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Project Management Process Groups

Project management is structured into five main process groups: Initiating, Planning,
Executing, Monitoring & Controlling, and Closing.

Each group has specific tasks, starting from developing the project charter and identifying
stakeholders in the Initiating phase to closing the project or phase in the Closing phase.

The Planning phase includes a wide range of activities such as developing project
management and scope management plans, collecting requirements, and planning for
schedule, cost, quality, communication, risk, and procurement.

Executing focuses on actual project work, including managing teams, communications,

and quality, while Monitoring & Controlling ensures project alignment with plans through
scope, schedule, cost, and quality control, among others.

The final phase, Closing, involves finalizing all activities to formally close the project.

Develop Project Charter

The purpose of the project charter is to formally authorize the project or phase, outline
project objectives, and define the project manager's authority.

Inputs include business documents (such as the business case and benefits management
plan) and various agreements like Service Level Agreements (SLA) and contracts.

The project's output is the charter itself, which includes high-level requirements, risks, and
preliminary budgets and schedules.

An assumption log is produced to record perceived truths and constraints affecting the
project.

This phase is crucial for securing formal approval and the necessary authority to allocate
resources.

Identify Stakeholders

Identifying stakeholders involves analyzing and recording information about their interests
and involvement throughout the project life cycle.

The process creates a stakeholder register that should include details like contact
information, roles, communication requirements, and levels of power/influence.

Tools such as stakeholder analysis and mapping methods (like the power/interest grid)
help categorize and prioritize stakeholders effectively.

Outputs include the stakeholder register, change requests, and updates to various
management plans.

Regular identification and engagement of stakeholders are pivotal for project success,
enhancing focus for interaction according to their influence and project impact.
Develop Project Management Plan

This process entails defining, preparing, and coordinating all plan components into an
integrated project management plan.

The project management plan outlines execution, monitoring, controlling, and closing
procedures, as well as key performance baselines (scope, schedule, cost).

Outputs include the comprehensive project management plan, which consists of 14

subsidiary plans and guides project execution.

Changes to the project management plan require formal approvals to ensure proper
management of project scope and objectives.

The plan serves as a formal communication document, detailing the guidance for how
project work will be performed.

Plan Scope Management

This involves creating a scope management plan that outlines how project and product
scope will be defined, validated, and controlled.

The plan aims to prevent "gold plating" (unapproved enhancements) and scope creep
(unauthorized changes).

Inputs to this process include the project charter, any relevant documentation, and
enterprise environmental factors.

Outputs include the scope management plan and the requirements management plan that
details the analysis and tracking of project requirements.

A proper scope management plan is essential to ensure the project deliverables align with
stakeholder expectations and project goals.

Collect Requirements

This process is about identifying and documenting stakeholder needs to meet project
objectives effectively.

Key tools include data gathering techniques (like benchmarking) and representation
methods (such as mind mapping and affinity diagrams).

Outputs consist of requirement documentation that encompasses stakeholder and

business requirements and a requirements traceability matrix to track the origin and status
of each requirement.

A significant aspect of collecting requirements is to ensure alignment with project

schedules, budgets, risks, and quality specifications.

Engaging with stakeholders through various interpersonal techniques fosters a better

understanding of their needs and expectations.
Define Scope

Defining the project scope involves developing a detailed description of the project and its
deliverables, essential for project success.

A clear project scope statement is critical and should include goals, identified risks, project
constraints, and acceptance criteria.

Inputs for this process come from project charters and management plans, while outputs
include the project scope statement and updates to project documents.

Tools for refining scope understanding involve product analysis techniques such as
system breakdown and requirement assessments.

The level of detail in the scope statement directly correlates to minimizing risks and scope
creep in project execution.

Create WBS (Work Breakdown Structure)

The WBS is an essential project management tool that subdivides deliverables into smaller
and more manageable components.

Components of the WBS are critical for defining team responsibilities, ensuring
communication, and managing project execution effectively.

Outputs include a scope baseline, which comprises the project scope statement, WBS, and
WBS dictionary detailing each work package.

The WBS serves as a deliverable-oriented breakdown that aligns project work with
stakeholder expectations, removing any overlap or gaps in tasks.

Examples of WBS can show tasks in a hierarchical format, illustrating individual

responsibilities and project phases.

Plan Schedule Management

This involves establishing procedures and guidelines for planning, developing, executing,
and controlling the project schedule.

