanding: urgency only ### power-interest grid - Players: high interest, high power. collaborate and manage closely. - Subjects: high interest, low power: consult and keep informed - Context Setters: low interest, high power: keep satisfied - Crowd: low interest, low power: monitor and inform with minimal effort [[Tuckman team development model]] ## project resources People Capital Technology ### resource management plan - Types and amounts of resources needed - Acquisition/procurement plan and costs - Roles and responsibilities (responsibility assignment matrix) - Resource management - Team development needs (training) - Physical resource controls - Recognition and rewards - Project organization chart ### responsibility assignment matrix The responsibility assignment matrix assigns a responsibility level (often using the [[RACI]] framework) for each task to the relevant stakeholders. [[emotional intelligence]] ## Processes - **4. Project Integration Management** - Initiating - 4.1 Develop [[Project Charter]] - Planning - 4.2 Develop [[Project Management Plan]] - Executing - 4.3 Direct & Manage Project Work - 4.4 Manage Project Knowledge - Monitoring & Controlling - 4.5 Monitor & Control Project Work - 4.6 Perform Integrated Change Control - Closing - 4.7 Close Project - **5. Project Scope Management** - Planning - 5.1 Plan Scope Management - 5.2 Collect Requirements - 5.3 Define Scope - 5.4 Create WBS - Monitoring & Controlling - 5.5 Validate Scope - 5.6 Control Scope - **6. Project Schedule Management** - Planning - 6.1 Plan Schedule Management - 6.2 Define Activities - 6.3 Sequence Activities - 6.4 Estimate Activity Durations - 6.5 Develop Schedule - Monitoring & Controlling - 6.6 Control Schedule - **7. Project Cost Management** - Planning - 7.1 Plan Cost Management - 7.2 Estimate Costs - 7.3 Determine Budget - Monitoring & Controlling - 7.4 Control Costs - **8. Project Quality Management** - Planning - 8.1 Plan Quality Management - Executing - 8.2 Manage Quality - Monitoring & Controlling - 8.3 Control Quality - **9. Project Resource Management** - Planning - 9.1 Plan Resource Management - 9.2 Estimate Activity Resources - Executing - 9.3 Acquire Resources - 9.4 Develop Team - 9.5 Manage Team - Monitoring & Controlling - 9.6 Control Resources - **10. Project Communications Management** - Planning - 10.1 Plan Communications Management - Executing - 10.2 Manage Communications - Monitoring & Controlling - 10.3 Monitor Communications - **11. Project Risk Management** - Planning - 11.1 Plan Risk Management - 11.2 Identify Risks - 11.3 Perform Qualitative Risk Analysis - 11.4 Perform Quantitative Risk Analysis - 11.5 Plan Risk Responses - Executing - 11.6 Implement Risk Responses - Monitoring & Controlling - 11.7 Monitor Risks - **12. Project Procurement Management** - Planning - 12.1 Plan Procurement Management - Executing - 12.2 Conduct Procurements - Monitoring & Controlling - 12.3 Control Procurements - **13. Project Stakeholder Management** - Initiating - 13.1 Identify Stakeholders - Planning - 13.2 Plan Stakeholder Engagement - Executing - 13.3 Manage Stakeholder Engagement - Monitoring & Controlling - 13.4 Monitor Stakeholder Engagement Scope, budget, timeline, quality ## project initiation - [[scoping canvas]] - [[product definition]] - [[project charter]] - [[stakeholder analysis]] ## project planning [[project management plan]] [[stakeholder engagement plan]] ## program management Program management is the coordinated management of multiple related projects to achieve broader organizational goals to create stakeholder value. A program manager oversees these interconnected projects, ensuring they align with strategic objectives and deliver benefits that support long-term organizational success. This role manages interdependencies between projects and focuses on broader initiatives, roadmaps, prioritization, and resource capacity, rather than the specific tasks of individual projects. ## portfolio management Portfolio management is the centralized management of one or more programs or project portfolios to achieve strategic objectives. It involves selecting and prioritizing an organization's projects and programs in alignment with its strategic goals and resource capacity. Portfolio managers assess potential projects' viability, ensuring they contribute to the organization's overall strategy and deliver maximum business value. ## program management office The program management office (PMO) is the centralized entity within an organization that establishes project management standards, selects projects, and oversees project execution.