Pmbok 4th edition chapter 3 - Project Management Processes for a Project

CHAPTER 3

PROJECT MANAGEMENT PROCESSES FOR A PROJECTFOR A PROJECT

Ahmad H. MaharmaPMP®

Project Management

Project management is the application of knowledge, skills, tools, andtechniques to project activities to meet project requirements.

This application of knowledge requires the effective management ofappropriate processes.

A process is a set of interrelated actions and activities performed toA process is a set of interrelated actions and activities performed toachieve a pre‐specified product, result, or service.

Each process is characterized by its inputs, the tools and techniquesthat can be applied, and the resulting outputs.

Project Management  Approachln order for a project to be successful the project team must:ln order for a project to be successful, the project team must:• Select appropriate processes required to meet the project 

objectives,

• Use a defined approach that can be adopted to meet requirements,

• Comply with requirements to meet stakeholder needs and• Comply with requirements to meet stakeholder needs and expectations, and

• Balance the competing demands of scope, time, cost, quality, resources, and risk to produce the specified product, service, or resultresult.

Project Management Process Groups• initiating Process Group: Those processes performed to define a new project• initiating Process Group: Those processes performed to define a new project

or a new phase of an existing project by obtaining authorization to start theproject or phase.

• Planning Process Group: Those processes required to establish the scope ofthe project, refine the objectives, and define the course 0f action required toattain the objectives that the project was undertaken to achieve.j p j

• Executing Process Group: Those processes performed to complete the workdefined in the project management plan to satisfy the project specifications.

• Monitoring and Controlling Process Group: Those processes required to track,review, and regulate the progress and performance of the project; identify anyareas in which changes to the plan are required; and initiate the correspondingchanges.

l h f d f l ll• Closing Process Group: Those processes performed to finalize all activitiesacross all process groups to formally close the project or phase.

3.1 Common Project Management Process interactions

The project management processes are presented as discreteelements with well‐defined interfaces.

However, in practice they overlap and interact in ways that are notl l d l d hcompletely detailed here.

Most experienced project management practitioners recognize thereMost experienced project management practitioners recognize thereis more than one way to manage a project.

3.1 Common Project Management Process interactions

The required process groups and their constituent processes areguides for applying appropriate project management knowledge andskills during the project.

h l f h dThe application of the project management processes is iterative, andmany processes are repeated during the project.

3.2 Project Management Process GroupsA process group includes the constituent project managementA process group includes the constituent project managementprocesses that are linked by the respective inputs and outputs wherethe result or outcome of one process becomes the input to another.

The process groups are not project phases.

When large or complex projects are separated into distinct phases orsubprojects such as feasibility study, concept development, design,subprojects such as feasibility study, concept development, design,prototype, build, test, etc.,

all of the process groups would normally be repeated for each phaseor subproject.

Table 3‐1 reflects the mapping of the42 Project management processes5 Project Management Process Groups9 Project Management Knowledge Areas.

The project management processes are shown in the process group inwhich most of the activity takes place.y p

For example, when a process that normally takes place in thePlanning Process Group is updated in the Executing Process Group, itis not considered a new process.

PM Knowledge Areas & Process Groups

PM Process Groups / KnowledgeArea Processes

Initiating Process Group

Planning Process Group Executing Process Group

Monitoring & Controlling Process Group

Closing Process Group

Project Develop Project Charter Develop Project Management Direct and Manage Project Monitor and Control Project Work Close ProjectProject Management Integration

Develop Project Charter Develop Project Management Plan

Direct and Manage Project Execution

Monitor and Control Project WorkIntegrated Change Control

Close Project

Project Scope Management

Collect requirementsDefine ScopeCreate WBS

Verify ScopeControl Scope

Project Time Define Activity Schedule ControlProject Time Management

ySequence ActivityEstimating ResourceEstimating Duration Develop Schedule

Project Cost Management

Estimating CostBudgeting Cost

Control Cost

Project Quality Management

Quality Planning Perform Quality Assurance Perform Quality Control

Project HR Management

Human Resources Planning Acquire Project TeamDevelop Project TeamManage Project Team

