PMP PMBOK5 project management processes

Project ManagementProcessesABDULLAH ALKHADRAWY, PMP

successful projectfor a project to be successful, the project team should:

Select appropriate processes required to meet the project objectives;

Use a defined approach that can be adapted to meet requirements;

Establish and maintain appropriate communication and engagement withstakeholders;

Comply with requirements to meet stakeholder needs and expectations; and

Balance the competing constraints of scope, schedule, budget, quality, resources,and risk to produce the specified product, service, or result.

The Project Management ProcessesProcess Groups:Initiating processes – recognize when project or phase should beginPlanning processes – designing and maintaining a scheme which leads to successfulaccomplishment of a projectExecuting processes – coordinating people and resources to carry out the planControlling processes – monitoring and measuring progress and taking corrective actions whennecessaryClosing processes – analyzing acceptance of the project or phase and bringing it to an end

Links between process groups =>

The Project Process Groups1. Common Project Management Process Interactions

2. Project Management Process Groups

3. Initiating Process Group

4. Planning Process Group

5. Executing Process Group

6. Monitoring and controlling Process Group

7. Closing Process Group

8. Project Information

9. Role of the Knowledge Areas

10. The Standard for Project Management of a Project

1- Common Project Management ProcessInteractions

PlanningProcessGroup

InitiatingProcessGroup

ExecutingProcessGroup

Monitoringand ControllingProcess Group

ClosingProcessGroup

Start FinishTIME

Level ofProcessInteraction

2- The Project Process GroupsMonitoring &

Controlling ProcessesPlanningProcesses

InitiatingProcesses

ClosingProcesses

Exit Phase/End project

Enter Phase/Start project

ExecutingProcesses

2- The Project Process Groups

Processes 2 24 8 11 2 47PMP test rel/wt 13% 24% 30% 25% 8% 100%

TOTALS

Project Management Process Groups

InitiatingProcess Group

PlanningProcess Group

ExecutingProcess Group

Monitoring &ControllingProcess Group

ClosingProcess Group

Processes 2 24 8 11 2 47PMP test rel/wt 13% 24% 30% 25% 8% 100%

TOTALS

Project Management Process Groups

InitiatingProcess Group

PlanningProcess Group

ExecutingProcess Group

Monitoring &ControllingProcess Group

ClosingProcess Group

3- Initiating Process GroupInitiating Process Group. Those processes performed to define a new project or a new phase of an existingproject by obtaining authorization to start the project or phase.

the initial scope is defined Initial financial resources are committed. Internal and external stakeholders the overall outcome of the project are

identified. If not already assigned, the project manager will be selected. This information is captured in the project charter and stakeholder

register. When the project charter is approved, the project becomes officially

authorized.

Processes Percentage

3- Initiating Process Group


ProjectBoundaries

ProjectDeliverables

ProjectRecords

EndUsers

ProcessAssets

Monitoring &Controlling Processes

PlanningProcesses

InitiatingProcesses

ClosingProcesses

ExecutingProcesses

ProjectInputs

ProjectInitiator/Sponsor

4- Planning Process Group• Planning Process Group. Those processes required to establish the scope of the project, refine the objectives,and define the course of action required to attain the objectives that the project was undertaken to achieve.

The complex nature of project management may require the use ofrepeated feedback loops for additional analysis.

As more project information or characteristics are gathered andunderstood, additional planning will likely be required.

This progressive detailing of the project management plan is calledprogressive elaboration, indicating that planning and documentation areiterative and ongoing activities.

The project team seeks input and encourages involvement from all stakeholderswhen planning the project and developing the project management plan andproject documents.


Progressive Elaboration

5- Executing Process GroupExecuting Process Group. Those processes performed to complete the work defined in the project managementplan to satisfy the project specifications.

This Process Group involves coordinating people and resources,

Managing stakeholder expectations, as well as

Integrating and performing the activities of the project in accordance with

the project management plan.

A large portion of the project’s budget will be expended in performing the

Executing Process Group processes.


6- Monitoring and controllingProcess Group

Monitoring and controlling Process Group. Those processes required to track, review, and regulate the progressand performance of the project; identify any areas in which changes to the plan are required; and initiate thecorresponding changes.

Controlling changes and recommending corrective or preventive action in

anticipation of possible problems,

Monitoring the ongoing project activities against the project management

plan and the project performance measurement baseline, and

Influencing the factors that could circumvent integrated change control or

configuration management so only approved changes are implemented.


7- Closing Process GroupClosing Process Group. Those processes performed to finalize all activities across all Process Groups to formallyclose the project or phase.

Obtain acceptance by the customer or sponsor to formally close theproject or phase,

Conduct post-project or phase-end review, Record impacts of tailoring to any process, Document lessons learned, Apply appropriate updates to organizational process assets, Archive all relevant project documents in the project management

information system (PMIS) to be used as historical data, Close out all procurement activities ensuring termination of all relevant

agreements, and Perform team members’ assessments and release project resources.


8- Project Information

Work performance data. The raw observations and measurementsidentified during activities performed to carry out the project work.

- E.g. include reported percent of work physically completed, quality andtechnical performance measures, actual dates of schedule activities, numberof change requests, number of defects, actual costs, actual durations, etc. Work performance information. The performance data collected from

various controlling processes, analyzed in context and integrated basedon relationships across areas.

- E.g. status of deliverables, implementation status for change requests, andforecasted estimates to complete. Work performance reports. The physical or electronic representation of

work performance information compiled in project documents, intended togenerate decisions or raise issues, actions, or awareness.

E.g. status reports, memos, justifications, information notes, electronicdashboards, recommendations, and updates.

8- Project InformationProject

Execution

Work Performance Data

ControllingProcesses

Work Performance InformationProjectManagementPlan Updates

OverallProjectControl

Work Performance Reports

Project Team Members

Project Stakeholders

ProjectChangeControl

ProjectManagement

PlanProject

Communications

ChangeRequests

Reports

9- Role of the Knowledge Areas1. Project Integration Management.

2. Project Scope Management.

3. Project Time Management.

4. Project Cost Management.

5. Project Quality Management.

6. Project Human Resource Management.

7. Project Communications Management.

8. Project Risk Management.

9. Project Procurement Management.

10.Project Stakeholder Management.


9- Role of the Knowledge Areas


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9- Role of the Knowledge Areas


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