The network is made of 42 nodes corresponding to all processes, and 123 edges or connecting lines.

The connecting lines link pairs of processes; they indicate the conversion of outputs from the preceding process into inputs for the successor. To build the network, I created first a database to store all relevant information. The database consisted of five interconnected tables. The first three tables are called: Process, Group and Knowledge Area. The first table included 42 records, one for each process. The second table contained 5 records, one for each process group. And the third table had 9 records, one for each knowledge area. The fourth table in the database is called Products. In this table I stored all elements present in the input-output flow of the network. I was careful to consider every element only once regardless of the times it might appear in the flow. This table included 79 unique records. The fifth table in the database is called Process-Product. It establishes the relationship between each process and the products that it is related to. The table also contains information about whether a relataed product functions as an input or as an output for a given process. This table included 240 records and it certainly was the most difficult to populate. With the database ready, it was relatively easy for me to build the network. I proceeded product by product to see how many processes it impacted, which process was the originator of the product, and which processes were the receptors. The rest was just generating nodes and connecting lines appropriately. Building the network certainly was a learning experience for me. And once I had this chart ready, I started using it as a tool in preparation for the PMP exam. An important fact to notice is that not all processes are created equal. The network assigns a factor to each process depending on its relative importance as a hub in the inputoutput flow. The most important hub in the network is of course process 3 Develop Project Management Plan. Processes 11 Develop Schedule and 18 Identify Risks follow in importance. In fact, 20% of the processes account for 80% of the total input-output flow in the network. The red lines indicate a transference originated from or received by one of the 9 busiest processing hubs in the network. What are those 9 major processing hubs in the netwok and why it makes sense that in total they originate or receive 78.1% of the products in the input-output flow? A good way to use the chart is focusing on one cluster of processes and try to resolve it. Focus, for example on the cluster made of processes numbers 7, 8, 9, and 10. Notice that all come out after the WBS has been created, and all of them feed the important process 11 Develop Schedule. Process 9 in the cluster is identified as Estimate Activity Resources. What are the names of processes 7, 8, and 10 in the cluster? (dont look at the list) Why is process 8 a successor of process 5? What is the input that it receives out of this connection, and what is the output that, in turn, process 8 feeds onto process 11? Is there logic in these exchanges? The chart functions as a problem-solving space that facilitates asking questions and understanding the answers. The database that I built stores, of course, the names of all inputs and outputs corresponding to the connecting lines. It was impossible, however, to include this information in the chart and at the same time maintain its readability within acceptable limits. Once I finish my preparation for the PMP exam, I will work on a new version of the chart that admits further information without loosing readability.
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USING A NETWORK TO VISUALIZE THE INTERRELATION, SEQUENCE, AND HIERARCHICAL STRUCTURE OF THE 42 PMI PROCESSES

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2. Identify Stakeholders

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4. Collect Requirements

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5. Define Scope

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9. Estimate Activity Resources

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11. Develop Schedule

12. Estimate Costs

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18. Identify Risks

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3. Develop Project Management Plan

Process List 1. Develop Project Charter 2. Identify Stakeholders 3. Develop Project Management Plan 4. Collect Requirements 5. Define Scope 6. Create Work Breakdown Structure (WBS) 7. Define Activities 8. Sequence Activities 9. Estimate Activity Resources 10.Estimate Activity Durations 11. Develop Schedule 12. Estimate Costs 13. Determine Budget 14. Plan Quality 15. Develop Human Resource Plan 16. Plan Communications 17. Plan Risk Management 18. Identify Risks 19. Perform Qualitative Risk Analysis 20. Perform Quantitative Risk Analysis 21. Plan Risk Responses 22. Plan Procurements 23. Direct and Manage Project Execution 24. Perform Quality Assurance 25. Acquire Project Team 26. Develop Project Team 27. Manage Project Team 28. Distribute Information 29. Manage Stakeholder Expectations 30. Conduct Procurements 31. Monitor and Control Project Work 32. Perform Integrated Change Control 33. Verify Scope 34. Control Scope 35. Control Schedule 36. Control Costs 37. Perform Quality Control 38. Report Performance 39. Monitor and Control Risks 40. Administer Procurements 41. Close Project or Phase 42. Close Procurements

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25. Acquire Project Team

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37. Perform Quality Control

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Copyright R. Cid, 2012

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