Project Management Process Groups. Monitoring & Controlling. Initiating Planning Executing. Closing. Check & Act. Rita: A project ends here!

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Evangeline Walters
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2 Project Management Process Groups Initiating Planning Executing Monitoring & Controlling Closing Rita: Start Plan Do Check End & Act A project ends here!

3 Project Management Process Groups Initiating Planning Executing Monitoring & Controlling Closing Project 4. Integration Management 5. Scope 4.6 Knowledge Areas 6. Time 7. Cost 8. Quality 9. Human Resources 10. Communications 11. Risk 12. Procurement Stakeholder # of questions Closing Process Group

4 What & Why? Closing Process Group To obtain acceptance by the customer or sponsor to formally close the project or phase To ensure that all project work is complete (review the scope baseline) and that the project has met its objectives Conduct project or phase-end reviews Record impacts of tailoring to any process Document lessons learned Update organizational process assets Archive relevant project documents Close out procurement activities Terminate contracts

5 Project Integration Management Outputs Outputs Initiating Process Group Planning Process Group Executing Process Group Monitoring & Controlling Process Group Closing Process Group 4.1 Develop Project Charter: authorizes project existence 4.2 Develop Project Management Plan: integrating plans 4.3 Direct and Manage Project Work: leading, performing, implementing 4.4 Monitor and Control Project Work: tracking, reviewing, reporting 4.5 Perform Integrated Change Control: reviewing, approving, managing 4.6 Close Project or Phase: finalizing activities.1 Project management plan.1 Project charter Outputs.1 Deliverables.2 Work performance data.3 Change requests.4 Project management plan updates.5 Project documents updates Outputs Outputs.1 Approved change requests.2 Change log.3 Project management plan updates.4 Project documents updates.1 Change requests.2 Work performance reports.3 Project management plan updates.4 Project documents updates

6 What & Why? 4.6 Close Project or Phase Inputs Tools & Techniques Outputs.1 Project management plan.2 Accepted deliverables.3 Organizational process assets.1 Expert judgment.2 Analytical techniques.3 Meetings.1 Final product, service, or result transition.2 Organizational process assets updates Finalize all activities across the Project Management Processes Perform team members assessments Release project resources Aborted projects & canceled projects also undergo project closing. Investigate and document the reasons for a project being terminated before completion Solicit feedback from the customer & stakeholders PMBOK p. 100

7 4.6 Close Project or Phase Inputs Tools & Techniques Outputs.1 Project management plan.2 Accepted deliverables.3 Organizational process assets.1 Expert judgment.2 Analytical techniques.3 Meetings.1 Final product, service, or result transition.2 Organizational process assets updates Accepted Deliverables, including: Approved product specifications Delivery receipts Work performance documents Include partial or interim deliverables for phased or canceled projects

8 4.6 Close Project or Phase Inputs Tools & Techniques Outputs.1 Project management plan.2 Accepted deliverables.3 Organizational process assets.1 Expert judgment.2 Analytical techniques.3 Meetings.1 Final product, service, or result transition.2 Organizational process assets updates Organizational Process Assets: Project or phase closure guidelines or requirements Administrative procedures Project audits & evaluations Transition criteria Historical information and lessons learned knowledge base Results of previous project selection decisions Previous project performance information Information from risk management activities

9 4.6 Close Project or Phase Inputs Tools & Techniques Outputs.1 Project management plan.2 Accepted deliverables.3 Organizational process assets.1 Expert judgment.2 Analytical techniques.3 Meetings.1 Final product, service, or result transition.2 Organizational process assets updates Expert Judgment: To ensure that project or phase closure is performed to appropriate standards by: Other project managers Project management office Professional and technical associations Legal department

10 4.6 Close Project or Phase Inputs Tools & Techniques Outputs.1 Project management plan.2 Accepted deliverables.3 Organizational process assets.1 Expert judgment.2 Analytical techniques.3 Meetings.1 Final product, service, or result transition.2 Organizational process assets updates Analytical Techniques, such as: Regression analysis (a mathematical model based upon historical information Trend analysis Milestone trend analysis

