Process Flow Diagram

Process flowchart or PFD is also known as the system flow diagram or SFD. The main reason of using process flowchart is to show the relation between major parts of the system.

Process flowchart or PFD does not include minor parts or components of the system like piping ratings or piping systems. In many organizations, users term process flow diagrams as flow sheet.

 Process flowchart are used primarily in process engineering and chemical industry where there is a requirement of depicting the relationship between major components only.
These process engineering and chemical industry are least concerned about the minor components involved in the system. Process flow diagrams for single unit or multiple units differ in their structure and implementation. Process flow diagrams for multiple units do not include detailed information and are known as the schematic flow diagrams or block flow diagrams.
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 Involves creating a flow model that illustrates and analyzes the overall flow of activities in producing a product or service. Sometimes called: Process diagram, process flowchart, process flow map or process map, process flow document or process flow documentation, process flow model or process design model, process flow analysis chart or process flow analysis map model, process document or process documentation.
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The Benefits for Process Flowchart

The process flow chart provides a visual representation of the steps in a process. Flow charts are also referred to as process mapping or flow diagrams. Constructing a flow chart is often one of the first activities of a process improvement effort, because of the following benefits: make process flowcharts give everyone a clear understanding of the process help to identify non-value-added operations facilitate teamwork and communication keep everyone on the same page design a flow charts flowchart construction etc.
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PROJECT
The whole idea of a project is so simple when it is boiled down yet, it is at the same time so broad and so all encompassing that it can be easy to become overwhelmed in the process of breaking down exactly what a project in fact is. To put it somewhat simply, a project refers specially to any short-term and or temporary task engagement or endeavor in which a particular and unique result, often in the form of a specific product and or service is generated or created. This is usually done via the utilization or a predetermined project management team and run by a designated project management team leader. It also involves the utilization of a number of specific and particular supplemental concepts and utilizations including project staff, project scheduling, project calendars, project life cycles, etc. In general, a project has a fixed time and a fixed goal and multiple projects may run at the same time,

PLAN
A project plan not only outlines the specific goals and timelines for a project, it also breaks down the various tasks needed to accomplish the goal of the project.

Project planning is an important part of making sure a project gets done right and within a specified time frame. There are many resources available to project managers that will help them in both planning and plan execution.
Charts like the Gantt Chart (or Bar Chart in the PMI world) are helpful in establishing a deadline and marking progress toward that deadline. Most projects, however, need a more detailed project plan. Planning methods such as The Project Management Life Cycle (by PMI) are more practical than Gantt Charts because they include important aspects of planning such as process groups which outline the stages of project development and knowledge areas which break down the process groups into areas of expertise. These methods allow project managers to better distribute their project to employees.

The process of directing and managing project execution takes place at various phases in the life cycle of a given project. Specifically, the direct and manage project execution process refers to the actual process of executing the individual work components that are required to advance the process of the projects development. The ultimate goal of directing and managing the projects execution of to guide the project to the ultimate goal of fulfilling and meeting the predetermined and pre-set requirements that was set forth by the buyer at the onset of the project.

The act of directing and managing project execution can be conducted only by the project leader, or it may be something that is assigned to individual team members to manager individual components, or it may be conducted by the project team as a whole.
However, regardless, a clean and efficient execution of the direction and management of a project is essential.

CONTROL
Control refers to a specific technique that involves making measured and deliberate comparisons of the actual resultant performance with what was expected to be the planned performance. Control also refers to a systematic method of analyzing the variances that develop as a process unfolds. Control can also refer to the technique of assessing the trends that may develop during a specific activity or task or that begin to unfold during the broader time frame of the entirety or a project, as well as a thorough evaluation of all possible alternatives and a determination as to what corrective action should be taken to help turn a project back into a direction that is more conducive to the attainment of whatever ultimate goals and results are expected and/or anticipated. Control can also refer to a fixed point during the course of variant activities, such as utilization of the same type of machines to develop different types of products.

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CLOSE PROJECT
The close project process is essentially the process in which all activities, work, and tasks that make up the entirety of a project are finalized. More specifically, it typically refers to the closing of all activities across all project groups. The close project process can take place either before the deliverables have been submitted, which is often times a perquisite of deliverable acceptance, however, if it is possible, it is ideal to initiate the close project process after the deliverables have been accepted and approved by the assigning party. The reason for this is because, in the event the deliverables are not approved, the assigning party may request that the project team reexamine some elements of the deliverables and potentially make modifications. If the close project process has been initiated, and even more so if it has been completed, it may be far more difficult to restart the project activity necessary to make these requested adjustments.
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PROJECT SCOPE
The project scope is another broad project related concept that must be fully understood by the project management team and or the project management team leader in order to get a full and complete comprehension of the project on a big picture level, which will assist more so in the full and utmost understanding of the project in question. The project scope is a fairly all encompassing concept, and refers specifically to any and all work that is set and or scheduled and or required to be performed or completed in order to ultimately facilitate delivery of the final required products, services, and or results that may have a series of specified features and functions associated with them. The project scope is something that may or may not be a firmly and specifically determined concept at an early stage of the project, or rather, it may just be something that develops through the ultimate planning and team determination of exactly how the project is going to proceed once it gets underway.

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Activity sequencing
The term activity sequencing refers within the context of project management to a dual process. Initially, activity sequencing involves a specific process of the identification of dependencies among a series of schedule activities.

The next step of activity sequencing involves the documentation of the said series of dependencies among those schedule activities. More specifically, activity sequencing involves the chronicling the dependencies among these schedule activities and putting them into a logical order.
Activity sequencing also involves a careful examination of the relationships between schedule activities and their precedence relationships, which is also provides a tangible benefit to the development of an accurate schedule. Some techniques of activity sequencing that are particularly effective include precedence diagramming method, arrow diagramming method, schedule network templates, dependency determination, and the application of leads and lags. Some outputs from activity sequencing include project network schedule diagrams, activity list updates, activity attributes updates, and requested changes.

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Resources are absolutely essential for the project management team and or the project management team leader to have at their disposal if they hope to be able to successfully complete a project and attain a level of results that are considered satisfactory. However, in order to assure that the project management team and or the project management team leader are able to assess properly what exactly resources are. First of all, resources can consist of any and all groups or individual human staffing resources. In this instance, resources are specifically the people who can be allocated to the respective project or to the particular work element within the project, and whose time can be allocated accordingly. Resources can, however, also refer to any number of inanimate objects that may be utilized by the project management team and or the project management team leader in the management of the project, such as supplies, services, commodities, and budgets.
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