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Project Management Processes

Overview of the Process Groups in Project Management - PMP

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Project Management Processes

  1. 1. Project Management Processes
  2. 2. Process Groups
  3. 3. Project Management Process Groups Initiating Planning Executing Monitoring and Controlling Closing
  4. 4. Process Groups Knowledge Areas Process Groups – (49 Processes) Initiating (2) Planning (24) Executing (10) Monitoring & Controlling (12) Closing (1) Project Integration Management (7) 4.1 Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct and Manage Project Work 4.4 Manage Project Knowledge 4.5 Monitor and Control Project Work 4.6 Perform Integrated Change Control 4.7 Close Project or Phase Project Scope Management (6) 5.1 Plan Scope Management 5.2 Collect Requirements 5.3 Define Scope 5.4 Create WBS 5.5 Validate Scope 5.6 Control Scope Project Schedule Management (6) 6.1 Plan Schedule Management 6.2 Define Activities 6.3 Sequence Activities 6.4 Estimate Activity Durations 6.5 Develop Schedule 6.6 Control Schedule Project Cost Management (4) 7.1 Plan Cost Management 7.2 Estimate Costs 7.3 Determined Budget 7.4 Control Costs Project Quality Management (3) 8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality Project Resource Management (6) 9.1 Plan Resource Management 9.2 Estimate Activity Resources 9.3 Acquire Resources 9.4 Develop Team 9.5 Manage Team 9.6 Control Resources Project Communications Management (3) 10.1 Plan Communications Management 10.2 Manage Communications 10.3 Monitor Communications Project Risk Management (7) 11.1 Plan Risk Management 11.2 Identify Risks 11.3 Perform Qualitative Analysis 11.4 Perform Quantitative Analysis 11.5 Plan Risk Responses 11.6 Implement Risk Responses 11.7 Monitor Risks Project Procurement Management (3) 12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements Project Stakeholder Management (4) 13.1 Identify Stakeholders 13.2 Plan Stakeholder Engagement 13.3 Manage Stakeholder Engagement 13.4 Monitor Stakeholder Engagement
  5. 5. Initiating Sponsor selects the project manager Determine the company culture, org structure, and existing systems Collect processes, procedures, and historical information Divide large projects into phases Understanding the business case and why the project is being done Uncover initial requirements and risks Create measurable objectives – goals should not be subjective Develop the project charter
  6. 6. Overview of Initiation Phase Starts with authorizing the project and assignment of the project Sponsor of the project authorizes the project Major Outputs Project Charter Identified stakeholders Strategy for managing stakeholders Business Case Creating high level WBS Order of magnitude estimate High level risk identification
  7. 7. Overview of Planning Process Group Planning enables walking through the project and getting it organized before it is actually done. Resources, time, and money can be saved during planning and while the work is being done. Results PM Plan (Cost, Schedule, quality management plans) Project documents Results of each step may cause changes to previous steps
  8. 8. Overview of Planning Process Group Iterations start after risk analysis since final cost and schedule can be determined after risk analysis Risk management can result in changing resources when they are used in what sequence activities are performed and almost all parts of planning. High level of confidence in schedule requires more planning Low level of confidence in schedule requires less planning
  9. 9. Overview of Executing Phase Help to deliver the work of the project – most work completed during this phase Purpose is to complete the work defined in the PM plan and to meet project objectives Executed the project management plan – weaknesses in the plan impact execution Focuses on Managing people Following processes Distributing information
  10. 10. Executing Process Activities • Actual outputs are produced; Produce product scope • Execute the work according to the approved plan • Request changes and implement only approved changes • Ensure common understanding of the product and work expectations • Continuously improve • Perform quality audits and assurance • Acquire the final team members • Manage the team/people
  11. 11. Overview of Monitoring and Controlling Measuring performance of the project compared to the project management plan Approving change requests Recommended corrective and preventive actions Project manager takes actions to correct any variances Any deviations from the plan should be made up rather than requesting a change to the project to accommodate them
  12. 12. Monitoring & Controlling Process Group Activities • Take action to control the project • Measure performance • Determine variances and if a change request is warranted • Influence factors that cause changes • Perform integrated change control • Approve or reject changes • Inform stakeholders of approved changes
  13. 13. Overview of Closing Process Group Ensure successful completion of the project Project is finished in the group Deliverables, payments, etc. are done Includes administrative activities – written approvals, customer signoff. Final product is delivered and accepted Celebration – reward project team Report final project performance of resources Latest versions of lessons learned are compiled
  14. 14. Closing Process Group Activities Confirm work is done per the requirements Formal acceptance from the customer for the work is gained Complete procurement closure Complete final performance reporting Index and archive records Update lessons learned – stored in organizational process assets Handed off completed product Release the resources
  15. 15. Sources • A Guide to the Project Management Body of Knowledge – PMBOK 6th Edition • https://www.pmi.org/ Joshua Render https://agile-mercurial.com

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