Project Management Processes

• Project management processes are essential for guiding a project from initiation to completion.
• They provide a structured framework that helps project managers and teams plan, execute, monitor, and control their work effectively.

Project Management Process Groups

• Project management processes are typically organized into five process groups: initiation, planning, execution, monitoring and controlling, and closure.
• These process groups are not discrete, one-time events but overlapping and iterative phases throughout the project lifecycle.
• A project can contain one or more processes from each of the process groups.
• The process groups are as follows:
  • Initiating: Defining and authorizing the project or a project phase.
  • Planning: Establishing the project scope, objectives, and course of action.
  • Executing: Performing the work defined in the project management plan.
  • Monitoring and Controlling: Tracking, reviewing, and regulating the project's progress and performance.
  • Closing: Finalizing all project activities.

Initiating Process Group

• The initiating process group defines and authorizes the project or a project phase.
• It sets the vision of what is to be accomplished.
• Key processes include:
  • Developing the project charter, which formally authorizes the project and documents initial requirements.
  • Identifying stakeholders, determining their needs and expectations, and managing their influence.

Planning Process Group

• The planning process entails establishing the project's scope, objectives, and course of action required to attain the objectives.
• It develops the project management plan, which serves to guide execution and control.
• Key processes include:
  • Defining the scope, collecting requirements, and creating the Work Breakdown Structure (WBS).
  • Developing the schedule, estimating activity durations, and determining resources.
  • Determining the budget, estimating costs, and creating a cost baseline.
  • Developing risk management, communication management, and other subsidiary plans.

Executing Process Group

• The executing process group involves performing the work defined in the project management plan.
• It is where the majority of the project's resources are utilized.
• It is where deliverables are produced.
• Key processes include:
  • Directing and managing project work.
  • Managing quality, acquiring the project team, and developing the project team.
  • Distributing information, managing stakeholder expectations, and conducting procurements.

Monitoring and Controlling Process Group

• The monitoring and controlling process group tracks, reviews, and regulates the project's progress and performance.
• It identifies any areas where changes to the plan are required.
• It initiates corresponding changes.
• Key processes include:
  • Monitoring and controlling project work.
  • Performing integrated change control.
  • Verifying scope, controlling scope, and controlling schedule.
  • Controlling costs, controlling quality, and controlling communications.
  • Controlling risks and controlling procurements.
  • Controlling stakeholder engagement.

Closing Process Group

• The closing process group finalizes all project activities to formally complete the project or a project phase.
• Key processes include:
  • Closing the project or phase.
  • Documenting lessons learned.
  • Archiving project documents.
  • Gaining formal acceptance of the deliverables.

Interdependencies

• The process groups are interdependent, meaning that the output of one process often becomes the input to another.
• The project charter (from the initiating process group) provides the foundation for the project management plan (developed in the planning process group).
• The project management plan guides the execution of the project's work (in the executing process group).
• The monitoring and controlling process group continuously assesses progress against the plan.

Iterative Nature

• Project management processes are iterative, meaning they are repeated and refined throughout the project lifecycle.
• As the project progresses and new information becomes available, the project management plan may need to be updated and revised.
• This iterative approach allows the project team to adapt to changing circumstances and ensure that the project remains on track to achieve its objectives.

Process Interactions

• Within each process group, numerous processes interact with each other.
• In the planning process group, defining the scope is closely linked to creating the WBS (Work Breakdown Structure) and developing the schedule.
• Changes in one process may require adjustments in other processes to maintain consistency and alignment.
• Change requests that come about in the Monitoring and Controlling process group lead to performing integrated change control/change management.

Knowledge Areas

• In addition to the process groups, project management also encompasses ten knowledge areas.
• These knowledge areas represent different aspects of project management and provide a framework for organizing project management processes.
• The ten knowledge areas are:
  • Project Integration Management
  • Project Scope Management
  • Project Schedule Management
  • Project Cost Management
  • Project Quality Management
  • Project Resource Management
  • Project Communications Management
  • Project Risk Management
  • Project Procurement Management
  • Project Stakeholder Management

Process Group and Knowledge Area Mapping

• Each process group and knowledge area contains specific processes relevant to that area.
• The initiating process group includes processes related to project integration management (developing the project charter) and stakeholder management (identifying stakeholders).
• The planning process group includes processes related to scope, schedule, cost, risk, and other knowledge areas.
• The execution, monitoring and controlling, and closing process groups also include processes relevant to various knowledge areas.

Tailoring

• Project management processes are not one-size-fits-all.
• They should be tailored to the specific needs of the project and the organization.
• Tailoring involves selecting the appropriate processes, determining the level of detail required, and adapting the processes to the project's unique characteristics.
• Factors to consider when tailoring project management processes include:
  • Project size and complexity
  • Industry standards and regulations
  • Organizational culture and governance
  • Stakeholder expectations

Inputs, Tools & Techniques, and Outputs

• Project management processes typically involve inputs, tools and techniques, and outputs.
• Inputs are the documents, plans, and other information required to perform the process.
• Tools and techniques are the methods used to process the inputs.
• Outputs are the documents, plans, and other deliverables produced by the process.

Example: Develop Project Charter

• The develop project charter process includes inputs such as the business case and agreements.
• It includes the following tools and techniques: expert judgment and meetings.
• It includes the project charter as an output.

Benefits of Using Project Management Processes

• Using project management processes provides numerous benefits, including:
  • Improved project success rates
  • Increased efficiency and productivity
  • Better communication and collaboration
  • Enhanced stakeholder satisfaction
  • Reduced risks and costs
  • Greater control over project outcomes

Project Management Methodologies

• Various different Project Management methodologies exist.
• These methodologies provide a structured framework for managing projects.
• Examples of methodologies include:
  • Waterfall: A sequential, linear approach
  • Agile: An iterative, incremental approach
  • Scrum: A framework for developing and sustaining complex products
  • Kanban: A visual system for managing workflow

Process Improvement

• Project management processes should be continuously improved to enhance their effectiveness and efficiency.
• Process improvement involves identifying areas for improvement, implementing changes, and monitoring the results.
• Techniques for process improvement include:
  • Root cause analysis
  • Process mapping
  • Benchmarking
  • Lessons learned

Project Governance

• Project governance provides a framework for ensuring that projects align with the organization's strategic objectives and are managed consistently and transparently.
• Project governance includes policies, procedures, and structures that define roles, responsibilities, and decision-making processes.

Project Management Office (PMO)

• A Project Management Office (PMO) is a department or group within an organization responsible for establishing and maintaining project management standards, processes, and best practices.
• The PMO provides support and guidance to project managers and teams and helps ensure projects align with the organization's strategic objectives.

Certification

• Project management certifications, such as the Project Management Professional (PMP) certification, demonstrate a project manager's knowledge, skills, and experience.
• Certification can enhance a project manager's credibility and career opportunities.

Software Tools

• Various software tools are available to support project management processes.
• These tools can help with planning, scheduling, tracking, and reporting project progress.
• Examples of project management software include:
  • Microsoft Project
  • Asana
  • Trello
  • Jira