In the realm of project management, navigating through the various phases and processes can be akin to embarking on a journey with multiple checkpoints. Each process plays a crucial role in ensuring the success and smooth execution of a project. Let’s delve into the intricacies of Project Flows and explore each stage in detail by mastering the essential process flows of project management

Predictive Project’s Flow

Project Initiation

Every project sets sail with a clear understanding of its purpose and expected outcomes. It all begins with the initiation phase, where the groundwork is laid through pre-project documents such as the Business Case and Benefits Management Plan. These documents serve as inputs to the Develop Project Charter, a crucial step that defines the project’s objectives and scope. The Project Charter, crafted by the Project Manager and endorsed by the Project Sponsor, delineates the ‘why’ and ‘what’ of the project. It becomes the cornerstone for identifying stakeholders, as understanding their expectations is paramount for project success.

Project Baseline:

With the project’s direction set, it’s time to chart the course with meticulous planning. The Project Baseline encompasses key aspects like scope, schedule, cost and Resources. Building upon the Project Charter, the scope is delineated through comprehensive requirement gathering and management. This scope baseline (WBS, WBS Dictionary, Scope Statement) serves as input to processes of Project Schedule Management, Project Cost Management and Project Resource Management, harmonizing to establish the Cost and Schedule baseline. The estimation and basis of estimates play a vital role in these baselines creation

Project Procurement workflow

Project procurement involves meticulous planning and execution to secure necessary resources and services. It encompasses stages such as requirements gathering, bidding, proposal evaluation, contract finalization, vendor execution, claim administration, and procurement closure. Each step is crucial in ensuring the smooth flow of resources and services essential for project execution.

Deliverables:

At the heart of every project lie its deliverables, the tangible outcomes of diligent effort and meticulous execution. Deliverables are produced as part of the Direct and Manage Work process and undergo internal quality checks to ensure conformance to requirements and quality standards defined in the Project Quality Management Plan. Subsequently, they are validated through the Validate Scope process, marking their demo/handover to the client.

Information Management:

Data is gathered through various processes within the Executing Process Group, and passed to the Monitoring and Controlling Process Group for analysis and review, transforming raw data into actionable insights i.e. Information. This information serves as the basis of reports made as part of the Monitor and Control Project Work. The Manage Communication Process ensures that this information is disseminated to relevant stakeholders as per the Project Communication Management Plan.

Risk Management:

Risk is an inherent aspect of any project, and effective risk management is vital for mitigating potential disruptions. The process begins with understanding and identifying risks, followed by qualitative and quantitative analysis. Qualified risks are then addressed through meticulous risk response planning, ensuring proactive measures are in place to manage uncertainties.

Change Management:

Change is inevitable in the project landscape, necessitating a robust change management framework. Changes, be it preventive actions, corrective measures, or defect repairs, may arise throughout the project lifecycle. However, they can only be actioned upon after approval in the Project Integrated Change Control process, a pivotal component of the Monitoring and Controlling Process Group.

We can get change requests from anywhere in the project. If the changes affect the features and functions of the product they will call for a configuration and change management system. This can lead to an integrated change control system or through a change control board. the change based on some metric can go through the change control board or anything which affects the scope will go through the change control board. However, if there is no change control board, the change shall flow through Integrated change control.

Integrated change control is the examination of what this change will affect on scope, schedule, cost, quality, resources, communications, risk, procurements and stakeholders. So what effect any change is having on the project as a whole. Then the change whether it is done by the “Change control board” or through the “Integrated change control”, the change will then be approved, declined or deferred. If the change is approved, the project management plan is updated and project documents like scope statements, WBS, cost baselines, and schedule baselines. Changelogs are also updated with the information of change approved, declined or deferred etc.