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8/9/2019 Project Management Processes Handout
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2014 3FOLD Education Centre . All rights reserved . [email protected] . www.3foldeducate.com . www.3foldtraining.com . PMP Exam Review
PMP Exam Review
Unauthorized distribution is strictly prohibited. These
resources are for 3FOLD Education Centre students enrolled in
the classroom and or online programs.
PMI, PMP, PMBOK and the PMI Registered Education Provider logo are registered marks of the Project Management Institute, Inc.
2014 3FOLD Education Centre . All rights reserved . [email protected] . www.3foldeducate.com . www.3foldtraining.com . PMP Exam Review
2014 3FOLD Education Centre . All rights reserved . [email protected] . www.3foldeducate.com . www.3foldtraining.com . PMP Exam Review
PROJECT MANAGEMENT PROCESSES
Chapter 3
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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.
Project Management is achieved through 47 project management
processes grouped under the 5 process groups.
Process
(A process is a set of interrelated actions and activities performed to
create a pre-specified product, service, or result.*)
Projectmanagementprocesses.
Product-orientedprocesses.
* These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, ( PMBOK Guide) - Fifth Edition, Project Management Institute, Inc., 2013.
2014 3FOLD Education Centre . All rights reserved . [email protected] . www.3foldeducate.com . www.3foldtraining.com . PMP Exam Review
Pictorial representation of a Project Management Process
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Figure 11-8, Page 328
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Processes
Each process transforms inputs to outputs by using tools and
techniques.
The project team should consider OPA and EEF as when
necessary while performing the process.
The team should select appropriate processes to meet the
project objectives.
PMBOK Guide describes only project management process.Product-oriented processes are outside the scope of PMBOK.
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Chapter 3
3.1 Common Project Management Process Interactions
3.2 Project Management Process Groups
3.3 Initiating Process Group
3.4 Planning Process Group
3.5 Executing Process Group
3.6 Monitoring and Controlling Process Group
3.7 Closing Process Group
3.8 Project Information
3.9 Role of the Knowledge Areas
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COMMON PROJECT MANAGEMENT PROCESS
INTERACTIONS
Chapter 3.1
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Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Figure 3-1, Page 50
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Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Figure 3-2, Page 51
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PROJECT MANAGEMENT PROCESS GROUPS
Chapter 3.2
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3.2 Project Management Process Groups
The process groups are NOT project life cycle phases.
Each of the project life cycle phases will have all the 5project management process group.
Irrespective of the scope, size and industry of the project,these 5 process groups can be applied.
Processes and process groups can be iterative. These
processes and process groups dont have any particularorder.
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INITIATING PROCESS GROUP
Chapter 3.3
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3.3 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.*
Project Charter and Stakeholder Register will be created in
this process group.
These processes help set the vision of the projectwhat isneeded to be accomplished.
* These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, ( PMBOK Guide) - Fifth Edition, Project Management Institute, Inc., 2013.
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PLANNING PROCESS GROUP
Chapter 3.4
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3.4 Planning Process Group
The Planning Process Group consists of those processesperformed to establish the total scope of the effort, defineand refine the objectives, and develop the course of actionrequired to attain those objectives.*
The project management plan and project documentsdeveloped as outputs from the Planning Process Group willexplore all aspects of the scope, time, cost, quality,
communications, human resources, risks, procurements,and stakeholder engagement.
* These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, ( PMBOK Guide) - Fifth Edition, Project Management Institute, Inc., 2013.
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EXECUTING PROCESS GROUP
Chapter 3.5
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3.5 Executing Process Group
The Executing Process Group consists of those processes
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.
* These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, ( PMBOK Guide) - Fifth Edition, Project Management Institute, Inc., 2013.
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MONITORING AND CONTROLLING PROCESS
GROUP
Chapter 3.6
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3.6 Monitoring and Controlling Process Group
The Monitoring and Controlling Process Group consists of
those processes required to track, review, and orchestrate
the progress and performance of the project; identify any
areas in which changes to the plan are required; and
initiate the corresponding changes.*
This continuous monitoring provides the project team
insight into the health of the project and identifies anyareas requiring additional attention.
* These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, ( PMBOK Guide) - Fifth Edition, Project Management Institute, Inc., 2013.
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CLOSING PROCESS GROUP
Chapter 3.7
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3.6 Monitoring and Controlling Process Group
The Closing Process Group consists of those processes
performed to conclude all activities across all Project
Management Process Groups to formally complete the
project, phase, or contractual obligations.*
* These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, ( PMBOK Guide) - Fifth Edition, Project Management Institute, Inc., 2013.
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PROJECT INFORMATION
Chapter 3.8
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3.8 Project Information
Throughout the life cycle of the project, a significant
amount of data and information is collected, analyzed,
transformed, and distributed in various formats to project
team members and other stakeholders.
Work performance data
Work performance information
Work performance reports
* These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, ( PMBOK Guide) - Fifth Edition, Project Management Institute, Inc., 2013.
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Data, Information and Report
Work Performance Data. The raw observations andmeasurements identified during activities being performed tocarry out the project work.*
Work Performance Information. The performance datacollected from various controlling processes, analyzed in contextand integrated based on relationships across areas.*
Work Performance Reports. The physical or electronicrepresentation of work performance information compiled inproject documents, intended to generate decisions, actions, orawareness.*
* These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, ( PMBOK Guide) - Fifth Edition, Project Management Institute, Inc., 2013.
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ROLE OF THE KNOWLEDGE AREAS
Chapter 3.9
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3.9 Role of the Knowledge Areas
The 47 project management processes identified in the
PMBOK Guide are further grouped into ten separate
Knowledge Areas.
A Knowledge Area represents a complete set of concepts,
terms, and activities that make up a professional field,project management field, or area of specialization. These
ten Knowledge Areas are used on most projects most of
the time.*
* These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, ( PMBOK Guide) - Fifth Edition, Project Management Institute, Inc., 2013.
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Data Flow Diagram
A data flow diagram is provided in each Knowledge Area.
The data flow diagram is a summary level depiction of the
process inputs and process outputs that flow down
through all the processes within a specific Knowledge Area.
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Data Flow Diagram Legend
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Figure 3-6, Page 60
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Pictorial representation of a Project Management Process
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Figure 11-8, Page 328
2014 3FOLD Education Centre . All rights reserved . [email protected] . www.3foldeducate.com . www.3foldtraining.com . PMP Exam Review
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Figure 11-9, Page 328
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Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Table 3-1, Page 61
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CHAPTER 3
End of