Communication Management Processes

 

Project Workflow Management

SERIES ARTICLE

By Dan Epstein

New York, USA

 



Note:
 This article is based on the book Project Workflow Management: A Business Process Approach by Dan Epstein and Rich Maltzman, published by J Ross Publishing in 2014. The book describes PM Workflow® framework, the step-by-step project workflow guiding approach using project management methods, practical techniques, examples, tools, templates, checklists and tips, teaching readers the detailed and necessary knowledge required to manage project “hands-on” from scratch, instructing what to do, when to do and how to do it up to delivering the completed and tested product or service to your client. This article is the next part in the series Project Workflow Management.

The project workflow framework is the result of Dan’s research into the subject, having the following objectives:

  1. Create the virtually error-free project management environment to ensure significant reduction of project costs
    2. Reduce demands for highly qualified project managers using
    the step-by-step workflow guiding approach.

While PM Workflow® is the continuous multi-threaded process where all PM processes are integrated together, this article will attempt to describe the Communication Management group of processes as a stand-alone group of processes that can be used independently outside of PM Workflow® framework. It will be difficult in this article not to venture into processes outside of the current topics, such as planning, quality, risk and other management processes, so they will be just mentioned. However, to get full benefit and the error free project management environment, the complete implementation of PM Workflow® is required. In order to understand how PM Workflow® ensures this environment, I strongly recommend reading my article Project Workflow Framework – An Error Free Project Management Environment in the PMI affiliated projectmanagement.com at (https://www.projectmanagement.com/articles/330037/Project-Workflow-Framework–An-Error-Free-Project-Management-Environment)

The article above provides the overview and explanation of how the project workflow framework works and achieves the established objectives.

For more information, please visit my website www.pm-workflow.com.

 

Purpose

The purpose of Communications Management is to define methods of communication between project team members in delivery, subcontractor and business organizations in order to generate and exchange project related information and to facilitate understanding between the sender of information and the receiver.

The Communications Management process is a tool for the proper identification of stakeholders, developing project reporting and templates for different types of project communications as well as scheduling effective communications to all stakeholders.

Communication Channels

Poor project communication greatly contributes to project failure, because it becomes impossible to resolve differences in expectations between the delivery team and stakeholders. In fact, ineffective communications may easily cause differences in expectations between the delivery team and its external stakeholders.  The main reason for poor communication is insufficient time management, when team members are busy and other priorities do not (apparently) allow communication in a timely manner.  In fact, communications should be given high priority – it is often its absence which has caused the conflicting issues to arise in the first place. Other contributors to poor communications include cultural differences, time zone challenges, and in some cases, the pure volume and intensity of the information that must be exchanged.

During the course of the project the project managers spend much of their time communicating with a client, management, team members, suppliers, subject matter experts, and so on. Delivery team members must communicate between themselves. Support personnel must communicate with team members and clients. Everybody may have to communicate with everybody else, but in large project teams it is almost impossible for the PM to pay enough attention to everybody and their diverse needs for differing information at different times.  So, it is imperative to maximize the effectiveness of the communications channels that convey the most important project information.

There is a formula for calculating communication channels and links: N*(N-1)/2, where N is a number of people involved in communication. Thus, in a team of 5 members there are 5*(5-1))/2=10 two-way communication channels. In a team of 10 there are 45 channels and in a team of 23 there are 253 communication channels.  You can see that the number of channels goes up exponentially with the number of members.  This may prove to be unmanageable communication between all team members. The often-used technique to resolve this problem is to split large teams into manageable groups, having each Team Lead serve as a focal point for all communications outside that group. For example, if a team of 23 is split into three groups, having a project manager and three Team Leads with eight team members in two groups and seven members in the third group, then there are 6 communication channels between project manager and three Team Leads, plus 28*2+21 communication channels in each team, making a total of 28*2+21+6=83 communication channels. This is significantly less than 253 channels for the same number of team members shown earlier.