P j t Id tif St k h ld Pl C i ti Di t ib t I f ti P f R tiProjectCommunications Management

Identify Stakeholders Plan Communications Distribute Information Manage stakeholders expectations

Performance Reporting

Project Risk Management

Plan Risk ManagementRisk IdentificationQualitative / Quantitative Risk AnalysisRi k R Pl i

Risk Monitoring and Control

Risk Response Planning

Project Procurement Management

Plan procurement Conduct procurement Administer Contract Close procurement

PM Knowledge Areas & Process Groups/ by Rita

3.3 Initiating Process GroupThe initiating Process Group consists of those processes performed toThe initiating Process Group consists of those processes performed todefine a new project or a new phase of an existing project byobtaining authorization to start the project or phase.

Within the initiating processes, the initial scope is defined and initialfinancial resources are committedfinancial resources are committed.

internal and external stakeholders who will interact and influence theinternal and external stakeholders who will interact and influence theoverall outcome of the project are identified.

lf not already assigned, the project manager will be selected.This information is captured in the Project Charter and stakeholderregisterregister.

3.3 Initiating Process Group

When the project charter is approved, the project becomes officiallyauthorized.

Although the project management team may help write the projecth l d f d h dl d l hcharter, approval and funding are handled external to the projectboundaries(Figure 3‐4).(Figure 3 4).

3.3 Initiating Process Grouplnvoking the lnitiating processes at the start of each phase helpslnvoking the lnitiating processes at the start of each phase helpskeep the project focused on the business need the project wasundertaken to address.

The success criteria are verified, and the influence and objectives ofthe project stakeholders are reviewedthe project stakeholders are reviewed.

A decision is then made as to whether the project should beA decision is then made as to whether the project should becontinued, delayed, or discontinued.

lnvolving the customers and other stakeholders during initiationgenerally improves the probability of shared ownership, deliverableacceptance and customer and other stakeholder satisfactionacceptance, and customer and other stakeholder satisfaction.

3.3.1 Develop Project CharterDevelop Project Charter is the process 0f developing a document thatDevelop Project Charter is the process 0f developing a document thatformally authorizes a project or a phase and documenting initialrequirements that satisfy the stakeholder's needs and expectations.

ln multiphase projects, this process is used to validate or refine thedecisions made during the previous iteration of Develop Projectdecisions made during the previous iteration of Develop ProjectCharter.

3.3.2 ldentify StakeholdersId tif St k h ld is the process of identifying all people orIdentify Stakeholders is the process of identifying all people ororganizations impacted by the project, and documentingrelevant information regarding their interests, involvement,relevant information regarding their interests, involvement,and impact on project success.

3.4 Planning Process GroupThe Planning Process Group consists of those processes performed toThe Planning Process Group consists of those processes performed toestablish the total scope of the effort, define and refine theobjectives, and develop the course of action required to attain thoseobjectives.

The planning processes develop the project management plan andthe project documents that will be used to carry out the project.p j y p j

The multi‐dimensional nature of project management createsrepeated feedback loops for additional analysis. As more projectinformation or characteristics are gathered and understoodinformation or characteristics are gathered and understood,additional planning may be required.

3.4 Planning Process Group

Significant changes occurring throughout the project life cycle triggera need to revisit one or more of the planning processes and, possibly,some of the initiating processes.

This progressive detailing of the project management plan is oftencalled "rolling wave planning," indicating that planning andcalled rolling wave planning, indicating that planning anddocumentation are iterative and ongoing processes.

3.4.1 Develop Project Management PlanDevelop Project Management Plan is the process of documenting theDevelop Project Management Plan is the process of documenting theactions necessary to define, prepare, integrate, and coordinate all subsidiary plans.