11 4.6 Close Project or Phase Inputs Tools & Techniques Outputs.1 Project management plan.2 Accepted deliverables.3 Organizational process assets.1 Expert judgment.2 Analytical techniques.3 Meetings.1 Final product, service, or result transition.2 Organizational process assets updates Final Product, Service, or Result Transition: The process of transition: To the client, an operations group or to the next phase The documentation resulting from the project s activities Project management plan Scope, cost, schedule, and project calendars Risk and other registers Change management documentation Risk response actions and impacts

12 4.6 Close Project or Phase Inputs Tools & Techniques Outputs.1 Project management plan.2 Accepted deliverables.3 Organizational process assets.1 Expert judgment.2 Analytical techniques.3 Meetings.1 Final product, service, or result transition.2 Organizational process assets updates Final Product, Service or Result Transition: Review the: Customer acceptance documentation from the Validate Scope process Contract to ensure that all requirements are completed Prior phase documentation If a project was terminated prior to completion: Document why the project was terminated Formalize the procedure to transfer the finished and unfinished deliverables to others

13 4.6 Close Project or Phase Inputs Tools & Techniques Outputs.1 Project management plan.2 Accepted deliverables.3 Organizational process assets.1 Expert judgment.2 Analytical techniques.3 Meetings.1 Final product, service, or result transition.2 Organizational process assets updates Organizational Process Assets Updates: Lessons learned are transferred to the lessons learned knowledge base for use by future projects

14 Project Integration Management Outputs Outputs Initiating Process Group Planning Process Group Executing Process Group Monitoring & Controlling Process Group Closing Process Group 4.1 Develop Project Charter: authorizes project existence 4.2 Develop Project Management Plan: integrating plans 4.3 Direct and Manage Project Work: leading, performing, implementing 4.4 Monitor and Control Project Work: tracking, reviewing, reporting 4.5 Perform Integrated Change Control: reviewing, approving, managing 4.6 Close Project or Phase: finalizing activities.1 Project management plan.1 Project charter Outputs.1 Deliverables.2 Work performance data.3 Change requests.4 Project management plan updates.5 Project documents updates Outputs.1 Final product, service, or result transition.2 Organizational process assets updates Outputs.1 Approved change requests.2 Change log.3 Project management plan updates.4 Project documents updates Outputs.1 Change requests.2 Work performance reports.3 Project management plan updates.4 Project documents updates

15 Project Management Process Groups Project 4. Integration Management Initiating Planning Executing 5. Scope Monitoring & Controlling Closing Knowledge Areas 6. Time 7. Cost 8. Quality 9. Human Resources 10. Communications 13. Stakeholder 11. Risk 12. Procurement Close Procurements

16 12.3 Control Procurements Initiating Process Group Planning Process Group Executing Process Group Monitoring & Controlling Process Group Closing Process Group 12.1 Plan Procurement Management: define the processes 12.2 Conduct Procurements: quotes & contracts 12.3 Control Procurements: relationships & performance 12.4 Close Procurements: completing the procurement Outputs.1 Procurement management plan.2 Procurement statement of work.3 Procurement documents.4 Source selection criteria.5 Make-or-buy decisions.6 Change requests.7 Project documents updates Outputs.1 Selected sellers.2 Agreements.3 Resource calendars.4 Change requests.5 Project management plan updates.6 Project documents updates Outputs.1 Work performance information.2 Change requests.3 Project management plan updates.4 Project documents updates.5 Organizational process assets updates

17 12.4 Close Procurements Inputs Tools & Techniques Outputs What & Why?.1 Project management plan.2 Procurement documents.1 Procurement audits.2 Procurement negotiations.3 Records management system.1 Closed procurements.2 Organizational process assets updates PMBOK p. 386 Product validation - is the work complete & satisfactory Document agreements and related information for future reference Update records to reflect final results Finalize open claims This process may happen more than once during a project - know the difference between procurement vs project closure for the exam Procurement obligations, such as warranties, may continue after closure