More…

To read entire article, click here

 

Editor’s note: This series of articles is based on the book Project Workflow Management: A Business Process Approach by Dan Epstein and Rich Maltzman, published by J Ross Publishing in 2014. The book describes the PM Workflow® framework, a step-by-step approach using project management methods, practical techniques, examples, tools, templates, checklists and tips.  The book teaches readers how to manage a project “hands-on” from scratch, including what to do, when and how to do it up to delivering a completed and tested product or service to a client.

How to cite this paper: Epstein, D. (2018).  Communication Management Processes, Series on Project Workflow Management, PM World Journal, Volume VII, Issue IX – September.  Available online at https://pmworldjournal.net/wp-content/uploads/2018/09/pmwj74-Sep2018-Epstein-communication-management-processes-article.pdf


 
About the Author


Dan Epstein

New York, USA

 

 

 

Dan Epstein combines over 25 years of experience in the project management field and the best practices area, working for several major Canadian and U.S. corporations, as well as 4 years teaching university students project management and several softwae engineering subjects. He received a master’s degree in electrical engineering from the LITMO University in Leningrad (today St. Petersburg, Russia), was certified as a Professional Engineer in 1983 by the Canadian Association of Professional Engineers – Ontario, and earned a master’s certificate in project management from George Washington University in 2000 and the Project Management Professional (PMP®) certification from the Project Management Institute (PMI®) in 2001.

Throughout his career, Dan managed multiple complex interdependent projects and programs, traveling extensively worldwide. He possesses multi-industry business analysis, process reengineering, best practices, professional training development and technical background in a wide array of technologies. In 2004 Dan was a keynote speaker and educator at the PMI-sponsored International Project Management Symposium in Central Asia. He published several articles and gave published interviews on several occasions. In the summer of 2008 he published “Methodology for Project Managers Education” in a university journal. His book, Project Workflow Management – The Business Process Approach, written in cooperation with Rich Maltzman, was published in 2014 by J. Ross Publishing.

Dan first started development of the Project Management Workflow in 2003, and it was used in a project management training course. Later this early version of the methodology was used for teaching project management classes at universities in the 2003–2005 school years. Later on, working in the best practices area, the author entertained the idea of presenting project management as a single multi-threaded business workflow. In 2007–2008 the idea was further refined when teaching the project management class at a university.

Dan is an author of many publications in professional magazines, speaker at the international presentations, a guest at podcasts, etc. The Project Management Institute’s (PMI) assessment of his book says: “Contains a holistic learning environment so that after finishing the book and assignments, new project managers or students will possess enough knowledge to confidently manage small to medium projects”. The full list of his publications and appearances can be found at the website www.pm-workflow.com in the Publications tab.

Dan can be contacted at [email protected].

To see other works by Dan Epstein, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/dan-epstein/

 

 

Issue and Configuration Management Process

 

Project Workflow Management

SERIES ARTICLE

By Dan Epstein

New York, USA

 



Note:
 This article is based on the book Project Workflow Management: A Business Process Approach by Dan Epstein and Rich Maltzman, published by J Ross Publishing in 2014. The book describes PM Workflow® framework, the step-by-step project workflow guiding approach using project management methods, practical techniques, examples, tools, templates, checklists and tips, teaching readers the detailed and necessary knowledge required to manage project “hands-on” from scratch, instructing what to do, when to do and how to do it up to delivering the completed and tested product or service to your client. This article is the fourth article in the series on Project Workflow Management.

The project workflow framework is the result of Dan’s research into the subject, having the following objectives:

1. Create the virtually error-free project management environment to ensure significant reduction of project costs

2. Reduce demands for highly qualified project managers using the step-by-step workflow guiding approach.

While PM Workflow® is the continuous multi-threaded process, where all PM processes are integrated together, this article will attempt to describe the Issue and Configuration Management groups of processes as a stand-alone group of processes that can be used independently outside of PM Workflow® framework. It will be difficult in this article not to venture into processes outside of the current topics, such as planning, quality, communications and other management processes, so they will be just mentioned. However, to get full benefit and the error free project management environment, the complete implementation of PM Workflow® is required.

