Project Management Process Groups

Initiating Process Group

• Defines processes needed to initiate a new project or phase.
• Involves obtaining authorization to commence the project or phase.

Executing Process Group

• Involves completing work defined in the project management plan.
• Focuses on satisfying project specifications through these processes.

Organizational Process Assets

• Comprise plans, processes, policies, procedures, and knowledge specific to the organization.
• Include artifacts, practices, and knowledge from all organizations involved in the project.
• Cover knowledge bases like lessons learned, historical data, completed schedules, and risk data.

Tailoring

• Tailoring refers to adapting the PMBOK® Guide methods to manage a project.
• Ensures appropriate alignment and connection between project and product processes for effective coordination.

Determining Appropriate Processes

• Involves assessing which PMBOK® Guide processes and the degree of rigor suited for each project.

Functional Organizational Structure

• Characterized by a clear hierarchy where each employee reports to one superior.
• Staff grouped by specialty (e.g., production, marketing, engineering), facilitating independent project work.

Weak Matrix Organizational Structure

• Retains traits of functional organizations with project managers acting as coordinators or expediters.
• Project manager has limited authority.

Strong Matrix Organization Structure

• Merges characteristics of projectized organizations with full-time project managers having substantial authority.
• Usually includes dedicated project administrative staff.

Balanced Matrix Organization

• Recognizes the role of the project manager but does not grant full authority over project and funding decisions.

Projectized Organizational Structure

• Team members are often colocated and primarily focus on project work.
• Project managers enjoy significant independence and authority over project direction.

Classification of Matrix Organizations

• Matrix organizations can be weak, balanced, or strong based on the balance of power and influence between functional and project managers.
• Weak matrix characteristics resemble traditional functional organizations.

Enterprise Environmental Factors

• Conditions outside the project team's control that influence, constrain, or direct project efforts.
• Act as inputs to planning processes and can impact project management options either positively or negatively.

Project Life Cycle

• Encompasses the phases a project goes through from initiation to closure.
• Phases are sequentially defined by management needs, the project's characteristics, and application area.

Constraints

• Project managers handle constraints (scope, schedule, cost, quality) of their projects.
• PMO oversees the methodologies, standards, and overall project management practices.