Pmp - 42 Process Areas Definitions

Front 1

Develop Project Charter

Back 1

Knowledge Area: Integration Management
Process Group: Initiating

• Written document officially authorizing a new project or phase.
• Documents initial, high-level requirements/scope and business need
• Identifies Project Manager and confers power/authority.

Front 2

Develop Project Management Plan

Back 2

Knowledge Area: Integration Management
Process Group: Planning

The PM Plan defines how the project will be executed, monitored, controlled, and closed.
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Comprehensive collection of all subsidiary plans

Front 3

Direct and Manage Project Execution

Back 3

Knowledge Area: Integration Management
Process Group: Executing

Performing the work identified in the project management plan.

Front 4

Monitor and Control Project Work

Back 4

Knowledge Area: Integration Management
Process Group: Monitoring & Controlling

• Involves tracking, reviewing, and regulating progress toward meeting project objectives.
• Monitoring provides insight into the health of project and identifies issues that may require attention.
• Controlling determines appropriate preventative or corrective action and identifies when replanning may be necessary.

Front 5

Perform Integrated Change Control

Back 5

Knowledge Area: Integration Management
Process Group: Monitoring & Controlling

• Integrated change control is performed constantly throughout the entire project life cycle to effectively manage the change process.
• The integrated change control process includes reviewing all change requests as well as approving and managing changes to any of the following: deliverables, organizational processes, project documents, and the project management plan.

Front 6

Close Project or Phase

Back 6

Knowledge Area: Integration Management
Process Group: Closing

• Officially closes a project or phase by finalizing all activities across all process groups.
• Ensures that all work is complete and project objectives have been met.
• Formalizes acceptance of deliverables (sign-off)
• Documents circumstances if the project is terminated before completion.
• Administrative closure.

Front 7

Collect Requirements

Back 7

Knowledge Area: Scope Management
Process Group: Planning

Involves defining and managing customer, sponsor, and other stakeholders’ expectations. These requirements must be captured in sufficient detail to be measured during project execution.

Front 8

Define Scope

Back 8

Knowledge Area: Scope Management
Process Group: Planning

Produces a written, detailed scope statement that is crucial to project success.
• This statement represents an agreement between the project team and the customer.
• The project team and appropriate stakeholders conduct a needs assessment and use it as the basis to develop written project requirements.
• Assumptions, constraints, and risks are identified and validated as necessary.

Front 9

Create WBS

Back 9

Knowledge Area: Scope Management
Process Group: Planning

The WBS is a deliverable-oriented decomposition of the work to be accomplished.

Front 10

Verify Scope

Back 10

Knowledge Area: Scope Management
Process Group: Monitoring & Controlling

The process of obtaining formal acceptance of the project scope by stakeholders.

Front 11

Control Scope

Back 11

Knowledge Area: Scope Management
Process Group: Monitoring & Controlling

This process monitors the status of project and product scope and also manages any changes to the scope baseline.

Front 12

Define Activities

Back 12

Knowledge Area: Time Management
Process Group: Planning


Involves identifying and documenting the specific activities that must be performed to be performed to produce the deliverables identified by the WBS.

Front 13

Sequence Activities

Back 13

Knowledge Area: Time Management
Process Group: Planning

Activity sequencing involves identifying and documenting interactivity dependencies (also called logical relationships). Except for first and last, all activities must have a predecessor and a successor.

Front 14

Estimate Activity Resources

Back 14

Knowledge Area: Time Management
Process Group: Planning

Determining what resources (people, equipment, material, and facilities) will be needed, along with the associated quantities and time frames.

Front 15

Estimate Activity Durations

Back 15

Knowledge Area: Time Management
Process Group: Planning

Assessing the number of work periods needed to complete an activity.

Front 16

Develop Schedule

Back 16

Knowledge Area: Time Management
Process Group: Planning

Builds upon the four previous processes (activity list, sequencing, resources estimates, and duration estimates) to establish the project schedule.

Front 17

Control Schedule

Back 17

Knowledge Area: Time Management
Process Group: Monitor and Controlling

Schedule change control is concerned with the usual factors:
- Determining the current status of the schedule
- Influencing the factors that create schedule changes
- Determining (and tracking) that schedule changes have occurred
- Managing the changes as the occur

Front 18

Estimate Costs

Back 18

Knowledge Area: Cost Management
Process Group: Planning

Involves developing an estimate of the costs of all resources needed to complete the project. The resources that need to be estimated include labor, equipment, materials, facilities, services, and any special categories such as contingency or an allowance for anticipated inflation.

Front 19

Determine Budget

Back 19

Knowledge Area: Cost Management
Process Group: Planning

Cost budgeting involves aggregating estimated cost estimates for all individual activities or work packages so that a cost baseline can be established for measuring performance. The baseline includes authorized budgets and contingency reserves, but excludes management reserves (the extra amount for “unknown unknowns”).

Front 20

Control Costs

Back 20

Knowledge Area: Cost Management
Process Group: Monitoring and Controlling

part of integrated change control. Effective Cost control requires management of the approved cost performance baseline) and any changes to that baseline.

