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I was constantly overwhelmed by the 618 pager PMBOK guide. At the beginning of each chapter - as I saw the framework for that syllabus, my palms get sweaty. I dread the upcoming few hours of pouring over the dry notes. These are the very reasons why I've create a PMP-Bite series. A compilation of 'small-bites' focusing on the more frequently asked topics, and delivered to you in 'bite-size'. Here's a chapter about the 5 Process Groups
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maywongmeiching82@gmail.commy.linkedin.com/in/maywongmeiching1
May Wong, PMP maywongmeiching82@gmail.commy.linkedin.com/in/maywongmeiching1
May Wong, PMP maywongmeiching82@gmail.commy.linkedin.com/in/maywongmeiching1
May Wong, PMP
a PMP-BITE series
5process groups to master and ACE your PMP
HELLO.Armed with more than 10 years of experience in marketing. Specializing in Project Management of activation campaigns, conferences, events & exhibitions.
Bitten by the travel bug and an explorer at heart.
Loves dogs.
@mayscloset
MAY WONGPROJECT MANAGER @ SHELL INTERNATIONAL
STOP!Before you dive in……
UNDERSTAND the processes rather than MEMORIZING them
Use your LOGIC. This will help in understanding the knowledge areas
involved in each processes
This chapter is about “What you need to do to manage a project”
For larger projects, these processes may be repeated several times
Usually, over 70 questions from this chapter will be in the PMP
examinations
Develop your own way of understanding these processes
(or use Rita’s Chart)
2 Power Questionsa)What comes before this process?
b)What should I do next?
This chapter has the reputation of being the toughest. Therefore – go
through this chapter at least 3 times
UNDERSTAND the processes rather than MEMORIZING them
But memorizing the categories may give the sense of control some PMs need. Here’s my memory tool.
47THERE ARE
PROCESSESCLUSTERED INTO
5PROCESS GROUPS
Initiating the projectSTART1 2 Processes
Initiating the projectSTART
Planning the project PLAN
2 2 Processes
24 Processes
Initiating the projectSTART
Planning the project PLAN
Executing the project DO
3 2 Processes
24 Processes
8 Processes
Initiating the projectSTART
Planning the project PLAN
Executing the project DO
Monitoring & Controlling the project CHECK & ACT
4 2 Processes
24 Processes
8 Processes
11 Processes
Initiating the projectSTART
Planning the project PLAN
Executing the project DO
Monitoring & Controlling the project CHECK & ACT
Closing the projectEND
5 2 Processes
24 Processes
8 Processes
11 Processes
2 Processes
5PROJECT MANAGEMENT PROCESSES
Understand that there are co-relations between Monitoring & Control, Planning & Executing. The processes are usually non-linear
PROCESS GROUP INTERACTS IN PROJECT OR PHASE
There will be overlaps in phases
There will be repetition of processes
Process groups are NOT project life cycle phases!
INITIATINGPROJECT
Only 2 processes. Develop Project Charter & Identify Stakeholders
Obtaining authorization to start a new project/phase
Initial scope & financial resources are committed
Stakeholders are identified
Project manager(s) are assigned
Business case firmed, project charter formed
There is no need to memorize the definitions. Understand what needs to be done before a project can officially start.
Examples
PLANNINGPROJECT
Project Initiating is complete
Approved changes requires re-planning
Develop project management plan & documents
Input from stakeholders necessary
Progressive Elaboration usually happens
Strategy & tactics to perform tasks formed
There is no need to memorize the definitions. Understand what needs to be done to define effort/scope of the project and identify what tasks needs to be done. This process group contains the most processes (24). All processes with the word ‘PLAN’ falls under this group
Examples
EPROGRESSIVE
LABORATIONProcess of continually refining
estimates and scope
I noted that this term was questioned 3 times in my exam – in various capacity!
EXECUTINGPROJECT
Project Planning is complete
Managing change : Integrated change control
Consists of work performed that was defined in Planning
Anticipating & managing risks
Coordinating people, managing stakeholders expectations
Integrating & performing activities – work performance data collected
There is no need to memorize the definitions. Understand what needs to be done to fulfill the project plans.
Examples
MONITORINGPROJECT
Controlling changes by taking corrective/preventive actions
Monitoring by constantly measuring against project baselines
Ensure that only approved changes are implemented
Project closing if project has completed/terminated
Work Performance Information collected & managed
Revisit other processes (Initiating, Planning, Executing) if necessary
There is no need to memorize the definitions. Understand what needs to be done when a PM monitor & controls a project/phase. Crucial step to manage changes & determine the path of the project lifecycle. All processes with the word ‘CONTROL’ falls under this group.
CONTROLLING
Examples
CLOSING
PROJECT
Processes to obtain acceptance of project deliverables to formally close
Conduct post-project or phase-end reviews
Document lessons learntPerform team members assessment
& release members/assets
Archive project documents
Only 2 processes: Close out procurement & Close project/phase
There is no need to memorize the definitions. Understand what needs to be done to tie a nice ribbon to close the project.
Examples
INTEGRATION
SCOPE
TIME
COST
QUALITY
HUMAN RESOURCES
COMMUNICATIONS
RISK
INITIATING PLANNING EXECUTINGMONITORING
& CONROLLING CLOSING
PROCESS GROUPS
KN
OW
LE
DG
E A
RE
A
SCOPE
TIME
COST
PROCUREMENT
RISK
STAKEHOLDER
KNOWLEDGE
A REAS TO BE CONTINUED…….
QUESTIONS?
FEEDBACK?
slideshare.net/MayWongMC
@mayscloset
YOUTHANK
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