Project Management Processes A process is a set of interrelated actions and activities performed to create a product, service, or result

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2 Project Processes A process is a set of interrelated actions and activities performed to create a product, service, or result Each process is characterized by its inputs, the tools and techniques and the resulting outputs There are two types of processes: Project management processes: - the project flow throughout its life cycle - the tools and techniques involved in applying the skills and capabilities as described in the Knowledge Areas Product-oriented processes - defined by the project life cycle (from concept, delivery, growth, maturity, and end of life) - varies by application area as well as the phase of the product life cycle The PMBOK Guide

3 PMBOK Guide: Project Processes Describes the purposes of the processes Describes the integration between processes action taken in one process may affect other processes PMI Processes: Can be applied globally & across industry groups Should not always be applied uniformly Are integrative schedule scope budget

4 Project Processes Are grouped into 5 categories known as Project Process Groups Initiating Process Group: Processes performed to define a new project or phase Planning Process Group: The processes required to establish the scope of the project, refine objectives, and define the course of action Executing Process Group: The processes performed to complete the work to satisfy the project specifications Monitoring and Controlling Process Group: The processes required to track, review, and regulate the progress & performance of the project Closing Process Group: Processes performed to finalize the activities across all Process Groups

5 Project Process Interactions Project management processes overlap and interact in ways that are not detailed in the PMBOK Guide The application of processes is iterative and many processes are repeated during the project Monitoring & Controlling Processes Planning Processes Enter Phase/ Start project Initiating Processes Closing Processes Exit Phase/ End project Executing Processes Figure 3-1. Project Process Groups

6 Project Process Interactions Process Groups are seldom either discrete or one-time events; they are overlapping activities that occur throughout the project The output of one process generally becomes an input to another process or is a deliverable Initiating Process Group Planning Process Group Executing Process Group Monitoring and Controlling Process Group Closing Process Group Level of Process Interaction Start TIME Finish Figure 3-2. Process Groups Interact in a Phase or Project

7 Initiating Process Group Purpose: To set the vision of the project Define the initial scope Commit initial financial resources Select project manager Identify stakeholders Create the Project Charter (PMBOK assumes that business case assessment, approval, and funding are external to the project) Involving sponsors, customers and other stakeholders in the initiation phase: - creates a shared understanding of the success criteria - improves deliverable acceptance and customer satisfaction.

8 Planning Process Group Defines the processes needed to establish the total scope of the project, and then refine the project objectives and develop the action plan Develop the project management plan Develop the project documents needed to carry out the project (scope, time, cost, quality, communications, human resources, risks, procurement, and stakeholder engagement) Planning is iterative - as more project information or characteristics are gathered and understood, additional planning will likely be required (progressive elaboration)

9 Executing Process Group The processes performed to complete the work defined in the project management plan Involves: Coordinating people and resources Managing stakeholder expectations The of results project execution may require plan updates and rebaselining - for example: changes to schedule, resource productivity and availability and risk

10 Monitoring and Controlling Process Group The processes required to track and review the progress and performance of the project against the project management plan and the project baselines Identify any areas in which changes to the plan are required (and initiate the changes) Continuous monitoring provides the project team insight into the health of the project and identifies any areas requiring additional attention

11 Closing Process Group The processes performed to conclude all activities across all Project Process Groups To formally complete the project, phase or contractual obligations Obtain acceptance by the customer or sponsor to formally close the project or phase Can also formally establish the premature closure of the project (aborted or canceled projects) Close out procurement activities & terminate of all relevant agreements Perform team members assessments and release project resources

12 Project Information Work performance data: The raw observations and measurements identified during project activities Examples: reported work completed, quality and technical performance measures, start and finish dates of schedule activities, number of change requests, number of defects, actual costs and actual durations Work performance information: The analyzed performance data Examples: status of deliverables, status of change requests and estimate to complete forecasts Work performance reports: status reports, memos, justifications, information notes, recommendations and updates

13 Process Groups & Knowledge Areas Project Process Groups Knowledge Areas Initiating Process Group Planning Process Group Executing Process Group Monitoring and Controlling Process Group Closing Process Group 4. Project Integration 4.1 Develop Project Charter 4.2 Develop Project Plan 4.3 Direct and Manage Project Work 4.4 Monitor and Control Project Work 4.5 Perform Integrated Change Control 4.6 Close Project or Phase 5. Project Scope 5.1 Plan Scope 5.2 Collect Requirements 5.3 Define Scope 5.4 Create WBS 5.5 Validate Scope 5.6 Control Scope 6. Project Time 6.1 Plan Schedule 6.2 Define Activities 6.3 Sequence Activities 6.4 Estimate Activity Resources 6.5 Estimate Activity Durations 6.6 Develop Schedule 6.7 Control Schedule 7. Project Cost 7.1 Plan Cost 7.2 Estimate Costs 7.3 Determine Budget 7.4 Control Costs 8. Project Quality 8.1 Plan Quality 8.2 Perform Quality Assurance 8.3 Control Quality 9. Project Human Resource 9.1 Plan Human Resource 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team 10. Project Communications 10.1 Plan Communications 10.2 Manage Communications 10.3 Control Communications 11. Project Risk 11.1 Plan Risk 11.2 Identify Risks 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses 11.6 Control Risks 12. Project Procurement 12.1 Plan Procurement 12.2 Conduct Procurements 12.3 Control Procurements 12.4 Close Procurements 13. Project Stakeholder 13.1 Identify Stakeholders 13.2 Plan Stakeholder 13.3 Manage Stakeholder Engagement 13.4 Control Stakeholder Engagement

14 The Knowledge Areas A Knowledge Area represents a complete set of concepts, terms and activities that make up an area of specialization Provides a detailed description of the process inputs and outputs along with an explanation of the tools and techniques used to produce an outcome The Knowledge Areas are: Project Integration Project Scope Project Time Project Cost Project Quality Project Human Resource Project Communications Project Risk Project Procurement Project Stakeholder

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