Subtitles of the Movie

In this movie, we will take a look at the overview of how the processes flow together within the Planning Process Group. This review is especially important because this process group contains so many processes that it could be difficult to keep track of the bigger picture and how they fit together. One thing to remember of the processes is that they feed into each other and by this I mean that the result of one process may be necessary in order to start another process. This is where understanding the flow also helps. It's a bit of a tangled web and overwhelming when you look at the process flow for the first time, but when we break it out slowly it will become far less daunting. Let's see if we can make sense out of our 21 processes. After completing the initiating process group in the previous section, we began this section with our develop project management process. All that we do within this process group will also wind up going into our Project Management Plan. Remember that the Project Management Plan is made up of several subsidiary plans and the first of these subsidiary plans we created was the Project Scope Management plan that came out of our scope planning process. We use this plan and our preliminary project scope statement that we had created in the last process group to further define our scope, resulting in our project scope statement. This is the document that the future project decisions will be based on and it tells us what work is required of our project. So we must stick to this providing no more and no less. Of course, our project scope statement feeds into the Project Scope Management plan, creating updates to the plan, which is why you see the arrow going both ways. Based on the information we have so far, we were able to create the work breakdown structure. Remember that the WBS subdivides the major project deliverables into smaller, more manageable components. Several processes require the WBS in order to take place and these other processes will also add further detail to the WBS. Keep in mind that not all of these processes we are reviewing will occur in order. Let's take a look at the processes that utilize the information within the WBS even if it wasn't stated as an input. We have the activity definition, which is where we created our list of activities to be done: activity resource estimating, where we determined the type and quantities of resources needed to carry out our activities. We performed our risk planning processes where the Risk Management plan was created along with the Risk Register and other risk items. We estimated our costs and created a cost budget resulting in our cost management plan and cost baseline. Our project roles and responsibilities were documented within the human resources planning process. And we also determined which of our deliverables we would purchase and acquire versus creating in-house. The final two items that utilize the information within the WBS are quality planning, where we determined our quality standards and how to satisfy them and our communications planning process where we determined the information and communication needs of our project stakeholders. We did a great deal more with our activities by estimating their duration and identifying their dependencies. And you can see here which processes affected these two activities through our diagram arrows. Once all of these processes have been completed, we can now create our project schedule. The project schedule is affected by the activity processes along with our human resource planning process. You may have noticed that there are two processes which will affect our cost budget. They were cost estimating and the duration of our activities. Our final two processes to touch on are plan contracting, which required the resulting outputs of our planned purchases and acquisitions process and risk response planning, which required our updated Risk Register and information from our risk processes. And that concludes our overview of the Planning Process Group process flow.