In order to understand how PM Workflow® ensures this environment, I strongly recommend reading my article Project Workflow Framework – An Error Free Project Management Environment in the PMI affiliated projectmanagement.com (https://www.projectmanagement.com/articles/330037/Project-Workflow-Framework–An-Error-Free-Project-Management-Environment)

The article above provides the overview and explanation of how the project workflow framework works and achieves the established objectives.

For more information, please visit my website www.pm-workflow.com.

This article bundles together two processes: Issue and Configuration Management.

Issue Management

Purpose

Issues are triggered risks which may affect project goals, if they are not resolved in a timely and effective manner. Issues are not the same as scope change request. While scope change requires participation of the delivery team and usually involves design modifications, many issues may be resolved by administrative means. A few examples of issues are:

  • Staff or resource problems, such as lack of the necessary skills or team performance
  • Lack of cooperation or slow response from the client or from management
  • Requirements problems (These usually start as an issue, but eventually scope change will be initiated in order to resolve requirements problems)
  • Any triggered risk, such as a large increase in the cost of a resource

The purpose of Issue Management is the identification and management of issues that come up during all project frames; establishing actions to resolve issues and minimizing their impact on the project. The Issue Management Plan identifies resources responsible for each issue resolution task, resources for escalation when needed and the target dates for the issue resolution. The Issue Management Planning triggers every time one or more issues come up. In some cases, when issue requires scope change, it triggers new SCR. SCR will be triggered even if the issue is a result of an insufficient budget or the project slips the schedule without changing the project scope.

Unlike the quality, risk and other project processes, there is no advanced issue planning. Issue planning and issue resolution are processes which are triggered by every new issue. Issue resolution and tracking is done in the Construction Frame.

More…

To read entire article, click here

 

Editor’s note: This series of articles is based on the book Project Workflow Management: A Business Process Approach by Dan Epstein and Rich Maltzman, published by J Ross Publishing in 2014. The book describes the PM Workflow® framework, a step-by-step approach using project management methods, practical techniques, examples, tools, templates, checklists and tips.  The book teaches readers how to manage a project “hands-on” from scratch, including what to do, when and how to do it up to delivering a completed and tested product or service to a client.

How to cite this paper: Epstein, D. (2018).  Issue and Configuration Management Process, Series on Project Workflow Management, PM World Journal, Volume VII, Issue VIII – August. Available online at https://pmworldjournal.net/wp-content/uploads/2018/08/pmwj73-Aug2018-Epstein-issue-and-configuration-management-series-article4.pdf

 



About the Author


Dan Epstein

New York, USA

 




Dan Epstein
combines over 25 years of experience in the project management field and the best practices area, working for several major Canadian and U.S. corporations, as well as 4 years teaching university students project management and several software engineering subjects. He received a master’s degree in electrical engineering from the LITMO University in Leningrad (today St. Petersburg, Russia), was certified as a Professional Engineer in 1983 by the Canadian Association of Professional Engineers – Ontario, and earned a master’s certificate in project management from George Washington University in 2000 and the Project Management Professional (PMP®) certification from the Project Management Institute (PMI®) in 2001.

Throughout his career, Dan managed multiple complex interdependent projects and programs, traveling extensively worldwide. He possesses multi-industry business analysis, process reengineering, best practices, professional training development and technical background in a wide array of technologies. In 2004 Dan was a keynote speaker and educator at the PMI-sponsored International Project Management Symposium in Central Asia. He published several articles and gave published interviews on several occasions. In the summer of 2008 he published “Methodology for Project Managers Education” in a university journal. His book, Project Workflow Management – The Business Process Approach, written in cooperation with Rich Maltzman, was published in 2014 by J. Ross Publishing.

