Project Workflow Management

A Business Process Approach

Dan Epstein, Rich Maltzman

• Publisher: J. Ross Publishing
• Year: 2013
• Print ISBN: 9781604270921
• eBook ISBN: 9781604277449
• Edition: 1
• Topic: Business
• Subtopic: Project Management
• Index: Business

Foreword by industry legend Harold Kerzner! This book describes a completely unique step-by-step, workflow-guiding approach to project management which simplifies activities by enforcing execution of all required processes on time, and redirecting to an alternative path in the event of project issues. Since compliance with all project management processes is enforced by the workflow, product quality is significantly improved and life cycle errors are almost eliminated. Project Workflow Management: A Business Process Approach is the first and only book in the marketplace which enables readers with no prior project management experience to manage the entire life cycle of any small to mid-sized project. It also equips mid- and senior-level project managers with directions and a detailed map to the effective management of complex projects and programs.

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Section III.

Planning/High-Level Design Frame

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Planning/High-Level Design Frame Process Flow

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Introduction

The purpose of the project planning process is to develop plans for executing and controlling all project frames and processes within each frame. This chapter details how to break down project tasks, estimate them, package them and then, equally important, communicate the detailed project plan. The Planning Frame consists of the following major elements:

Develop the high-level design and architecture, where appropriate

Develop the communication management plan

Develop the risk management plan

Develop the quality management plan

Develop the configuration management plan

Develop the resource management plan

Develop the outsourcing/offshore management plan

Estimate project activities

Initiate or update the work breakdown structure

Develop or update the plan package

Communicate the plan package

Develop the statement of work

Update and approve the project, frame and scope change budget

Table 5.1 Frames Planning Initiation Source

The combination of the above elements is used to develop plans for all project activities that have a major impact on project cost, duration and quality. The more thorough the project plan, the more predictable the project cost and schedule.

All activities require planning. This includes planning of the Planning Frame, since the Planning Frame activities include plans for high-level design, plans for risk management, plans for quality management, etc. Planning of all project activities and the overall project is always done in the Planning Frame, but may be initiated in other frames. Where the planning of each frame is initiated is shown in Table 5.1.

The Construction Frame planning may start early, in the middle of the Planning Frame planning, but in order to complete the plan, it is necessary to be in the advanced stages of the Planning Frame planning. If most of the Planning Frame is not complete, there is not sufficient information available for planning of the detailed design and implementation, which are parts of the Construction Frame. Similarly, in order to complete the plan for the Closing Frame, it is necessary to be in the advanced stages of the Construction Frame implementation.

Roles and Responsibilities

The following roles and responsibilities will be required in the Planning/High-Level Design Frame:

Project manager—Responsible for ensuring that all processes are adhered to and documented in the project control book. The project manager ensures that the project team is engaged in all stages of project planning. The project manager tracks the implementation of the Planning Frame activities and reviews the status on a weekly basis with the lead client and on a monthly basis with senior business and senior delivery management. In some environments, the project manager reports the status of the project to the senior business manager on a weekly rather than monthly basis. This is a matter of due diligence based on size and scope of the project.

Delivery team—Also referred to as the project team, the assigned delivery team members will be responsible for producing documentation in the Planning Frame and outlining how the approved requirements will be implemented. They will produce the high-level design and participate in quality audits and reviews, as well as present individual weekly status reports to the project manager during the scheduled project status meeting.

Client—This is the lead client and a single focal point for the business. The client should participate in all status review meetings scheduled by the project manager. The client is sometimes referred to as the business project manager or the business area lead. The client usually reports to the senior business manager.

Technical lead—Leading technical specialist who is a member of the delivery team. The technical lead is in charge of producing the high-level design and architecture. He or she will assist the project manager in developing the work breakdown structure and gathering estimates from members of the delivery team.

Senior business manager—The person whose signature is required on the statement of work. The senior business manager should review the monthly status report with the project manager. The senior business manager usually reports to the project sponsor.

Senior delivery manager—The person who owns a delivery budget and whose signature is required on the statement of work.

Project sponsor—Major stakeholder who is responsible for the business success of the project, specifically, ensuring that the business objectives for which the project has been undertaken are met. The project sponsor is the owner of the project.

Quality assurance analyst—Responsible for running all quality management reviews and audits throughout the project life cycle in strict compliance with the quality management process. He or she is responsible for documenting reviews, rating them and for follow-ups when needed. The quality assurance analyst should be someone with quality assurance training who is not directly associated with the project. However, for smaller projects, the project manager may play the quality assurance analyst role.

Inputs/Outputs

The Planning Frame processes interact with all project frames via the entry and exit points,...

Table of contents

• Cover
• Read the Reviews
• Title
• Copyright
• Table of Contents
• Foreword by Dr. Harold Kerzner
• Introduction
• Acknowledgments
• About the Authors
• Web Added Value™
• SECTION I. PROJECT MANAGEMENT OVERVIEW
• SECTION II. REQUIREMENTS FRAME
• SECTION III. PLANNING/HIGH-LEVEL DESIGN FRAME
• SECTION IV. CONSTRUCTION/TRACKING FRAME
• SECTION V. CLOSING/TESTING FRAME
• Appendices