What are project management processes



1. What are project management processes? What are product-orientated methods? Give examples of

both. Why is there a balance between the two? (Craft this well to tie into Question 2).

2. List and discuss the advantages of using project management processes when acquiring or

developing an IT suite for your business. Discuss possible negative impacts if no PM process is used.

Include some basics: What is a project? What is project management? Describe the relationship

between scope, schedule, and budget.

3. Compare and contrast two prototyping or SDLC models. Be sure to identify the pros and cons of each (See

Weekly readings concerning SDLCs). Why might SDLC models be important to project management?

4. Define and discuss Critical Path Analysis, PERT charts, and GANTT charts. When is each best used, and

why? What are some of the positive attributes or negative concerns when using these charts? What

concerns might a PM have in basing decisions on these charts? Take a graduate-level approach to these

questions and put some thought into your responses

(Q1) - Project Management Processes - Product-Orientated Processes

What are project management processes? What are product-orientated processes? Give

examples of both. Why is there a balance between the two?

The Project Management Body of Knowledge (PMBOK) classifies project management

methods with three basic processes, planning, executing, and controlling. These processes

happen at all stages throughout the project. For example, planning is not an initiating phase; it

constantly happens, as changes occur. Executing is putting the plan into effect and moving

forward. Controlling, on the other hand, measures progress and managing changes as they occur

to either justify or debunk. Although these basic models have different deviations, they all perceive

management as a continuous process from the beginning to the endpoint. Accordingly, in

conjunction with the basic three processes, another two essential processes are needed; initiating

and closing. Initiating is putting the framework into motion in the direction the project manager

wants to proceed, and with an arsenal of project milestones, objectives, and goals. In contrast,

closing accumulates the final product of the project into a package that the stakeholders can

accept and sign off on as completed. Examples include the strategic planning process, talent

planning, expense and capital budgeting, performance management systems, product planning, and management cost accounting.

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