The Project Management Process Groups
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The Project Management Process Groups
Describe the five project management process groups.
Understand how the project management process groups relate
to the project management knowledge areas.
Review a case study of an organization applying the project
management process groups to manage an information
technology project.
Project management can be viewed as a number of interlinked processes.
A process is a series of actions directed toward a particular result.
The project management process groups include:
◦ Initiating processes.
◦ Planning processes.
◦ Executing processes.
◦ Monitoring and controlling processes.
◦ Closing processes.
Process groups can be applied to each phase of the project.
Initiating processes include defining and authorizing a project or project phase.
Prepare Project Charter, which is a document that describe the project and it’s goals.
Register stakeholder.
Take place at the beginning of each phase.
Reexamine the business need for the project during every phase of the project life cycle, to determine if the project is worth continuing, should be redirected, or canceled.
Planning processes include devising and maintaining a workable scheme to ensure that the project addresses the organization’s needs.
There are several plans for projects:
Scope management plan: define the work that needs to be done.
Schedule management plan: schedule activities related to the work.
Cost management plan: estimate cost for performing the work.
Quality management plan: product meets written specifications and intended use.
Procurement management plan: decide what resources to produce to accomplish the work.
To account for changing conditions on the project and in the organization, project teams often revise plans during each phase of the project life cycle.
Executing processes include coordinating people and other resources to carry out the various plans and produce the products, services, or results of the project or phase.
Acquiring and developing the project team.
Performing quality assurance.
Managing stakeholder expectations.
Conducting procurements.
Monitoring and controlling processes include measuring and monitoring progress against all plans to ensure that the project team meets the project objectives, stakeholder needs, and quality standard.
Reporting performance is a controlling and monitoring process, where project Stakeholders can identify any necessary changes to keep project on track.
Closing processes include formalizing acceptance of the project or project phase and ending it efficiently.
Archiving project files.
Closing out contracts.
Document lessons learned.
Receiving Formal acceptance of the delivered work from customers.
Executing process requires the most resources and time,
followed by planning process.
Initiating and closing process are usually the shortest, and
require the least amount of resources and time.
Mapping the main activities of each project management
process group into the nine project management knowledge
areas through PMBOK.
The PMI Project Management Body Of Knowledge (PMBOK)
framework is structured around:
Five process groups which made up of component processes consisting
of tools, techniques, and outcomes organized within.
Nine knowledge areas.
Process Groups supply a roadmap to follow, and knowledge
Areas described the methods of how to get to our destination,
which is project success..
Each phase consists of all five process groups interacting over
time.
The Initiating process group is the process that begins the
project as well as each phase.
The Closing process is the process that end each phase as well
as the entire project, by reviewing what was accomplished in
the previous phase and what needs to be done or redone in the
next phase.
This case study provides an example of what’s involved in initiating, planning, executing, controlling, and closing an IT project.
Note: This case study provides a big picture view of managing a project; later chapters provide detailed information on each knowledge area.
It is good practice to lay the groundwork for a project before it
officially starts.
Senior managers often perform several pre-initiation tasks,
including the following:
◦ Determine the scope, time, and cost constraints for the project.
◦ Identify the project sponsor.
◦ Select the project manager.
◦ Develop a business case for a project.
◦ Meet with the project manager to review the process and expectations
for managing the project.
◦ Determine if the project should be divided into two or more smaller
projects.
Initiating a project includes recognizing and starting a new project or project phase.
The main goal is to formally select and start off projects.
The Project Initiation knowledge areas, processes, and output described below:
Project Charter and Kick-off-meeting:
Project Charters are normally short and include key project
information (project title, start and finish date, objectives,
budget, manager, success criteria, approach, roles and
responsibilities) and stakeholder signatures.
It’s good practice to hold a kick-off meeting at the beginning
of a project so that stakeholders can meet each other, review
the goals of the project, and discuss future plans.
The kick-off meeting is often held after the business case and
project charter are completed.
Kick-off Meeting Agenda :
Stakeholder register: is a document that includes details related to the identified project stakeholders.
Stakeholder management strategy: is an approach to help increase the support of stakeholders throughout the project.
The main purpose of project planning is to guide execution.
Every knowledge area includes planning information.
Key outputs included in the JWD project include:
◦ A team contract.
◦ A project scope statement.
◦ A work breakdown structure (WBS).
◦ A project schedule, in the form of a Gantt chart with all dependencies and resources entered.
◦ A list of prioritized risks (part of a risk register).
Scope Statement: lists the product characteristics and requirements, summarizes the deliverables, and describes project success criteria in detail.
Work Breakdown Structured WBS: provides the basis for deciding how to do the work, provides a basis for creating the project schedule and performing some tools for measuring and forecasting project performance.
Gantt chart:
List of Prioritized Risks: includes information on root causes of the risks, warning signs that potential risks might occur, and response strategies for the risks.
Usually takes the most time and resources to perform project execution .
Project managers must use their leadership skills to handle the many challenges that occur during project execution.
A milestone report can help focus on completing major milestones, including necessary activities, setting schedule goals and monitoring progress.
Part of Milestone Report :
Involves measuring progress toward project objectives, monitoring deviation from the plan, and taking correction actions.
Affects all other process groups and occurs during all phases of the project life cycle.
Outputs include performance reports, change requests, and updates to various plans.
Involves gaining stakeholder and customer acceptance of the
final products and services.
Even if projects are not completed, they should be closed out
to learn from the past.
Outputs include project archives and lessons learned, part of
organizational process assets.
Most projects also include a final report and presentation to
the sponsor/senior management.
The five project management process groups are initiating,
planning, executing, monitoring and controlling, and closing.
You can map the main activities of each process group to the
nine knowledge areas.
The JWD Consulting case study provides an example of using
the process groups and shows several important project
documents.
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