1. MAPPING PROCESS GROUPS AND KNOWLEDGE AREAS
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2. PROCESS GROUPS project initiation
Initiating a project includes recognizing and starting a new project or project phase. This phase defines the project, secures all the necessary financial resources as well as ensuring good communication systems between with the stakeholders
It is mapped with project integration that involve all the processes that ensure that various elements are coordinated towards the achievement of the project objectives and expectations.
Its deliverable is the project charter, the project charter defines the authority of the project manager.
Project initiation is the first phase of the group processes. It is in this phase that the project is being defined, the relevant resources-finance is secured and the communication systems with the stake holders established. The project can be started by objectives definition, scope , purpose as well as the deliverables to be produced. Project integration therefore is significant here to ensure that all the elements are related and directed towards the successful and methodological start of the project. The deliverable is the project charter that outlines the duties, responsibilities as well as the authority of the project manager.

3. GROUP PROCESSES project planning
This has always been perceived as creating Gantt Chart. Project plan is a broad concept that cuts across all the knowledge areas.
Integrating management; the project plan development is critical for all that are expected of a project.
In scope management area of knowledge, there is need for the scope planning as well as the scope definition.
In project time management-there is the activity definition, sequencing, duration estimation and the schedule development.
project planning deliverables are within the scope of the project. The project scope statement and the scope management plan.
Scope management is the set of processes that ensures that the requirements of the customer are captured in a specification of work that ensures its delivery, that all the project work is done, and that only the work required to complete the project is done scope management makes sure that the project is completed without expending any unnecessary effort.
Scope planning defines the document that states how the scope will be specified, controlled, and verified. The project team develops the scope management plan for each project. More complex projects require a more detailed
scope planning process.

4. GROUP PROCESSES project planning cont.
In project cost management. The resource planning, the cost estimation as well as cost budgeting are key important aspects of the project planning.
In project quality management. There is the quality planning where the planning involves the expected quality of the expectations as well as objective achievements.
In project human resources management., project planning is essential in the staff acquisition and the organizational planning.
In project communication management, project planning plays an important role in the communication planning. The communication with the stakeholders is very critical in the project management process
In risk management, they is need for the project planners to conduct the risk management, and identification planning, the quantitative and qualitative risk analysis planning and finally the risk response planning.
The project management plan process covers all activities that identify and direct the actions of many other processes in the planning process group.
Developing the project management plan includes coordinating the development of the subsidiary plans and incorporating them into the complete project plan. The main purpose of the project management plan is to define how the project is to progress from its beginning to completion.
the project management plan provides the high-level game plan for how the project moves through its life cycle. PMI defines many potential subsidiary plans that make up the overall project management plan. These
subsidiary plans provide the specific details for managing each aspect of the project from initiation through closure.

5. PROCESS GROUPS project planning cont.
The develop project management plan process is the high-level process that provides direction for
developing subsidiary plans and compiling their information into the final project plan.
➤ Scope—Three processes address scope planning. These direct the refinement of the preliminary scope statement and break down the high level
goals of the project into smaller, more manageable chunks.
Project planning involve the following steps; Do your homework: evaluate the project up front; Understand the turf. Check with advisors. Ask others. Research every possibility. Projects should either die early or have every chance for success.
Prepare yourself for a possible ordeal: identify hotspots and obstacles, one cannot know everything about anything and never predict with certainty what tomorrow will bring. Planning is a matter of probabilities, which means sometimes what you plan works out and sometimes it won’t. You will save yourself a lot of time and grief if you realize and plan for this sooner than later.
Breaking it all down: into hunks, chunks, and bites
Nothing is particularly hard if you divide it into small jobs, break your project down into hunks, chunks and pieces—what are every piece of the program, from making flyers to taking out the trash at the end of the event.
Chip away at your goal a little at a time.
Give it an order: what comes first on the to-do list? Determine which hunks, chunks and pieces are to be done in what order. Make sure you’re buying staples before putting up the flyers or that you order
tablecloths in more than enough time.
Who’s doing what?: determine who is responsible for what
Determine who in a group is responsible for what. This is a great time to delegate—plus it adds buy-in from other members.
And the task will be completed when… Decide when each task needs to be done when—and stick to it! Use Forward
and Backward Planning start at the date of your program and work backwards
with your calendar to find a start date for each part to make sure you give
yourself enough time before the program—and help you plan the program for following years. Hold yourself and others accountable!
Determine cost: account for money with a budget account for all money to be spent. An alternate way of expressing your project-a credibility statement-shows the cosponsors that money was spent wisely and
benefited the most number of participants

6. PROCESS GROUPS Project execution
In Execution Phase, the project team and the necessary resources to carry out the project should be in place and ready to perform project activities. The Project Plan should have been completed and made ready by this time as well.
The focus of the project team as well, as the project manager now shifts from planning the project efforts to participating in, observing, and analyzing the work to be done.
It intercepts the project integration management, project quality management, human resource management, risk management and procurement management.
Deliverables are related to providing the products, services, or results desired from the project.
A Project Manager’s responsibilities do not stop once the planning of the project is done. Because a Project Manager is responsible to internal and external stakeholders, the project team, vendors, executive management, etc. the visibility of the position is intensified. Many of these people will now expect to see and discuss the resulting deliverables that were so meticulously detailed in the Planning Phase. As a Project Manager, keeping oneself from getting “down in the weeds,” especially on large projects, will be important during project execution. This will allow the Project Manager to focus their attention on enabling the project plans, processes and managing the expectations of customers and stakeholders.