Dan first started development of the Project Management Workflow in 2003, and it was used in a project management training course. Later this early version of the methodology was used for teaching project management classes at universities in the 2003–2005 school years. Later on, working in the best practices area, the author entertained the idea of presenting project management as a single multithreaded business workflow. In 2007–2008 the idea was further refined when teaching the project management class at a university.

Dan is an author of many publications in professional magazines, speaker at the international presentations, a guest at podcasts, etc. The Project Management Institute’s (PMI) assessment of his book says: “Contains a holistic learning environment so that after finishing the book and assignments, new project managers or students will possess enough knowledge to confidently manage small to medium projects”. The full list of his publications and appearances can be found at the website www.pm-workflow.com in the Publications tab.

Dan can be contacted at [email protected].

To see other works by Dan Epstein, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/dan-epstein/

 

 

 

Risk Management Process

 

Project Workflow Management

SERIES ARTICLE

by Dan Epstein

New York, USA

 



Note:
 This article is based on the book Project Workflow Management: A Business Process Approach by Dan Epstein and Rich Maltzman, published by J Ross Publishing in 2014. The book describes PM Workflow® framework, the step-by-step workflow guiding approach using project management methods, practical techniques, examples, tools, templates, checklists and tips, teaching readers the detailed and necessary knowledge required to manage project “hands-on” from scratch, instructing what to do, when to do and how to do it up to delivering the completed and tested product or service to your client. This article is the third article in the series Project Workflow Management.

The project workflow framework is the result of Dan’s research into the subject, having the following objectives:

  1. Create the virtually error-free project management environment to ensure significant reduction of project costs
    2. Reduce demands for highly qualified project managers using
    the step-by-step workflow guiding approach.

While PM Workflow® is the continuous multi-threaded process, where all PM processes are integrated together, this article will attempt to describe the Risk Management group of processes as a stand-alone group of processes that can be used independently outside of PM Workflow® framework. It will be difficult in this article not to venture into processes outside of Risk Management, such as planning, quality, communications and other management processes, so they will be just mentioned. However, to get full benefit and the error free project management environment, the complete implementation of PM Workflow® is required. In order to understand how PM Workflow® ensures this environment, I strongly recommend reading my article Project Workflow Framework – An Error Free Project Management Environment at (https://www.projectmanagement.com/articles/330037/Project-Workflow-Framework–An-Error-Free-Project-Management-Environment)

The article above provides the overview and explanation of how the project workflow framework works and achieves the established objectives.

For more information, please visit my website www.pm-workflow.com

Purpose

The formal purpose of the Risk Management process is to ensure that all potential project risks (both threats and opportunities) are identified, their impact analyzed and risk management plans developed and implemented in order to eliminate or minimize the effect of threats and maximize the effects of opportunities on the project throughout its life cycle.

Since, by far, threats heavily outweigh opportunities in frequency and effect on projects and since the vast majority of your work as a project manager in the real world will be dealing with threats, the following description of Risk Management planning will deal only with negative risks, which you can read for the purposes of this article as “threats”.

Risk Management Planning provides a risk containment or response plan, which may change project estimates. Project risk is an uncertain event, which if it occurs, may have a negative impact on project deliverables in terms of the project cost, schedule and quality.

Risk Management consists of three elements:

  1. Risk Assessment, which is a process of identifying and analyzing risks.
  2. Risk Response Planning, whose main purpose is avoiding or minimizing harmful effects of threats on project cost, schedule and quality. This will involve planning responses to high-scoring risks (those with high impact and probability) or reducing their probability and/or impact. It also includes responses to low and medium-scoring threats.
  3. Risk Monitoring is the process of monitoring risk occurrence, adjusting the project plan for the response to each of the risks we have identified, and tracking the result of the risk response.

When a risk occurs, it is initially treated as an issue. As described in the Issue Management Process section of the book, some of the issues require generating the project scope change request and treating the risk containment plans as scope changes in accordance with the Scope Change Control process section.

Risk monitoring is further described in the Construction Frame.

