Summary of the Traditional (Waterfall/Predictive) Project Management
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This comprehensive document offers an in-depth summary of everything you need to know about Traditional (Waterfall/Predictive) Project Management. It covers the key characteristics of the methodology and provides a thorough introduction to the most common ITTOs (Inputs, Tools/Techniques, and Output...
I. Traditional (Waterfall/Predictive) Project Management
Key characteristics:
• Scope (customer needs) are well defined at the beginning
• Standards to follow are clear
• Changes are not expected
• PM (not the team) is in control
• All planning is done upfront
• Objective is to complete the set scope in as little time as possible and reduce cost.
49 Processes (= best practices) clustered into 5 groups. PM could go through the processes once or
many times (like identifying stakeholders and identifying risks because that could change on any
stage of the project).
Project Charter = basically the document that authorize realization of the project.
5 Groups:
• Initiating: Used to define a project or phase of an existing project. Done to authorized the
start of the project and assign the project manager.
• Planning: Done to establish the scope of the project, define the course of action required to
attain the objectives
• Executing: Done to complete the work defined in the project management plan
• Monitoring and Controlling: Done to track, review, and regulate the progress and
performance of the project. Looks for any areas in which changes to the plan are required
and initiate the corresponding changes
• Closing: Done to formally complete or close the project, phase, or contract.
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,A. Introduction to ITTO
(ITTO = Inputs, Tools/Techniques, and Outputs)
1. Input: Starting point for the process, the raw materials to begin the execution. Could be the
output of a previous process
2. Tools and Techniques: The actions or methods that are used to transform the raw materials
into the output
3. Output: The end result of our efforts. The raw materials into a polished stone. Maybe the
input into another process
1. Input
1.1 Enterprise Environmental Factors (EEF)
• Things that impact the project but are not part of the project itself
• Influence the organization, the project, and its outcome
• It is essential to consider these internal and external factors while planning the project to
determine their influence
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, 1.2 Organization Process Assets (OPA)
• Organizations have assets such as information, policies, procedures, documents, or
knowledge bases which are called Organizational Process Assets (OPA) to help them in
achieving their objectives
• These elements affect several aspects of the project
• Project team members update and add to the Organizational Process Assets throughout the
project
Examples:
• Project templates
• Software tool
• Historical information
• Project closure guidelines
• Risk control procedures
• Change control procedures
• Issue and defect management procedures
1.3 Project Documents
Project documents are additional documents that are created and used throughout the 49 processes
that are not part of the project management plan.
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