7. Project execution cont.
PROCESS GROUPS
Project execution cont.
Quality Assurance incorporates a process of evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards.
project team members are require to help by joining hands in the management of the project. They should monitor the performance and provide project status.
Using Status Reviews for Information Distribution
The project Communications Plan is an important factor in the Project Execution Phase. A large part of a Project Manager’s responsibility during execution is keeping the stakeholders informed of project status. Joint project reviews are a good way to bring visibility to all areas of the project.
Project Administration is initially considered during the Project Planning Phase when the Project Plan is created. During the Project Execution Phase, the Project Plan is implemented and modified as necessary
Executing the Procurement Plan
As stated in the Planning Phase of this methodology, there will be times within the Execution Phase that the agency may have to go outside their resource pool to purchase products or services needed to deliver the project. In these cases, the project Procurement Plan will be put into action. An agency may have a defined set of guidelines and policies that provide the infrastructure for project purchasing which should be integrated within the Procurement Plan.
These guidelines will outline the policy for solicitation, source selection, and contract administration. Although the solicitation and contracting responsibilities themselves may not always be managed by the Project Manager, it is still important that the Project Manager have a fundamental understanding of the contracting and procurement policies.
Project Manager Responsibilities
The Project Manager’s responsibility in the Execution Phase is to provide input into new product requirements for the services or products that were not planned for in the Planning Phase. In addition, the Project Manager will be responsible for insuring that the vendors, once contracted to do the work, meet the contractual agreements specified within their contracts. Project Managers will also be responsible for tracking, reviewing, and analyzing the performance of contractors on a project

8. Project monitoring and controlling
PROCES GROUPS
Project monitoring and controlling
Involves measuring progress toward project objectives, monitoring deviation from the plan, and taking corrective action to match progress with the plan. It affects all other process groups and occurs during all phases of the project life cycle.
Outputs are; performance reports, requested changes, and updates to various plans. Monitoring and controlling project work, which involves
collecting, measuring, and disseminating performance information as well as assessing measurements and analyzing trends to determine what process improvements can be made.
Performing integrated change control, which involves identifying, evaluating, and managing changes throughout the project’s life cycle.
In project monitoring, the motors do monitor the following; Men (human resources)
Machines
Materials
Money
Space
Time
Tasks
Quality/Technical Performance

9. Project monitoring and controlling
PROCES GROUPS
Project monitoring and controlling
A summary of project monitoring and controlling and the knowledge areas
There are two basic techniques employed in project monitoring and controlling:
The Earned value analysis
The critical ratio
Earned value analysis is way of measuring overall performance using an aggregate performance measure
Earned value of work performed (value completed) for those tasks in progress found by multiplying the estimated percent physical completion of work for each task by the planned cost for those tasks. The result is amount that should be spent on the task so far. This can be compared with actual amount spent.
Critical ratio is used in the larger companies.

10. Project monitoring and controlling
PROCESS GROUPS
Project monitoring and controlling
Project monitoring can be achieved through the following ways; meetings with clients, parties involved in project involving contractors, clients, suppliers and other stakeholders
For schedule –Update CPA, PERT Charts, Update Gantt Charts
Using Earned Value Analysis
Calculate Critical Ratios
Milestones
Reports
Tests and inspections
Delivery or staggered delivery
PMIS -Project Management Info Sys
The main monitoring and controlling tasks performed as part of project scope management are scope
verification and scope control. Key outputs are deliverables that are accepted by the customer.
It is difficult to create a good project scope statement and WBS.
it is often even more difficult to verify the project scope and minimize scope changes.

11. PROCESS GROUPS Project closing
Involves gaining stakeholder and customer acceptance of the final products and services.
Even if projects are not completed, they should be formally closed in order to reflect on what can be learned to improve future projects.
Outputs include project archives and lessons learned, which are part of organizational process assets.
Most projects also include a final report and presentation to the sponsor or senior management
Cuts through the project communication management and the project procurement management
This is the last phase of the process groups, it summarizes all the project activities completed across all the available phases of the project. This phase formally closes the project. It consist mainly of two activity groups.
The administrative closure and the contract closure. During the closure the project managers ensures that:
Outcomes match the stated goals of the project
Customers and stakeholders are happy with the results
Critical knowledge is captured
The team feels a sense of completion
Project resources are released for new projects;
The customers have formally accepted all outcomes;
Operational; procedures are in place;
The handover to operational staff has been completed;
Documentation and reference material is in place;
Any further actions and recommendations are documented and disseminated;
The results are disseminated to relevant people;
There are no loose ends

12. PROCESS GROUPS Project closing
There is need to plan for the closure both temporally and financially. Projects end planning begins already on the first day of the project. The same group of people must participate in closing process that were participating in project initiating - generally project management group or steering committee.
To properly plan any project, you have to envision the end-game. How and when will your project end?
Following closure issues should be addressed as you initially define and structure your project: acceptance criteria; timing of closure activities; transition needs; resources, roles and responsibilities; communication .
The project closing phase ends with the project cancellation.
The following may be the reasons behind the project closure;
When the project has formally ended - All the deliverables have been accepted by client and the project formally closed
When you have delivered 80% of the project - to deliver the other 20% often meant 80% more time and the ROI was not worth of it.
When it is obvious that the project will not deliver against the original business case.
When the project is so over budget that you are simply pouring money into sinking hole.
When key stakeholders object to or clearly do not by into the project and without them, the project will clearly not succeed.
When the project does not fit with the overall strategy of the company - too many projects and not all fitted into the company strategy.