1. The Project Management Process Groups
Chapter - 3
The Project Management Process Groups

2. Objectives Describe the five project management process groups.
Understand how the project management process groups relate to the project management knowledge areas.
Review a case study of an organization applying the project management process groups to manage an information technology project.

3. Project Management Process Groups
Project management can be viewed as a number of interlinked processes.
A process is a series of actions directed toward a particular result.
The project management process groups include:
Initiating processes.
Planning processes.
Executing processes.
Monitoring and controlling processes.
Closing processes.
Process groups can be applied to each phase of the project.

4. Process Groups and Project Phases

5. Project Management Process Groups (cont.)
Initiating processes include defining and authorizing a project or project phase.
Prepare Project Charter, which is a document that describe the project and it’s goals.
Register stakeholder.
Take place at the beginning of each phase.
Reexamine the business need for the project during every phase of the project life cycle, to determine if the project is worth continuing, should be redirected, or canceled.

6. Project Management Process Groups (cont.)
Planning processes include devising and maintaining a workable scheme to ensure that the project addresses the organization’s needs.
There are several plans for projects:
Scope management plan: define the work that needs to be done.
Schedule management plan: schedule activities related to the work.
Cost management plan: estimate cost for performing the work.
Quality management plan: product meets written specifications and intended use.
Procurement management plan: decide what resources to produce to accomplish the work.
To account for changing conditions on the project and in the organization, project teams often revise plans during each phase of the project life cycle.

7. Project Management Process Groups (cont.)
Executing processes include coordinating people and other resources to carry out the various plans and produce the products, services, or results of the project or phase.
Acquiring and developing the project team.
Performing quality assurance.
Managing stakeholder expectations.
Conducting procurements.

8. Project Management Process Groups (cont.)
Monitoring and controlling processes include measuring and monitoring progress against all plans to ensure that the project team meets the project objectives, stakeholder needs, and quality standard.
Reporting performance is a controlling and monitoring process, where project Stakeholders can identify any necessary changes to keep project on track.

9. Project Management Process Groups (cont.)
Closing processes include formalizing acceptance of the project or project phase and ending it efficiently.
Archiving project files.
Closing out contracts.
Document lessons learned.
Receiving Formal acceptance of the delivered work from customers.

10. Comparison between Project Management Process Groups
Executing process requires the most resources and time, followed by planning process.
Initiating and closing process are usually the shortest, and require the least amount of resources and time.

11. Percentage of Time Spent on Each Process Group

12. Mapping The Process Groups To The Knowledge Areas.
Mapping the main activities of each project management process group into the nine project management knowledge areas through PMBOK.
The PMI Project Management Body Of Knowledge (PMBOK) framework is structured around:
Five process groups which made up of component processes consisting of tools, techniques, and outcomes organized within.
Nine knowledge areas.

13. Process Groups and Knowledge areas
Process Groups supply a roadmap to follow, and knowledge Areas described the methods of how to get to our destination, which is project success..

14. Project Management Process Groups and Knowledge Areas Mapping.

15. Process Groups Overlap in Time

16. Process Groups Interacting in a Phase

17. Process Groups Interacting in a Phase (cont.)
Each phase consists of all five process groups interacting over time.
The Initiating process group is the process that begins the project as well as each phase.
The Closing process is the process that end each phase as well as the entire project, by reviewing what was accomplished in the previous phase and what needs to be done or redone in the next phase.

18. Case Study: JWD Consulting’s Project Management Intranet Site
This case study provides an example of what’s involved in initiating, planning, executing, controlling, and closing an IT project.
Note: This case study provides a big picture view of managing a project; later chapters provide detailed information on each knowledge area.

19. Case Study: Project Pre-initiation
It is good practice to lay the groundwork for a project before it officially starts.
Senior managers often perform several pre-initiation tasks, including the following:
Determine the scope, time, and cost constraints for the project.
Identify the project sponsor.
Select the project manager.
Develop a business case for a project.
Meet with the project manager to review the process and expectations for managing the project.
Determine if the project should be divided into two or more smaller projects.

20. Case Study: Project Initiation
Initiating a project includes recognizing and starting a new project or project phase.
The main goal is to formally select and start off projects.
The Project Initiation knowledge areas, processes, and output described below:

21. Case Study: Project Initiation (cont.)
Project Charter and Kick-off-meeting:
Project Charters are normally short and include key project information (project title, start and finish date, objectives, budget, manager, success criteria, approach, roles and responsibilities) and stakeholder signatures.
It’s good practice to hold a kick-off meeting at the beginning of a project so that stakeholders can meet each other, review the goals of the project, and discuss future plans.
The kick-off meeting is often held after the business case and project charter are completed.

22. Case Study: Project Initiation (cont.)
Kick-off Meeting Agenda :

23. Case Study: Project Initiation (cont.)
Stakeholder register: is a document that includes details related to the identified project stakeholders.

24. Case Study: Project Initiation (cont.)
Stakeholder management strategy: is an approach to help increase the support of stakeholders throughout the project.

25. Case Study: Project Planning
The main purpose of project planning is to guide execution.
Every knowledge area includes planning information.
Key outputs included in the JWD project include:
A team contract.
A project scope statement.
A work breakdown structure (WBS).
A project schedule, in the form of a Gantt chart with all dependencies and resources entered.
A list of prioritized risks (part of a risk register).

26. Case Study: Project Planning (cont.)
Scope Statement: lists the product characteristics and requirements, summarizes the deliverables, and describes project success criteria in detail.
Work Breakdown Structured WBS: provides the basis for deciding how to do the work, provides a basis for creating the project schedule and performing some tools for measuring and forecasting project performance.

27. Case Study: Project Planning (cont.)
Gantt chart:

28. Case Study: Project Planning (cont.)
List of Prioritized Risks: includes information on root causes of the risks, warning signs that potential risks might occur, and response strategies for the risks.

29. Case Study: Project Execution
Usually takes the most time and resources to perform project execution .
Project managers must use their leadership skills to handle the many challenges that occur during project execution.
A milestone report can help focus on completing major milestones, including necessary activities, setting schedule goals and monitoring progress.

30. Case Study: Project Execution (cont.)
Part of Milestone Report :

31. Case Study: Project Monitoring and Controlling
Involves measuring progress toward project objectives, monitoring deviation from the plan, and taking correction actions.
Affects all other process groups and occurs during all phases of the project life cycle.
Outputs include performance reports, change requests, and updates to various plans.

32. Case Study: Project Closing
Involves gaining stakeholder and customer acceptance of the final products and services.
Even if projects are not completed, they should be closed out to learn from the past.
Outputs include project archives and lessons learned, part of organizational process assets.
Most projects also include a final report and presentation to the sponsor/senior management.

33. Chapter Summary
The five project management process groups are initiating, planning, executing, monitoring and controlling, and closing.
You can map the main activities of each process group to the nine knowledge areas.
The JWD Consulting case study provides an example of using the process groups and shows several important project documents.