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?

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@mayscloset

YOUTHANK