The project management plan becomes the primary source of information for howthe project will be planned, executed, monitored and controlled, and closed.

3.4.2 Collect Requirementsi th f d fi i d• Collect Requirements is the process of defining and 

documenting stakeholders' needs to meet theproject objectives.

3.4.3 Define Scopei th f d l i d t il d• Define Scope is the process of developing a detailed

description of the project and product.

3.4.4 Create WBSi th 0f• Create Work Breakdown Structure is the process 0f

subdividing project deliverables and project worki t ll bl tinto smaller, more manageable components.

3.4.5 Define Activitiesi th f id tif i th• Define Activities is the process of identifying the

specific actions to be performed to produce thej t d li blproject deliverables.

3.4.6 Sequence Activitiesi th f id tif i d• Sequence Activities is the process of identifying and

documenting relationships among the projectti itiactivities.

3.4.7 Estimate Activity Resourcesi th f ti ti• Estimate Activity Resources is the process of estimating

the type and quantities of material, people,i t li i d t f hequipment, or supplies required to perform each

activity.

3.4.8 Estimate Activity Durationsi th f• Estimate Activity Durations is the process of

approximating the number of work periodsd d t l t i di id l ti iti ithneeded to complete individual activities with

estimated resources.

3.4.9 Develop Schedulei th f l i ti it• Develop Schedule is the process of analyzing activity 

sequences, durations, resource requirements, and h d l t i t t t th j tschedule constraints to create the project 

schedule.

3.4.10 Estimate Costsi th f d l i• Estimate Costs is the process of developing an 

approximati0n of the monetary resources needed t l t j t ti itito complete project activities.

3.4.11 Determine Budgeti th f ti th• Determine Budget is the process of aggregating the 

estimated costs of individual activities or work k t t bli h th i d t b lipackages to establish an authorized cost baseline.

3.4.12 Plan Quality• Plan quality is the process of identifying quality requirements• Plan quality is the process of identifying quality requirements 

and/or standards for the project and product, and documenting how the project will demonstrate compliance.

3.4.13 Develop Human Resource PIanD l H R Pl is the process of identifying• Develop Human Resource Plan is the process of identifying and documenting project roles, responsibilities, and required skills, reporting relationships, and creating arequired skills, reporting relationships, and creating a staffing management plan.

3.4.14 Plan Communicationsi th f d t i i• Plan Communications is the process of determining 

project stakeholder information needs and d fi i i ti hdefining a communication approach.

3.4.15 Plan Risk Managementi th f d fi i h• Plan Risk Management is the process of defining how 

to conduct risk management activities for a j tproject.

3.4.16 ldentify Risksi th f d t i i hi h• identify Risks is the process of determining which 

risks may affect the project and documentingtheir characteristics.

3.4.17 Perform Qualitative Risk AnalysisP f Q lit ti Ri k A l i is the process of prioritizing• Perform Qualitative Risk Analysis is the process of prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact.combining their probability of occurrence and impact.

3.4.18 Perform Quantitative Risk Analysisi th f• Perform Quantitative Risk Analysis is the process of 

numerically analyzing the effect of identified risks ll j t bj tion overall project objectives.

3.4.19 Plan Risk Responsesi th f d l i• Plan Risk Responses is the process of developing 

options and actions to enhance opportunities and t d th t t j t bj tito reduce threats to project objectives.

•

3.4.20 Plan Procurementsi th f d ti• Plan Procurements is the process of documenting 

project purchasing decisions, specifying the h d id tif i t ti l llapproach, and identifying potential sellers.

3.5 Executing Process Group• The Executing Process Group consist of those processes• The Executing Process Group consist of those processes performed to complete the work defined in the project management plan to satisfy the project specifications.management plan to satisfy the project specifications. 

