resource calendar
Resource calendar, an output of Acquire Project team (in execution process group) is an input to Activity Duration Estimates, Activity resource estimates, Develop Schedule , Determine budget process, which are all in planning process group.
Does this means project execution can be in parallel with process planning? thanks in advance.
In a project always some
In a project always some planning, then execution and then monitor and control then again planning again execution so its kind of iterative cycle.
thanks. how about initiation --> planning --> initiation
pkukilla, thanks for your reply. One more clarification, In identify stakeholder process, procurement documents is an input. However, Procurement documents is an output from planning process group. So, is this iterative cycle is applicable to initiation-->planning->initiation ?
For project charter contract
For project charter contract is an input if the project is done for an external customer. Imagine if you are a seller and you get procurement document from buyer then contract becomes the input for you .... I really DONT think initiation-->planning->initiation does happen.
thank you.
Actually, even if you're
Actually, even if you're buyer, when you select a seller in procurement process, they will become the stakeholders in your project as well. So this can happen.
Personally, I think most of processes are interative which is a part of managment
Be informed that the
Be informed that the processes are organised in vertical order not horizontal. So you got to have a project charter and identify stakeholders before you plan your project.
Thanks dohaboy79 for reply.I
Thanks dohaboy79 for reply.
I have 2 concerns:
1. Is there any reference in PMBOK (or reliable source) state that process in vertical and not horizontal?
2. In my scenario above, your project needs to outsource 1 Work Package to a vendor. During intiation phase, in stakeholder register, we may just write something Vendor as a stakeholder. After complete the "conduct procurement" process, you will have exact VendorA, should we need to update VendorA into our "Stakeholder register" and "Stakeholder Management Strategy"?
Kindly let me know if i have any gaps in this. Thanks
Clarification
As far as stakeholders are concerned, who are stakeholders? Stakeholders are any entity that can affect or can be affected by the outcome of the project. In your case you are looking from a different angle you are looking at the project from the side of the customer not the supplier, whereas PMBOK looks at it from the side of supplier. Let's change the angle of our vision. When you have made the buy decision, from the vendors perspective you would become the buyer and therefore the major stakeholder. You know what you want and the vendor has to deliver that product/service/result as per your requirement.
Since you are the customer you would maintain the outcome you want and the stakeholder register would be maintained by the one who is executing the project because when the suppliers supplies he needs to ensure he delivers what the customer wants and this cannot be achieved by knowing your customer. This is PMP scenario.
Make or Buy decisions are stratigic decisions taken by the strategy making team which would be the tip of management pyramid. So from the customer's point of view or from your side of vision those guys would become your stakeholders along with the Vendors.
I don't recall that I have
I don't recall that I have seen this stated somewhere in the PMBOK. I remember that I have seen a PMP introductory in youtube where the instructor clearly said that the processes should be followed in a vertical order. e.g Once the Project charter is developed, you can't go ahead and develp a project management plan despite the fact that it is the second process (horizontally) if we take Intergration management into account.