Risk Assessment and Risk Planning Process Flow

The process of Risk Assessment and Planning is repeatedly executed many times during the project lifecycle. It is executed once before beginning of each project group of processes, called frames and also when significant project events happen during the project execution, such as major issues, large scope change requests or unsatisfactory project performance. By implementing the process, all significant threats should be eliminated or reduced to the level of low risks, because the project cannot start or continue when a high threat level challenges not only the project, but perhaps the entire organization. The process described here is executed in accordance with the risk assessment schedule, which is a part of the overall project schedule, and also if an additional risk is identified at any time during project execution.

The process flow is shown on Fig 6-1. The process consists of the following elements:

  1. Identify potential risks (P1-1)
  2. Determine probability of occurrence (P1-2)
  3. Determine Maximum Loss Value of each risk (P1-3)
  4. Calculate EMV (Expected Monetary Value) of each project risk (P1-4)
  5. Develop risk response plan (P1-5)
  6. Balance all acceptable project risks’ EMV (P1-6)
  7. Calculate total risk costs (P1-7)
  8. Determine severity of each risk (P1-8)
  9. Calculate each project risk rating (P1-9)
  10. Balance all acceptable project risks’ rating (P1-10)

 

More…

To read entire article, click here

 

Editor’s note: This series of articles is based on the book Project Workflow Management: A Business Process Approach by Dan Epstein and Rich Maltzman, published by J Ross Publishing in 2014. The book describes the PM Workflow® framework, a step-by-step approach using project management methods, practical techniques, examples, tools, templates, checklists and tips.  The book teaches readers how to manage a project “hands-on” from scratch, including what to do, when and how to do it up to delivering a completed and tested product or service to a client.

How to cite this article: Epstein, D. (2018). Risk Management Process, PM World Journal, Volume VII, Issue VII – July. Available online at https://pmworldjournal.net/wp-content/uploads/2018/07/pmwj72-Jul2018-Epstein-risk-management-process-series-article.pdf


 
About the Author


Dan Epstein

New York, USA

 





Dan Epstein
combines over 25 years of experience in the project management field and the best practices area, working for several major Canadian and U.S. corporations, as well as 4 years teaching university students project management and several software engineering subjects. He received a master’s degree in electrical engineering from the LITMO University in Leningrad (today St. Petersburg, Russia), was certified as a Professional Engineer in 1983 by the Canadian Association of Professional Engineers – Ontario, and earned a master’s certificate in project management from George Washington University in 2000 and the Project Management Professional (PMP®) certification from the Project Management Institute (PMI®) in 2001.

Throughout his career, Dan managed multiple complex interdependent projects and programs, traveling extensively worldwide. He possesses multi-industry business analysis, process reengineering, best practices, professional training development and technical background in a wide array of technologies. In 2004 Dan was a keynote speaker and educator at the PMI-sponsored International Project Management Symposium in Central Asia. He published several articles and gave published interviews on several occasions. In the summer of 2008 he published “Methodology for Project Managers Education” in a university journal. His book, Project Workflow Management – The Business Process Approach, written in cooperation with Rich Maltzman, was published in 2014 by J. Ross Publishing.

Dan first started development of the Project Management Workflow in 2003, and it was used in a project management training course. Later this early version of the methodology was used for teaching project management classes at universities in the 2003–2005 school years. Later on, working in the best practices area, the author entertained the idea of presenting project management as a single multithreaded business workflow. In 2007–2008 the idea was further refined when teaching the project management class at a university.

Dan is an author of many publications in professional magazines, speaker at the international presentations, a guest at podcasts, etc. The Project Management Institute’s (PMI) assessment of his book says: “Contains a holistic learning environment so that after finishing the book and assignments, new project managers or students will possess enough knowledge to confidently manage small to medium projects”. The full list of his publications and appearances can be found at the website www.pm-workflow.com in the Publications tab.

Dan can be contacted at [email protected].

