Cinzia SinicropiApp Development Project Manager| GSMALondon, United Kingdom
Hello
I'm preparing for the PMP and closely studying the PMBOK, and found processes depending on other processes outside a knowledge area which in turn depend on those same processes.
Let me explain with an example:
A. 6.4 Estimate Activity Resources requires as input the Resource calendars
B. The Resource calendars is an output of 9.2 Acquire Project Team
C. 9.2 Acquire Project Team requires as input the Human resource management plan, output from 9.1
D. 9.1 Plan Human Resource Management requires as input Activity resource requirements - which is the output of 6.4, exactly where we started
I probably should not interpret the processes' inputs/outputs in such a finite way, but am wondering if anyone has a view on this.
HEMAM RANJIT KUMAR SINGHFounder & Director| TechSure Global Consultancy LLPGuwahati, Assam, India
hi Cinzia,
If you refer to Page # 6 , last Para of PMBOK Guide Fifth Edition , which states that "the development of project management plan is an iterative activity and is progressively elaborated throughout the project's life cycle."
Moreover , it is also evident from Figure 3-3 Page # 53 PMBOK Guide Fifth Edition that the processes or process groups and hence their inputs and outputs also interact back and forth as and when required.
Therefore, your observation is correct. They may interact each other back and forth. This is indeed an interesting part of PMBOK Guide !!!
Nice explanation Ranjit. Your advice is valueable. This is the reason why I believe that preparing for PM career starts with connecting with more experienced PMs and this is learning by experience.
Thanks.
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Cinzia SinicropiApp Development Project Manager| GSMALondon, United Kingdom
Thank you for your response Ranjit.
However, the iterative nature of processes, and progressive elaboration do not entail that there is not a clear start. It means we refine the outputs and add details.
When process A requires process B as input, and process B requires process A as input, we have a circular relationship, where one process is dependent on the output of the other to produce some other output. How in practical terms do we tackle this?
I find this fuzziness confusing. Let's use another example from the PMBOK which has a stronger case than the previously mentioned (where one could say that the Resource calendar was already available to the team prior to the project planning taking place).
Let's consider another case in Time Management.
6.4 Estimate Activity Resources requires as input Activity cost estimates which is an output of 7.2 Estimate Costs which in turn requires as input the Project Schedule which in turn requires as input Activity resource requirements, i.e. the out of 6.4 - exactly where we started from.
In practical terms, how would you go about this?
a. We could say that 6.4 Estimate Activity Resources can be done without Activity cost estimates by relying on a preliminary budget as a guide.
b. We go ahead with 7.2 Estimate Costs, and then we review 6.4
c. If the budget is signed-off, we are all happy, if not we go through a. & b. over again based on the new budget constraints.
Is this how you would picture it too?
Although the PMBOK is very specific in what constitute the various processes, it has points of fuzziness which leave me to guess how it should be implemented in practice, it is true that is is only a guide and that experience fills in or approximates the gaps but project management is riddled with enough uncertainty that at the process level at list, we can and should be very clear. Saving Changes...
HEMAM RANJIT KUMAR SINGHFounder & Director| TechSure Global Consultancy LLPGuwahati, Assam, India
hi Cinzia,
Confusion arises initially while studying the PMBOK Guide. But this is sure , while you cover all the processes , then the same dies down.
Please note that as the SMEs suggest , PMBOK Guide covers (approx.) 75 to 80% questions in the actual PMP Test. So, a thorough and dedicated study for the same is necessary.