Front 21

Plan Quality

Back 21

Knowledge Area: Quality Management
Process Group: Planning

Identifying quality requirements and standards for the project and the product and documenting how to demonstrate compliance.

Front 22

Perform Quality Assurance

Back 22

Knowledge Area: Quality Management
Process Group: Executing

Involves auditing quality requirements and results from quality control measurements to ensure the project will use appropriate quality standards and processes.

Front 23

Perform Quality Control

Back 23

Knowledge Area: Quality Management
Process Group: Monitoring & Controlling

Quality Control involves monitoring and recording specific project results to assess performance and recommend necessary changes. Project results include both product deliverables and project performance measures such as costs and schedule.

Front 24

Develop Human Resource Plan

Back 24

Knowledge Area: Human Resource Management
Process Group: Planning

Identifying, documenting, and assigning project roles, responsibilities, and reporting relationships. These roles may be assigned to individuals or to groups. It also creates the staffing management plan and how team members will be acquired and released, training needs, reward systems, and safety issues.

Front 25

Acquire Project Team

Back 25

Knowledge Area: Human Resource Management
Process Group: Executing

Getting the right people assigned to the project. Failure to do so in a timely manner may affect schedules, costs, risks, quality and ultimately customer management.

Front 26

Develop Project Team

Back 26

Knowledge Area: Human Resource Management
Process Group: Executing

This process is aimed at improving the competencies, interactions among team members, and the overall team environment to, in turn, improve project performance.

Front 27

Manage Project Team

Back 27

Knowledge Area: Human Resource Management
Process Group: Executing
Managing the team involves tracking team performance, providing feedback, resolving issues, and coordinating changes. Important management skills for managing the team including communication, negotiation, conflict management, and leadership.

Front 28

Identify Stakeholders

Back 28

Knowledge Area: Communication Management
Process Group: Initiating

This process identifies people and organizations that may be impacted by the project and determines their level of interest, involvement, and potential impact on project success.

Front 29

Plan Communications

Back 29

Knowledge Area: Communication Management
Process Group: Planning

Communication planning involves determining the information needs of the stakeholders and devising an appropriate communication plan. The plan should address who needs what information, when they need it, how they will get it, and who will give it to them.

Front 30

Distribute Information

Back 30

Knowledge Area: Communication Management
Process Group: Executing

Information distribution is the process of getting information to project stakeholders in a timely manner by: (1) Implementing the communications management plan and (2) Responding to unplanned requests for information.

Front 31

Manage Stakeholder Expectations

Back 31

Knowledge Area: Communication Management
Process Group: Executing

In the context of communication management, managing stakeholders involves identifying and satisfying their needs, and resolving any issues that arise. The project manager is usually responsible for managing stakeholders.

Front 32

Report Performance

Back 32

Knowledge Area: Communication Management
Process Group: Monitoring & Controlling

Performance reporting involves collecting and disseminating performance information for project stakeholders. Reporting usually focuses on scope, schedule, cost, quality, risk and procurement. Reporting is often done on an “exception” basis.

Front 33

Plan Risk Management

Back 33

Knowledge Area: Risk Management
Process Group: Planning

Risk management is the process of deciding how to conduct risk management activities for a project. Figuring out how we are going to do risk management.

Front 34

Identify Risk

Back 34

Knowledge Area: Risk Management
Process Group: Planning

Involves determining which risk events are likely to affect the project and documenting their characteristics.

Front 35

Perform Qualitative Risk Analysis

Back 35

Knowledge Area: Risk Management
Process Group: Planning

The process of assessing the likelihood and impact of identified risks and prioritizing them according to their potential effect on project objectives. The purpose is to help the proj team focus on high priority risks and also to lay the foundation for quantitative analysis should it be needed.

Front 36

Perform Quantitative Risk Analysis

Back 36

Knowledge Area: Risk Management
Process Group: Planning

Numerically analyzes the probability of each risk and its consequence on project objectives. Sophisticated techniques such as Monte Carlo simulation and decision tree analysis are used.

Front 37

Plan Risk Responses

Back 37

Knowledge Area: Risk Management
Process Group: Planning

The process of determining how to enhance opportunities or reduce threats.

Front 38

Monitor and Control Risks

Back 38

Knowledge Area: Risk Management
Process Group: Monitoring & Controlling

Risk Monitoring is the process of keeping track of identified risks, ensuring that risk response plans are implemented, evaluating the effectiveness of risk responses, monitor residual risks, and identifying new risks.

Front 39

Plan Procurements

Back 39

Knowledge Area: Procurement Management
Process Group: Planning

Involves deciding which products or services should be procured from outside the organization, specifying the approach, and identifying potential sellers.

Front 40

Conduct Procurements

Back 40

Knowledge Area: Procurement Management
Process Group: Executing

Obtains information such as bids and proposals from prospective sellers, selects the winning response and awards a legally binding contract.

Front 41

Administer Procurements

Back 41

Knowledge Area: Procurement Management
Process Group: Monitoring & Controlling

The buyer and seller both perform contract administration to ensure that the other party meets its contractual obligations.

Front 42

Close Procurements

Back 42

Knowledge Area: Procurement Management
Process Group: Closing

Supports the close project or phase process (integration management).