CHAPTER 02 PROJECT MANAGEMENT PROCESSES

(A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Fifth Edition)

2.1 Process: Concept

2.2 Points to consider for a successful project

2.3 Categories of Project Processes

2.4 Project management processes

2.5 Mapping the process groups to the knowledge areas

2.1 Process: Concept

Project management is the application of knowledge, skills, tools, and techniques to project activities to

meet the project requirements. This application of knowledge requires the effective management of the

project

management processes.

A process is a set of interrelated actions and activities performed to create a pre-specified product,

service, or result. Each process is characterized by its inputs, the tools and techniques that can be

applied, and the

resulting outputs.

2.2 Points to consider for a successful project

In order for aproject 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 with stakeholders;

. Comply with requirements to meet stakeholder needs and expectations; and

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. Balance the competing constraints of scope, schedule, budget, quality, resources, and risk to produce

the specified product, service, or result.

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2.3 Categories of Project Processes

. The project processes are performed by the project team with stakeholder interaction and generally

fall into one of two major categories:

. Project management processes. These processes ensure the effective flow of the project

throughout its lifecycle. These processes encompass the tools and techniques involved in applying

the skills and

capabilities described in the Knowledge Areas.

. Product-oriented processes. These processes specify and create the project’s product.

Product- oriented processes are typically defined by the project life cycle and vary by application

area as well as the phase of the product life cycle. The scope of the project cannot be defined

without some basic

understanding of how to create the specified product.

2.4 Project management processes

Project management processes are grouped into five categories known as Project Management

Process Groups (or Process Groups). Project management process groups progress from initiating

activities to

planning activities, executing activities, monitoring and controlling activities, and closing activities.

. Initiating Process Group

The initiating Process Group consists of those processes performed to define a new project or a new

phase of an existing project by obtaining authorization to start the project or phase.

Within the Initiating processes, the initial scope is defined and initial financial resources are

committed. Internal and external stakeholders who will interact and influence 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.

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 The Planning Process Group consists of 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 Planning processes develop the project management plan and the project documents that will

be used to carry out the project. The project management plan and project documents will explore

all aspects of the scope, time, cost, quality, communications, human resources, risks, procurements,

and

stakeholder engagement.

. Executing Process Group

The Executing Process Group consists of those processes that are performed to complete the

work defined in the project management plan 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.

. Monitoring and Controlling Process Group

The Monitoring and Controlling Process Group consists of those processes that are required to

track, review, and regulate the progress and performance of the project; identify any areas in which

changes to the plan are required; and initiate the corresponding changes. The key benefit of this

Process Group is that project performance is measured and analyzed at regular intervals,

appropriate events, or exception conditions to identify variances from the project management

plan. The Monitoring and

Controlling Process Group also involves:

o Controlling changes and recommending corrective or preventive action in anticipation of

possible problems,

o Monitoring the ongoing project activities against the project management plan and the project
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 performance measurement baseline, and

o Influencing the factors that could circumvent integrated change control or configuration

management so only approved changes are implemented.

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 This continuous monitoring provides the project team insight into the health of the project

and identifies any areas requiring additional attention. The Monitoring and Controlling Process

Group not only monitors and controls the work being done within a Process Group but also monitors

and controls

the entire project effort.

. Closing Process Group

The Closing Process Group consists of those processes performed to finalize all activities across

all Process Groups to formally close the projector phase. At projector phase closure, the following

may

occur:

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

o Conduct post-project or phase-end review,

o Record impacts of tailoring to any process,

o Document lessons learned,

o Apply appropriate updates to organizational process assets,

o Archive all relevant project documents in the project management information system

(PMIS) to be used as historical data,

o Close out all procurement activities ensuring termination of all relevant agreements, and

o Perform team members’ assessments and release project resources.

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2.5 Mapping the process groups to the knowledge areas

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