Project Management Processes

Front 1

Initiating Process Group

Back 1

The initiating Process Group involves identifying and analyzing stakeholders to align their expectations about the project.

Front 2

The initiating Process Group provides a guiding vision for the project in terms of the organization's strategic objectives that the project will help achieve.

Back 2

It will also outline the projects high level scope and any known constraints.

Front 3

1. Select a Project Manager

Back 3

2. Determine company culture and existing systems

Front 4

3. Collect processes, procedures, and historical information

Back 4

4. Divide large projects into phases

Front 5

5. Understand the business case

Back 5

6. Uncover initial requirements, assumptions, risks, constraints, and existing agreements

Front 6

7. Assess project and product feasibility within the given constraints

Back 6

8. Create measurable objectives

Front 7

9. Develop project charter

Back 7

10. Identify stakeholders and determine their expectations, influence, and impact

Front 8

Planning Process Group

Back 8

The planning process group is the organization and addressing of all appropriate processes and knowledge areas in an attempt to save: resources, time, money, and to increase Stakeholder buy-in and commitment.

Front 9

1. Determine how you will plan for each knowledge area

Back 9

2. Determine detailed requirements

Front 10

3. Create project scope statement

Back 10

4. Assess what to purchase and create procurement documents

Front 11

5. Determine planning team

Back 11

6. Create WBS and WBS dictionary

Front 12

7. Create activity list

Back 12

8. Create network diagram

Front 13

9. Estimate resource requirements

Back 13

10. Estimate time and cost

Front 14

11. Determine critical path

Back 14

12. Develop schedule

Front 15

13. Develop budget

Back 15

14. Determine quality standards, processes, and metrics

Front 16

15. Create process improvement plan

Back 16

16. Determine all roles and responsibilities

Front 17

17. Plan communications and Stakeholder engagement

Back 17

18. Perform risk identification, qualitative and quantitative risk analysis, and risk recover planning

Front 18

19. Go back - iterations

Back 18

20. Finalize procurement documents

Front 19

21. Create change management plan

Back 19

22. Finalize the how to execute and control parts of all management plans

Front 20

23. Develop realistic and final PM plan and performance measurements baseline

Back 20

24. Gain formal approval of the plan

Front 21

25. Hold kickoff meeting

Back 21

Executing Process Group

Front 22

The purpose of the executing Process Group is to achieve the project deliverables within the projects planned budget and schedule, and to meet any other objectives established for the project.

Back 22

The focus is on managing people, following processes, and communicating according to plan. The project manager has a guiding, proactive role, constantly referring back to the project management plan and project documents.

Front 23

1. Execute the work according to the PM plan.

Back 23

2. Produce product deliverables

Front 24

3. Gather work performance data

Back 24

4. Request changes

Front 25

5. Implement only approved changes

Back 25

6. Continuously improve

Front 26

7. Follow processes

Back 26

8. Determine whether processes are correct and effective

Front 27

9. Perform quality audits

Back 27

10. Acquire final team

Front 28

11. Manage people

Back 28

12. Evaluate team and individual performance

Front 29

13. Hold team building activities

Back 29

14. Give recognition awards

Front 30

15. Use issue logs

Back 30

16. Facilitate conflict resolution

Front 31

17. Release resources as work completes

Back 31

18. Send and receive information, and solicit feedback

Front 32

19. Report on project performance

Back 32

20. Manage Stakeholder engagement and expectations

Front 33

21. Hold meetings

22. Select sellers

Back 33

Monitoring & Controlling Process Group

Front 34

Monitoring & Controlling means measuring the performance of the project against the project management plan, and approving change requests, including recommended corrective actions, preventative actions, and defect repair.

Back 34

1. Take action to control project

Front 35

2. Measure performance against the performance measurement baseline

Back 35

3. Measure performance against other metrics in the PM plan

Front 36

4. Analyze and evaluate performance

Back 36

5. Determine if variances warrant a corrective action or other change request

Front 37

6. Influence the factors that cause changes

Back 37

7. Request changes

Front 38

8. Perform integrated change control

Back 38

9. Approve or reject changes

Front 39

10. Update the PM plan and project documents

Back 39

11. Inform stakeholders of the results of change requests

Front 40

12. Monitor Stakeholder engagement

Back 40

13. Manage configuration

Front 41

14. Create forecasts

Back 41

15. Gain acceptance of interim deliverables from the customer

Front 42

16. Perform quality control

Back 42

17. Perform risk assessments

Front 43

18. Manage reserves

Back 43

19. Control procurements

Front 44

Closing Process Group

Back 44

The closing effort will include administrative activities such as collecting and finalizing all the paperwork needed to complete the project, and technical work to confirm that the final product of the project is acceptable.

Front 45

It will also include any work needed to transfer the completed project to those who will use it and to solicit feedback from the customer about the project and the product.

Back 45

1. Confirm work is done to requirements

Front 46

2. Complete procurement closure

Back 46

3. Gain final acceptance of the product

Front 47

4. Complete financial closure

Back 47

5. Hand off completed

Front 48

6. Solicit feedback from the customer about the project

Back 48

7. Complete final performance reporting

Front 49

8. Index and archive records

Back 49

9. Gather final lessons learned and update knowledge base