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Pm610 1103 b-02-schwappach-loren-p1-ip1

Oct 19, 2014





Process Groups and Knowledge Areas

Loren Karl Schwappach

Colorado Technical University

30 August 2011

Process Groups and Knowledge Areas


Hello, my name is Loren Karl Schwappach. I am the new project manager for

the 2011 Billing System Upgrade Project (BSUP). I have been asked to create this briefing to

enlighten the customer service and billing departments about project management process

groups and the knowledge areas of project management. I hope this briefing is informative

and helps to open eyes to the upcoming challenges ahead. It is my goal to see this project to

success and as base line users you will play a large role in determining the quality and

performance of the final project.



Today I will talk to you about the five project management process groups to

include: initiating, planning, executing, monitor and controlling and closing. I will also

introduce the nine knowledge areas of project management to include: integration

management, scope management, time management, cost management, quality management,

human Resources management, communications management, risk management, and

procurement management. I will end the briefing with a project management case study. If

you have any questions as I proceed during this briefing please feel free to speak them during

the briefing.


Project Management Process Groups

Before the customer service and billing departments legacy billing system

web-based upgrade project can be initiated, it is imperative for the project manager, project

team, and project stakeholders to recognize what is to pass once the project is started and the

undertakings they will be required to participate in. This briefing was designed to provide an

understanding of project management process groups and the nine knowledge areas of project

management so that IRTC employees can observe how to properly work with and structure the

project to ensure this projects success. Although, there is no way to completely anticipate and

prevent all problems, having a clear understanding of the processes will help increase the

effectiveness in managing this large upgrade project.

Group #1: Initiating

The initial phase of project management involves obtaining the necessary

permissions and approvals required to begin the project. Usually, a document outlining the

necessity for the project is created in order to reason to the projects sponsor how the needs of

the organization will be met, and approximately how much the project will cost and how long

the project is expected to take (Babou, 2008).

The initiating process group contains the processes designed to describe the

project, subproject, or phase of an existing project and obtain authorization to begin each

project phase. The main processes of the initiating group as defined by the PMBOK are to

develop the project charter and identify stakeholders (Global Standard, 2008).


Group #2: Planning

This project group is about planning out the project and defining project goals.

Large portions of the project need to be stripped down and deadlines will be scheduled.

Stakeholders will play a large role in authorizing and planning out resources (Babou, 2008).

This is also the phase in which the project team is put together and begins to identify tasks and

roles. Project costs are estimated to provide the groundwork for a project budget. The IRTC

project team will utilize MS Project to aid in the scheduling of costs and resources and will

utilize your departments in streamlining these plans.

The planning process group contains processes needed to establish the

projects scope, smooth and refine objectives and identify courses of action necessary to

complete project objectives. This group contains the following processes: develop project

management plan, collect requirements, define scope, create WBS, define activities, sequence

activities, estimate activity resources, estimate activity durations, develop schedule, estimate

costs, determine budget, plan quality, develop human resource plan, plan communications,

plan risk management, identify risks, perform quantitative risk analysis, plan risk responses,

and plan procurements (Global Standard, 2008).

Group #3: Executing

Now that the project team has everything in place and goals well-defined, it is

time to begin developing the end product results. Contracts are administered as needed, and

the projects team members make periodic reports on their status. Everything that goes into

making the plan a reality takes place during the projects execution group (Babou, 2008).

This process group contains the processes used to perform and complete work

as outlined by the project management plan and needed to satisfy project specifications. This

group contains the following processes: direct and manage project execution, perform quality

assurance, acquire project team, develop project team, manage project team, distribute

information, manage stakeholder expectations, and conduct procurements (Global Standard,



Group #4: Monitoring and controlling

After the execution stage is under way the project team should begin

monitoring to ensure everything goes according to the project plan. As products and stages are

completed, each is submitted to the project sponsor (IRTC CIO) for approval. If adjustments

are required they are made during this stage. The project team and stakeholders should keep

an ongoing list of valuable lessons learned during the project to help in evaluating the projects

performance (Babou, 2008).

This process group contains the processes utilized in tracking, reviewing, and

regulating the performance and progress of the project, identifying areas for change, and

initiating changes. The group contains the following processes: monitor and control project

work, perform integrated change control, verify scope, control scope, control schedule, control

costs, perform quality control, report performance, monitor and control risks, and administer

procurements (Global Standard, 2008).

Group #5: Closing

The last project management group marks the end of the project. The project

manager arranges for the final acceptance of the product, and the sponsor accepts. Everything

is carefully documented in writing, and records of contracts, transactions, and other

agreements are completed. Project debriefing and plans for necessary follow up are made at

this time (Babou, 2008).

The closing process group contains the processes for finalizing activities

across all process groups. This group contains the following processes: close project or phase,

and close procurements (Global Standard, 2008).


Project Management Knowledge Areas

Managing projects involves applying knowledge, skills, tools, and techniques

to project activities in order to meet project objectives. IRTCs project team will accomplish

this by performing processes at various stages of the project, as I discussed in the project phase

slides. Each aspect of a project is managed by using the corresponding knowledge area.

Each process belongs to one of the nine knowledge areas: scope management,

time management, cost management, human resource management, procurement management,

risk management, quality management, integration management, and communication

management (Kerzner, 2003).

Project Integration Management

The project is initiated, planned, and executed in pieces, and all those need to

fit together. That is where project integration management is utilized. Project integration

management includes developing the project charter (the document that authorizes the project

and identifies initial project requirements), developing the project management plan (defines

how the project is executed, monitored, and controlled), directing and managing project

execution (creating deliverables, training staff and team members, obtaining resources,

performing risk management, managing sellers and suppliers, issuing change requests),

monitoring and controlling project work (tracking, reviewing, and regulating the progress to

meet performance objectives), performing integrated change control (reviewing, approving,

and managing project changes), and closing the project or a phase of a project (review and

finalizing all activities) (Global Standard, 2008).


Project Scope Management

Project scope management includes collecting requirements (defining and

documenting stakeholders needs, customer service will play a large part here), defining the

scope (develop detailed description of the project), creating a Work Breakdown Structure

(WBS) (subdivides deliverables into smaller manageable components), verifying the scope

(formalizing acceptance of deliverables), and controlling the scope (monitoring the status of

the project and scope and managing changes). Initially our project team will collect