• This process group involves coordinating people• This process group involves coordinating people

• and resources as well as integrating and performing the• and resources, as well as integrating and performing the activities of the project in accordance with the project management plan (Figure 3‐29).management plan (Figure 3 29).

Executing Process Group

The Executing Process Group consist of thoseprocesses performed to complete the work definedin the project management plan to satisfy theproject specifications.

This process group involves coordinating people andresources, as well as integrating and performing theesou ces, as e as teg at g a d pe o g t eactivities of the project in accordance with theproject management plan (Figure 3‐29).p oject a age e t p a ( gu e 3 9).

3.5.1 Direct and Manage Project ExecutionDi t d M P j t E ti is the process of• Direct and Manage Project Execution is the process ofperforming the work defined in the project managementplan to achieve the project's objectives.plan to achieve the project s objectives.

3.5.2 Perform Quality AssuranceP f Q lit A is the process of auditing the• Perform Quality Assurance is the process of auditing thequality requirements and the results from quality controlmeasurements to ensure appropriate quality standardsmeasurements to ensure appropriate quality standardsand operational definitions are used.

3.5.3 Acquire Project Teami th f fi i• Acquire Project Team is the process of confirming

human resource availability and obtaining thet t l t j t i tteam necessary to complete project assignments.

3.5.4 Develop Project TeamD l P j t T is the process of improving the• Develop Project Team is the process of improving thecompetencies, team interaction, and the overall teamenvironnent to enhance Project performance.environnent to enhance Project performance.

3.5.5 Manage Project Team• Manage Project Team is the process of tracking team member• Manage Project Team is the process of tracking team member

performance, providing feedback, resolving issues, and managingchanges to optimize project performance.

3.5.6 Distribute lnformationDi t ib t i f ti is the process of making relevant• Distribute information is the process of making relevantinformation available to project stakeholders as planned.

3.5.7 Manage Stakeholder ExpectationsM St k h ld E t ti is the process of• Manage Stakeholder Expectations is the process ofcommunicating and working with stakeholders to meettheir needs and addressing issues as they occur.their needs and addressing issues as they occur.

3.5.8 Conduct ProcurementsC d t P t is the process of obtaining seller• Conduct Procurements is the process of obtaining sellerresponses, selecting a seller, and awarding a contract.

3.6 Monitoring and Controlling Process Group

The Monitoring and Controlling Process Gr0up consists of thoseprocesses required to track, review, and regulate the progress andperformance of the project; identify any areas in which changes tothe plan are required; and initiate the corresponding changes.

The key benefit of this process group is that project performance isobserved and measured regularly and consistently to identifyg y y yvariances from the project management plan.

Monitoring and ControllingThe Monitoring and Controlling Process Group alsoThe Monitoring and Controlling Process Group alsoincludes:• Controlling changes and recommending preventive action• Controlling changes and recommending preventive actionin anticipation of possible problems,

• Monitoring the ongoing project activities against the• Monitoring the ongoing project activities against theproject management plan and the projectperformance baseline andperformance baseline, and

• influencing the factors that could circumvent integratedchange control so only approved changes arechange control so only approved changes areimplemented.

Monitoring and ControlThis continuous monitoring provides the project team insightThis continuous monitoring provides the project team insightinto the health of the project and identifies any areasrequiring additional attention.

The Monitoring and Controlling Process Group not onlyThe Monitoring and Controlling Process Group not onlymonitors and controls the work being done within a processgroup, but also monitors and controls the entire projecteffort.effort.

ln multi‐phase projects, the Monitoring and ControllingProcess Group coordinates project phases in order toimplement corrective or preventive actions to bring thep p gproject into compliance with the project management plan.

Monitoring and Control

This review can result in recommended andapproved updates to the project management plan.

For example a missed activity finish date mayFor example, a missed activity finish date mayrequire adjustments to the current staffing plan,reliance on overtime or trade‐offs between budgetreliance on overtime, or trade‐offs between budgetand schedule objectives.