18 12.4 Close Procurements Inputs Tools & Techniques Outputs.1 Project management plan.2 Procurement documents.1 Procurement audits.2 Procurement negotiations.3 Records management system.1 Closed procurements.2 Organizational process assets updates PMBOK p. 386 Procurement documents; The contract can/will prescribe specific procedures for agreement closure Early termination: By mutual agreement, from the default of one party (cause) or for convenience of the buyer (if in the contract) The rights and responsibilities of the parties are contained in a termination clause The buyer may have to compensate the seller for any completed and accepted work related to the terminated part of the contract

19 12.4 Close Procurements Inputs Tools & Techniques Outputs.1 Project management plan.2 Procurement documents.1 Procurement audits.2 Procurement negotiations.3 Records management system.1 Closed procurements.2 Organizational process assets updates PMBOK p. 386 Procurement audits, of processes: A review of the procurement process To identify successes and failures that may help in the preparation of future procurement contracts

20 12.4 Close Procurements Inputs Tools & Techniques Outputs.1 Project management plan.2 Procurement documents.1 Procurement audits.2 Procurement negotiations.3 Records management system.1 Closed procurements.2 Organizational process assets updates PMBOK p. 386 Procurement Negotiations, settlement in order of preference: 1) Negotiate an equitable settlement of all outstanding issues, claims, and disputes 2) Some form of alternative dispute resolution (ADR) including mediation or arbitration 3) Litigation This process may continue after procurement and project closure

21 12.4 Close Procurements Inputs Tools & Techniques Outputs.1 Project management plan.2 Procurement documents.1 Procurement audits.2 Procurement negotiations.3 Records management system.1 Closed procurements.2 Organizational process assets updates PMBOK p. 386 Closed Procurements: The buyer provides the seller with formal written notice that the contract has been completed Closing a procurement may be more formal then closing a project

22 12.4 Close Procurements Inputs Tools & Techniques Outputs.1 Project management plan.2 Procurement documents.1 Procurement audits.2 Procurement negotiations.3 Records management system.1 Closed procurements.2 Organizational process assets updates PMBOK p. 386 Organizational Process Assets Updates, including: The procurement file - contract documents & the closed contract Deliverable acceptance - documents of the formal acceptance or nonperformance Lessons learned documentation - of the experience; what process improvements can be made Think of this as the final report on the project

23 12.3 Control Procurements Initiating Process Group Planning Process Group Executing Process Group Monitoring & Controlling Process Group Closing Process Group 12.1 Plan Procurement Management: define the processes 12.2 Conduct Procurements: quotes & contracts 12.3 Control Procurements: relationships & performance 12.4 Close Procurements: completing the procurement Outputs.1 Procurement management plan.2 Procurement statement of work.3 Procurement documents.4 Source selection criteria.5 Make-or-buy decisions.6 Change requests.7 Project documents updates Outputs.1 Selected sellers.2 Agreements.3 Resource calendars.4 Change requests.5 Project management plan updates.6 Project documents updates Outputs.1 Work performance information.2 Change requests.3 Project management plan updates.4 Project documents updates.5 Organizational process assets updates Outputs.1 Closed procurements.2 Organizational process assets updates

24 Rita s Process Review Project Management Process Groups Initiating Planning Executing Monitoring & Controlling Closing Rita p. 96

25 Rita s Process Review Project Management Process Groups Initiating Planning Executing Monitoring & Controlling Closing Rita p. 96

26 Rita s Process Review Project Management Process Groups Initiating Planning Executing Monitoring & Controlling Closing Rita p. 97

27 Rita s Process Review Project Management Process Groups Initiating Planning Executing Monitoring & Controlling Closing Rita p. 97

28 Rita s Process Review Project Management Process Groups Initiating Planning Executing Monitoring & Controlling Closing Rita p. 98

29 Rita s Process Review Project Management Process Groups Initiating Planning Executing Monitoring & Controlling Closing Rita p. 98

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