Outputs include a comprehensive schedule management plan that defines how the project
schedule will be managed throughout its lifecycle.

Elements such as reporting formats, accuracy levels, and iteration lengths are established
to ensure clarity and consistency in schedule tracking.

Proper schedule management is crucial for aligning project timelines with stakeholder
expectations and resource allocations.

The plan acts as a foundation for developing the detailed project schedule.

Define Activities
 The process of defining activities includes identifying specific actions needed to produce
project deliverables.

Activities are derived from work packages and are essential for estimating, scheduling,
executing, and monitoring project work.

The outputs from this process include an activity list, activity attributes, and a milestone
list that captures key project dates.

Decomposition and rolling wave planning are techniques used to ensure clarity in defining
current and future work efforts.

Each activity should be detailed to enhance understanding and execution by team

members.

Sequence Activities

Sequencing involves documenting relationships among project activities to optimize

workflow and efficiency.

Outputs include project schedule network diagrams that visually represent activity
dependencies.

Relationship types (Finish to Start, Finish to Finish, Start to Start, Start to Finish) help
clarify how activities are interrelated.

Various dependency types (mandatory, discretionary, external, and internal) are identified
to shape activity sequencing effectively.

The use of leads and lags helps manage the project flow, ensuring timely completion of
tasks based on their dependencies.

Estimate Activity Durations

Estimating the duration of activities is crucial for establishing timelines and resource
allocation effectively.

Techniques such as analogous estimating, parametric estimating, and three-point

estimates are commonly used.

Duration estimates should be based on data from the project management plan, previous
knowledge of similar activities, and team input.

Outputs include duration estimates, the basis for these estimates, and updates to project
documentation.

Accurate duration estimation is vital for aligning project schedules with stakeholder
expectations and resource management.

Estimate Activity Durations - Tools

Parametric Estimating: A statistical relationship between historical data and other

 variables. For instance, in construction, square footage can be used to estimate costs and
durations. Similarly, lines of code in software development can inform estimates for
activity parameters like scope and budget.

Three Point Estimate: A weighted average of three estimates – Optimistic, Pessimistic,

and Most Likely – is calculated using the formula (O + P + 4M)/6. For instance, if the
Optimistic is 8 days, Pessimistic is 14 days, and Most Likely is 10 days, the estimate would
be (8 + 14 + 4*10)/6 = 10.33 days.

Bottom-Up Estimating: This requires very detailed work breakdown, making it time-
intensive but highly accurate. Activities are broken down to the lowest level, and then
aggregated back to determine overall duration.

Data Analysis, Reserve Analysis: Also known as Slack Time or Contingency Reserve, this
involves setting aside a percentage or specific time allowance to accommodate risk
factors.

Outputs include Duration Estimates (work periods required to complete an activity) and
Basis of Estimates (development method and ranges of estimates).

Develop Schedule

The scheduling process includes analyzing activity sequences, durations, resources, and
constraints to create a schedule model for project execution.

The ultimate goal is to generate a schedule model with planned dates for completing
project activities by entering activities, durations, and resources into scheduling tools.

Inputs to this process include the Project Management Plan, project documents,
agreements, and environmental factors, while the outputs comprise the Schedule Baseline,
Project Schedule, and Project Document Updates.

Estimate Costs

Estimating costs involves approximating the resources needed to complete project work,
typically expressed in monetary units. These estimates improve in accuracy as the project
progresses.

Different types of estimates include Definitive Estimates (–5% to +10%), Budget Estimates
(–10% to +25%), and Rough Order of Magnitude Estimates (–25% to +75%).

Various tools used for this process include Expert Judgment, Analogous Estimating
(historical data application), Parametric Estimating (statistical relationships), and Bottom-
Up Estimating (detailed estimates aggregated).

Outputs of this process comprise Cost Estimates that detail associated costs for each
activity, as well as Basis of Estimates documenting how estimates were derived.

Plan Risk Management

Risk Management involves conducting comprehensive planning, identifying, analyzing,

responding to, and monitoring project risks.
 It emphasizes proactive approaches and should be integrated early in the project lifecycle.

Key outputs include a Risk Management Plan detailing risk categorizations and how
qualitative and quantitative analyses will occur, as well as risk response planning and
implementation strategies.

Individual risks are uncertainties that could impact various aspects of the project, while
overall risk is the collective impact of all individual risks.