3.6.1 Monitor and Control Project Work• Monitor and Control Project Work is the process of trackingMonitor and Control Project Work is the process of tracking,

reviewing, and regulating the progress to meet the performanceobjectives defined in the project management plan.

• Monitoring includes status reporting, progress measurement, andforecasting.

• Performance reports provide information on the project'sPerformance reports provide information on the project sperformance with regard to scope, schedule, cost, resources,quality, and risk, which can be used as inputs to other processes.

3.6.2 Perform Integrated Change Control• Perform integrated Change Control is the process of reviewing all• Perform integrated Change Control is the process of reviewing all

change requests, approving changes, and managing changes to thedeliverables, organizati0nal process assets, project documents, andthe project management plan.

3.6.3 Verify Scopei th f f li i t• Verify Scope is the process of formalizing acceptance

of the completed project deliverables.

3.6.4 Control ScopeC t l S is the process of monitoring the status of the• Control Scope is the process of monitoring the status of theproject and product scope and managing changes to thescope baseline.scope baseline.

3.6.5 Control ScheduleC t l S h d l is the process of monitoring the status of• Control Schedule is the process of monitoring the status ofthe project to update project progress and managingchanges to the schedule baseline.changes to the schedule baseline.

3.6.6 Control CostsC t l C t is the process of monitoring the status of the• Control Costs is the process of monitoring the status of theproject to update the project budget and managingchanges to the cost baseline.changes to the cost baseline.

3.6.7 Perform Quality ControlP f Q lit C t l is the process of monitoring and• Perform Quality Control is the process of monitoring andrecording results of executing the quality activities toassess performance and recommend necessary changes.assess performance and recommend necessary changes.

3.6.8 Report PerformanceR t P f is the process of collecting and• Report Performance is the process of collecting anddistributing performance information including statusreports, progress measurements, and forecasts.reports, progress measurements, and forecasts.

3.6.9 Monitor and Control RisksM it d C t l Ri k is the process of implementing• Monitor and Control Risks is the process of implementingrisk response plans, tracking identified risks, monitoringresidual risks, identifying new risks, and evaluating riskresidual risks, identifying new risks, and evaluating riskprocess effectiveness throughout the project.

3.6.1 0 Administer Procurements• Administer Procurements is the process of managing procurement• Administer Procurements is the process of managing procurement

relationships, monitoring contract performance, and makingchanges and corrections as needed.

3.7 Closing Process GroupThe Closing Process Group consists of those processes performed toThe Closing Process Group consists of those processes performed tofinalize all activities across all project management process groups toformally complete the project, phase, or contractual obligations.

This process group, when completed, verifies that the definedprocesses are completed within all the process groups to close theprocesses are completed within all the process groups to close theproject or a project phase, as appropriate, and formally establishesthat the project or project phase is complete.

Closing Process GroupAt project or phase closure the following may occur:At project or phase closure, the following may occur:• obtain acceptance by the customer 0r sponsor,• Conduct post project or phase end review• Conduct post‐project or phase‐end review,• Record impacts of tailoring to any process,

D t l l d• Document lessons learned,• Apply appropriate updates to organizational process 

assetsassets,• Archive all relevant project documents in the Project 

Management information System (PMIS) to be usedManagement information System (PMIS) to be used as historical data, and

• Close out procurements.Close out procurements.

3.1.1 Close Project or Phasei th f fi li i ll• Close Project or Phase is the process of finalizing all 

activities across all of the management process t f ll l t th j t hgroups to formally complete the project or phase.

3.7.2 Close Procurementsi th f l ti h• Close Procurements is the process of completing each 

project procurement

For more information do not hesitate to contact me.

Ahmad H. Maharma ‐ PMP®

• Ramallah, Palestine • Phone: + (972) (2) 2968644• Mobile: + (972) (599) 001155• Mobile: + (972) (599) 001155

E‐Mail: ahmad.maharma@gmail.com