To see other works by Dan Epstein, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/dan-epstein/

 

The WBS and Preliminary Project Planning

Project Workflow Management

 

SERIES ARTICLE

By Dan Epstein

New York, USA

 


 

Introduction

This is the second article in the series on Project Workflow Management. The first article describes an overall Project Planning Process for developing plans for executing and controlling all project groups of processes called frames and detailed processes within each frame. The described here process is one of twelve detailed processes within the high level Project Planning process.

This article is based on the book Project Workflow Management: A Business Process Approach by Dan Epstein and Rich Maltzman, published by J Ross Publishing in 2014. The book describes PM Workflow® framework, the step-by-step workflow guiding approach using project management methods, practical techniques, examples, tools, templates, checklists and tips, teaching readers the detailed and necessary knowledge required to manage project “hands-on” from scratch, instructing what to do, when to do and how to do it up to delivering the completed and tested product or service to your client.

The project workflow framework is the result of the author’s research into the subject, having the following objectives:

  • Create a virtually error-free project management environment to ensure significant reduction of project costs
  • Reduce demands for highly qualified project managers using the step-by-step workflow guiding approach.

While PM Workflow® is the continuous multi-threaded process, where all PM processes are integrated together, this article will attempt to describe the Preliminary Project Planning  as a stand-alone  process that can be used independently outside of PM Workflow® framework. It will be difficult in this article not to venture into processes outside of the scope of this article, such as planning, quality, communications and other management processes, so they will be just mentioned. However, to get full benefit and the error free project management environment, the complete implementation of PM Workflow® is required.

In order to understand how PM Workflow® ensures this environment, I strongly recommend reading my article Project Workflow Framework – An Error Free Project Management Environment in the PMI affiliated projectmanagement.com (https://www.projectmanagement.com/articles/330037/Project-Workflow-Framework–An-Error-Free-Project-Management-Environment)

The article above provides the overview and explanation of how the project workflow framework works and achieves the established objectives.

For more information, please visit my website www.pm-workflow.com

Purpose

The purpose of the Work Breakdown Structure is to establish plans and methods for implementing and managing projects. The WBS in the context of this book is a tool for developing or updating the schedule data, such as milestones, deliverables, dependencies, risks, work products and resource requirements. Changes to the project scope any time throughout the project will bring the project flow back to this process. The WBS is a foundation upon which task estimates, task dependencies, resource allocation, risk management, quality management and project planning build into the project schedule.

WBS Activity Decomposition

The WBS is a deliverable-oriented multilevel decomposition of the entire project scope into sets of smaller, more manageable and controllable tasks. The WBS is, in effect, a hierarchical tree, which may be presented in several different forms:

  • WBS Decomposition Diagram (hierarchical)
  • Gantt Chart (adds element of time)
  • Network Diagram (focused on sequencing and dependencies)

WBS decomposition rules are different from process decomposition rules, which were described in the Requirements Frame section of the book. Instead of decomposing high level business activities to elementary business activities during the process decomposition, WBS activities are decomposed down to the level of the smallest executable project elements with the identified deliverables, called a task. Deliverables do not have to be a client deliverable; they may be an intermediate deliverables, which are required to create a client deliverable. There are two important rules of WBS decompositions:

  • No task should be longer than 40 hours (since any larger would indicate that further decomposition is possible)
  • No task should be shorter than 16 hours (since this could cause an excessive number of small tasks to track).

The 40 hour rule allows the project manager to have better control over the project. Experienced project managers know, when they ask team members about status of not yet completed tasks, the answer is often 80% or 90% completion. Unfortunately, the remaining 10% takes three times longer than the previous 90%. In fact, it is impossible to know the real status of the task until it is 100% complete and the deliverable is available for review. Therefore, the worst delay in task completion that may happen in this case is 40 hours, after which the corrective measures can be taken. If the task is eight weeks long, it will become obvious eight weeks down the road that the task is far from completion.