Quality Management

Quality management begins with defining standards and requirements to document how
the project will comply with those standards.

Preventative measures are preferred, as defect correction post-delivery is typically more

expensive.

Quality metrics specify how quality will be measured, such as error rates, and a Quality
Management Plan outlines the standards and tools for maintaining quality throughout the
project.

Communication Management

The focus of Communication Management is to establish effective communication

strategies for engaging stakeholders based on project information needs.

Tools and techniques include communication requirements analysis and models for
understanding how messages are sent and received.

Outputs consist of a Communications Management Plan that details who receives

updates, the frequency of updates, and the format of communication, ensuring a clear
understanding among project participants.

Resource Management

Resource management involves estimating, acquiring, and managing both team and
physical resources necessary for project completion.

Outputs include a Resource Management Plan that outlines team roles and
responsibilities, as well as an organizational chart to clarify hierarchies.

Tools used consist of organizational charts and positioning descriptions, including RAM
and RACI Charts to define responsibilities.

Risk Identification

The process of identifying project risks includes documenting individual risks and their
potential impacts in a risk register and report.

Utilizing prompt lists and analysis techniques such as SWOT (Strengths, Weaknesses,
Opportunities, Threats) helps categorize and prioritize risks.
 All project personnel are encouraged to contribute to risk identification efforts, recognizing
that risks can evolve throughout the project lifecycle.

Risk Management in Project Management

The risk data quality assessment evaluates how well risks are understood, along with the
reliability, accuracy, and integrity of the data.

Important parameters for risk assessment include urgency, proximity, manageability, and
detectability.

Risk categorization groups risks by their root causes and identifies sources of risk.

The probability and impact matrix is a tool used to represent risks by categorizing them
into high, medium, and low risks based on their likelihood and potential impact.

An example of a risk bubble chart can help visualize risks and their rankings based on
probability and impact scores.

Qualitative Risk Analysis Outputs

Outputs from qualitative risk analysis can include an updated risk register and risk report.

The risk register captures identified risks, their categorizations, and potential responses to
mitigate or capitalize on these risks.

Quantitative Risk Analysis

This analysis numerically assesses the impact of individual project risks on overall
objectives by assigning values to risks previously ranked through qualitative analysis.

Key tools used include expert judgment, data gathering, and representations of uncertainty,
like probability distributions (triangular or beta).

Data analysis techniques like sensitivity analysis can utilize tools such as tornado charts
and decision trees to evaluate risk impacts.

An example of expected monetary value (EMV) calculation can be illustrated through the
costs associated with new construction versus remodeling.

Planning Risk Responses

This involves developing multiple strategies to address the project risks identified during
earlier analysis phases.

Key outputs of this process include change requests, updates to the project management
plan, and various project documents.

Strategies for negative risks include avoiding, mitigating, transferring, and accepting risks.

For opportunities, strategies may involve exploiting, sharing, enhancing, or accepting

 positive risks.

Contingent response strategies involve actions taken only if specific conditions about risk
materialization are met.

Procurement Management

The procurement management process determines the need for external goods or
services and outlines how they will be acquired.

The outputs here include a procurement management plan that details how the project will
procure necessary items, bid documents, and source selection criteria.

The types of contracts used in procurement can include fixed-price contracts, cost-
reimbursable contracts, and time and materials contracts.

Each contract type carries different levels of risk between the buyer and seller, affecting
project scope and cost management.

Stakeholder Engagement

Effective stakeholder engagement is crucial for project success and involves

understanding stakeholders’ needs, interests, and influence on project outcomes.

The stakeholder engagement assessment matrix categorizes stakeholders into five levels:
unaware, resistant, neutral, supportive, and leading.

Outputs from this process include a stakeholder engagement plan that outlines
communication strategies and engagement methods.

Team Development and Management

Team development involves improving team dynamics, communication, and performance,

which are vital for project success.

Tuckman’s Ladder describes five stages of team development: forming, storming, norming,
performing, and adjourning.

Evaluation of team performance can identify skill gaps and areas needing further training
or improvement in cohesiveness.

Tools for managing teams include communication technology, recognition and rewards
systems, and various motivational theories (e.g., Maslow’s hierarchy of needs).

Managing Communication

Effective communication management ensures that project information is collected,

stored, and shared appropriately among stakeholders.

