now the final piece of Chapter three technical project management. Any experience that you have as a project manager is gonna be very helpful here. Any training that you've done because I Sacha eyes very much in line with P M I the Project Management Institute there, the organization that puts out the PNP certification.
So, um, understanding the approach and the concepts that PM I lays out for project management
will be very, very helpful. So ultimately, PM I defines the Project Management lifecycle, consisting of five process groups
initiating, planning, executing, monitoring, controlling and closing. And I referenced the plan. Do Check Act model earlier plan Do Check Act is ultimately expressed here is well, you see a lot of overlap between planning, executing, monitoring, controlling
and the results of monitoring and controlling come back often in the plant.
So initiating is all about getting the project authorized. Project Charter is created here. It's signed by the sponsor of the project manager is named, so we don't even have a project without that charter.
Then we move into planning will create documents like the Project Management plan, and the Project Management Plan defines our approach to each of the areas that we're concerned with as project managers. How are we gonna approach scope? What sort of documentation, Or we're going to use how we're gonna monitor scope. What does quality mean? Tow us.
How is quality to find? How do we measure for quality? What are the standards?
How's the schedule gonna be created? Um,
Budget? Are we gonna express dollars or euros or other units? All of that type of information is determined in planning. This is going to define our general approach. Now, something else very important comes out of the planning process group. And that is
baseline. That is the baseline for your project.
Hey. Ah, Baseline is the plan for how you think the project will go. It's like a snapshot of your project. So when I'm ready to commit to my sponsor, the project going to take 53 days, it's gonna come in at $50,000 or less, should be done by June 15th. All of that information is my plan.
And that's my baseline. Usually the baseline looks a time
or the schedule scope and the budget A scope of work in the budget, the costs. All right, I'm gonna snap shot. How I think my project will go and that snapshots refer to as a baseline great room with that bass line to the side for a minute, we're gonna move into execution during execution. Of course, we're doing the work of the project.
And doing the work of the project is going to result in the production off. Deliver Bols,
deliver bols air those items that were producing. So if I'm writing a book, my first draft is a deliver ble. But also, my budget might be a delivery bubble. My schedule might be undeliverable. So you have product deliver balls as well as project management, deliver balls as well. But the stuff that I produce, we refer to that as deliverables and they're produced in executing.
The other thing that we get in
executing is we get actual details of how the project is going. This is where we do what we call tracking. Meaning
It's the end of week one. How many hours have you worked? How much money have you spent? What percentage of the work is actually complete?
We're collecting actual information. Why? So that in monitoring and controlling, we can take our baseline versus our actual and figure out if we're on track,
right, baseline versus actual. That's called variant analysis. We want to do this early and often because if I identify that I'm behind schedule early, I can correct that problem. But two days before the projects in date and I'm 50% behind schedule, I can't do very much there.
So monitoring, controlling is all about various analysis
and then the final ah step of project management lifecycle bringing the project to an orderly, formalize, closing and orderly in, regardless of the reason the project was closed, whether it was canceled due to lack of funding
or the deliver bulls were accepted by the customer and transitioned over regardless will always go through a formalized closing procedure.
So initiating, planning, executing, monitoring, controlling enclosing are the pieces of the project management lifecycle. Various documents are created throughout and again, if you've done project management, you may be familiar with ease. I mentioned the charter in the PM plan couple of documents that are exceedingly important. The scope
statement in the work breakdown structure,
one of the greatest problems with projects today, its scope creep and as a matter of fact, I always surprised people when I ask them what the most important job of a project manager is, and I tell them it's to prevent unnecessary changes.
You know, if you think about all the stuff a project manager does, you could name a 1,000,000 things that they're responsible for doing.
But the most important thing is meeting the requirements of the project. Notice I did not say exceeding our job is to meet
the requirements of the project not to exceed when we seed. The requirements were doing extra work, which is costing extra time and extra money, and we may be providing something that has no service or no value to the customer at all. We help that we make sure the customer has well defying requirements.
We meet those requirements
and we transition the product or service to the customer. That's our job. Where those requirements formally documented and signed off on in the scope statement, the work breakdown structures just a hierarchical chart that we can use to visualize the work of the project. They we collect our baselines,
other documents that we might have
who are stakeholders, how important? Because we know not all stakeholders are created equal. So who are the state court holders with the most power and authority?
What sort of risks are there on our project? Because every project has risks. Not only what are the potential risks, but what are our responses?
What's quality? What's quality gonna look like? If I adhere to the quality standards? What are the requirements? And by the way, the definition of quality is the degree to which a product meets its requirements. That's how you get quality is you meet the requirements of the project,
so we have many different documents. Of course, a budget and schedule will have resource is help us accomplish tasks. Gant charts are very popular with project management. There are a lot of tools out there that will help us create thes Gant charts you don't see per charts, quite is frequently Sensor program evaluation, review technique.
Um, but they're still out there,
and honestly, we could go on and on and on with the different documents of project management. These air just a handful. So you want to familiarize yourself with the concepts of project management? Certainly any work that you've done ah, especially is it adheres to the standards from P. M. I would be very much helpful.
All right, so in this chapter, we've covered a lot of information. We started by talking about the cost venison analysis for security and how there's always a trade off for security. We looked at security architecture in security models and then how they would be evaluated.
Ah, certification. Accreditation. We looked at nightcap and die a cat from a very high level. Please. No. That's the level appropriate for this exam.
Don't go any deeper into these. And then, of course, we talked about technical project management. So this will wrap up Chapter three Information Security Program Management.