The correctly designed WBS of the medium size project has between several hundreds and one thousand tasks. If many tasks are shorter than 16 hours, then the WBS of the same project may have many thousands of tasks, which makes the project less manageable. There is an exception for mini projects with duration of several days or weeks, which may have shorter tasks. WBS creation should involve working sessions with all key technical personnel.

A Decomposition Diagram for a children’s birthday party is presented in Fig 7-1. The diagram is just a sample and many essential tasks are not included for the sake of keeping it simple. All activities and tasks are shown as rectangles. The top level activity Children’s Birthday Party is decomposed into four activities:

More…

To read entire article, click here

 

How to cite this paper: Epstein, D. (2018). The WBS and Preliminary Project Planning,  PM World Journal, Volume VII, Issue VI – June.  Available online at https://pmworldjournal.net/wp-content/uploads/2018/06/pmwj71-Jun2018-Epstein-project-workflow-series-article-2-wbs.pdf

Editor’s note: This series of articles is based on the book Project Workflow Management: A Business Process Approach by Dan Epstein and Rich Maltzman, published by J Ross Publishing in 2014. The book describes the PM Workflow® framework, a step-by-step approach using project management methods, practical techniques, examples, tools, templates, checklists and tips.  The book teaches readers how to manage a project “hands-on” from scratch, including what to do, when and how to do it up to delivering a completed and tested product or service to a client.



About the Author


Dan Epstein

New York, USA

 




Dan Epstein
combines over 25 years of experience in the project management field and the best practices area, working for several major Canadian and U.S. corporations, as well as 4 years teaching university students project management and several software engineering subjects. He received a master’s degree in electrical engineering from the LITMO University in Leningrad (today St. Petersburg, Russia), was certified as a Professional Engineer in 1983 by the Canadian Association of Professional Engineers – Ontario, and earned a master’s certificate in project management from George Washington University in 2000 and the Project Management Professional (PMP®) certification from the Project Management Institute (PMI®) in 2001.

Throughout his career, Dan managed multiple complex interdependent projects and programs, traveling extensively worldwide. He possesses multi-industry business analysis, process reengineering, best practices, professional training development and technical background in a wide array of technologies. In 2004 Dan was a keynote speaker and educator at the PMI-sponsored International Project Management Symposium in Central Asia. He published several articles and gave published interviews on several occasions. In the summer of 2008 he published “Methodology for Project Managers Education” in a university journal. His book, Project Workflow Management – The Business Process Approach, written in cooperation with Rich Maltzman, was published in 2014 by J. Ross Publishing.

Dan first started development of the Project Management Workflow in 2003, and it was used in a project management training course. Later this early version of the methodology was used for teaching project management classes at universities in the 2003–2005 school years. Later on, working in the best practices area, the author entertained the idea of presenting project management as a single multithreaded business workflow. In 2007–2008 the idea was further refined when teaching the project management class at a university.

Dan is an author of many publications in professional magazines, speaker at the international presentations, a guest at podcasts, etc. The Project Management Institute’s (PMI) assessment of his book says: “Contains a holistic learning environment so that after finishing the book and assignments, new project managers or students will possess enough knowledge to confidently manage small to medium projects”. The full list of his publications and appearances can be found at the website www.pm-workflow.com in the Publications tab.

Dan can be contacted at [email protected].

To see other works by Dan Epstein, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/dan-epstein/

 

 

Project Planning Flow Process

 

Project Workflow Management

SERIES ARTICLE

By Dan Epstein

New York, USA

 



Introduction

While PM Workflow® is a continuous multi-threaded process, where all PM processes are integrated together; this article will describe the project planning flow process. For a full introduction to PM Workflow® , I strongly recommend reading my article Project Workflow Framework – An Error Free Project Management Environment and on the PMI affiliated projectmanagement.com website (https://www.projectmanagement.com/articles/330037/Project-Workflow-Framework–An-Error-Free-Project-Management-Environment). That article provides an overview and explanation of how the project workflow framework achieves established objectives.