Outputs include performance reports and communications that keep all parties informed
about project status.
 Tools for communication include technology, skills for interpersonal relations, and
structured meeting management.

Implementing and Conducting Procurements

The implementation phase involves executing the risk response plans and ensuring
contracted work proceeds as agreed.

Key outputs of this phase include change requests and updates to project documents
based on seller performance and contract specifications.

This process also involves selecting qualified sellers through thorough evaluation of
proposals and abilities, ensuring effective delivery and quality performance.

Conduct Procurements - Inputs

Procurement documentation is essential and includes various components such as bid

documents, procurement statement of work, independent cost estimates, and source
selection criteria.

Seller proposals are another critical input in the procurement process.

Conduct Procurements - Tools

Advertising may be necessary for certain contracts, especially in government contexts.

Bidder conferences, involving interactions between buyers and sellers, are a valuable tool
for facilitating the procurement process.

Data analysis plays a significant role in evaluating proposals submitted by potential

sellers.

Strong interpersonal and team skills are essential for successful negotiations in
procurement activities.

Conduct Procurements - Outputs

The primary outputs of the procurement process include selected sellers and agreements
reached with those sellers.

Manage Stakeholder Engagement

Effective engagement involves communicating with stakeholders to understand and meet

their needs and expectations.

It is critical to address any issues promptly and actively involve stakeholders in the project.

Manage Stakeholder Engagement - ITTO Inputs

Inputs necessary for managing stakeholder engagement include the project management
plan, project documents, enterprise environmental factors, and organizational process
assets.
Manage Stakeholder Engagement - Tools and Techniques

Expert judgment and communication skills are fundamental tools.

Feedback and strong interpersonal skills enhance engagement effectiveness.

Establishing ground rules defined in the team charter helps in managing stakeholder
relationships.

Manage Stakeholder Engagement - Outputs

Important outputs include change requests and updates to both the project management
plan and project documents.

Monitor and Control Project Work

This process involves tracking, reviewing, and recording project progress against the
performance defined in the project management plan.

It seeks to ensure the plan is effective while identifying areas that require changes.

Any findings in terms of work performance data culminate in the creation of work
performance reports.

Monitor and Control Project Work - ITTO Input

Critical inputs include the project management plan, project documents, work
performance information, agreements, and organizational process assets.

Monitor and Control Project Work - Tools and Techniques

Tools for monitoring and controlling includes expert judgment, data analysis, meetings for
collaborative discussions, and decision-making processes.

Perform Integrated Change Control

This process reviews change requests, assessing impacts on deliverables and project
documentation.

Any change request must be submitted in writing and is evaluated by a change control
board.

Perform Integrated Change Control - ITTO Inputs

Inputs include the project management plan, project documents, risk reports, and work
performance reports.

Close Project or Phase

Closing involves finalizing all project activities, ensuring documentation is up-to-date,

confirming deliverable acceptance by customers, and reassigning project personnel.
 It includes investigating failures if a project is terminated before completion and
documenting lessons learned for future projects.

Close Project or Phase - ITTO Inputs

Key inputs include the project charter, project management plan, accepted deliverables,
agreements, and procurement documentation.

Control Quality

This process focuses on ensuring project outputs meet performance standards and
customer expectations through verification.

Deliverables must be inspected, measured, and tested to ensure compliance with the
specified quality requirements.

Control Quality - Tools and Techniques

Data gathering tools such as checklists and surveys are utilized, as well as inspections,
which may include audits and direct reviews of processes.

Control Costs

This process involves monitoring and updating project costs while addressing any
variances from the planned budget.

It requires that any budget increases be approved through the integrated change control
process.

Control Costs - Tools and Techniques

To manage costs effectively, expert judgment is required alongside techniques such as

earned value analysis and trend analysis.

Control Schedule

Monitoring project schedules entails updates and changes to the schedule baseline,
ensuring alignment between planned and actual performance.

Key tools include data analysis methods like performance reviews and the critical path
method.

Control Resources

Effective management of physical project resources is crucial, and this process ensures
resources are used efficiently as the project progresses.

Monitor Risks

This involves overseeing risk response plans, tracking identified risks, assessing new risks,
and ensuring the effectiveness of risk management processes throughout the project.
Control Procurements

This involves managing relationships with sellers, monitoring contract performance, and
finalizing contracts upon completion.

Inspection and claims administration are key tools used for this process, allowing for the
settlement of disputes effectively.