For more information, please visit www.pm-workflow.com                         

Before studying the project planning process, it is recommended that readers also revisit the project initiation process previously published in PM World Journal, as follows:

Part 1 (February 2015)

Part 2 (March 2015)

Part 3 (April 2015) 

Purpose

The purpose of the project planning process is to develop plans for executing and controlling all project groups of processes called frames and processes within each frame. This section instructs how to break down project tasks, estimate them, package them, and then, most importantly, to communicate the detailed project plan. The Planning Frame consists of the following major detailed processes:

  • Preliminary Project Planning and Updating the Work Breakdown Structure (WBS)
  • Risk Management Planning and Execution
  • Communications Management Planning and Execution
  • Configuration Management Planning and Execution
  • Resource Management Planning and Execution
  • Subcontractor/Offshore Management Planning and Execution
  • Quality Management Planning and Execution
  • Estimate project activities
  • Develop/Update the plan package
  • Communicate the plan package
  • Develop Statement of Work (SOW)
  • Update and approve the project, frame and the scope change budget

The combination of the above elements is used to develop plans for all project activities, which have a major impact on project cost, duration and quality. The more thorough the project plan, the more predictable the project’s 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 by other frames. The list of where the planning of each frame is initiated is shown in Table 5-1.

More…

To read entire article (click here)

 

Editor’s note: This series of articles is based on the book Project Workflow Management: A Business Process Approach by Dan Epstein and Rich Maltzman, published by J Ross Publishing in 2014. The book describes the PM Workflow® framework, a step-by-step approach using project management methods, practical techniques, examples, tools, templates, checklists and tips.  The book teaches readers how to manage a project “hands-on” from scratch, including what to do, when and how to do it up to delivering a completed and tested product or service to a client.

How to cite this article:
Epstein, D. (date), Project Planning Flow Process, PM World Journal, Volume VII, Issue 5, May 2018. https://pmworldjournal.net/wp-content/uploads/2018/05/pmwj70-May2018-Epstein-project-planning-flow-process-series-article.pdf



About the Author


Dan Epstein

New York, USA

 




Dan Epstein
combines over 25 years of experience in the project management field and the best practices area, working for several major Canadian and U.S. corporations, as well as 4 years teaching university students project management and several software engineering subjects. He received a master’s degree in electrical engineering from the LITMO University in Leningrad (today St. Petersburg, Russia), was certified as a Professional Engineer in 1983 by the Canadian Association of Professional Engineers – Ontario, and earned a master’s certificate in project management from George Washington University in 2000 and the Project Management Professional (PMP®) certification from the Project Management Institute (PMI®) in 2001.

Throughout his career, Dan managed multiple complex interdependent projects and programs, traveling extensively worldwide. He possesses multi-industry business analysis, process reengineering, best practices, professional training development and technical background in a wide array of technologies. In 2004 Dan was a keynote speaker and educator at the PMI-sponsored International Project Management Symposium in Central Asia. He published several articles and gave published interviews on several occasions. In the summer of 2008 he published “Methodology for Project Managers Education” in a university journal. His book, Project Workflow Management – The Business Process Approach, written in cooperation with Rich Maltzman, was published in 2014 by J. Ross Publishing.

Dan first started development of the Project Management Workflow in 2003, and it was used in a project management training course. Later this early version of the methodology was used for teaching project management classes at universities in the 2003–2005 school years. Later on, working in the best practices area, the author entertained the idea of presenting project management as a single multithreaded business workflow. In 2007–2008 the idea was further refined when teaching the project management class at a university.

Dan is an author of many publications in professional magazines, speaker at the international presentations, a guest at podcasts, etc. The Project Management Institute’s (PMI) assessment of his book says: “Contains a holistic learning environment so that after finishing the book and assignments, new project managers or students will possess enough knowledge to confidently manage small to medium projects”. The full list of his publications and appearances can be found at the website www.pm-workflow.com in the Publications tab.

Dan can be contacted at [email protected].

To see other works by Dan Epstein, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/dan-epstein/