1. PMBoK 5th edition Knowledge Areas, Process Groups & Processes
Project Management: A process-oriented view
PMBoK 5th edition Knowledge Areas, Process Groups & Processes

2. Presentation overview (1 of 5) Part I - Knowledge Areas & Process Groups according to the PMBoK 5th edition
Part I of this presentation describes Knowledge Areas and generic processes for the trade of project management as published by the Project Management Institute (PMI®).
Part I
presents the descriptions and key benefits of each
project management process.
In part II, these 47 processes and further details are listed per Knowledge Area from the respective chapters 4 to 13 of the PMBoK.
The complete title of the PMBoK© reads „A Guide to the PROJECT MANAGEMENT BODY OF KNOWLEDGE“ and is approved as ANSI/PM standard.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

3. Presentation overview (2 of 5) Part I - Knowledge Areas & Process Groups according to the PMBoK 5th edition
The 10 Knowledge Areas of the PMBoK are:
Project Integration Management - 6 processes, slides 7..13,
Project Scope Management - 6 processes, slides ,
Project Time Management - 7 processes, slides ,
Project Cost Management - 4 processes, slides ,
Project Quality Management - 3 processes. slides ,
..continued on next slide
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

4. Presentation overview (3 of 5) Part I - Knowledge Areas & Process Groups according to the PMBoK 5th edition
Project Human Resource Management - 4 processes, p ,
Project Communications Management - 3 processes, p ,
Project Risk Management - 6 processes, p ,
Project Procurement Management - 4 processes, p ,
Project Stakeholder Management - 4 processes, p
Discussed outside of the PMBoK and therefore not contained in this presentation is the Knowledge Area of Professional and Social Responsibility, a code-of-conduct for the project manager.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

5. Presentation overview (4 of 5) Part II – process details per Process Groups according to the PMBoK 5th edition
Part II of this presentation provides further details - the ITTOs:
Input, Tools & Techniques and Output for each of the 47 processes. The processes are presented per Process Group.
Part I has described which processes can be performed, part II will describe what can/should be done in each generic process:
Initiating Process Group - 2 processes, slides ,
Planning Process Group - 24 processes, slides ,
Executing Process Group - 8 processes, slides ,
Monitoring & Controlling Process Group
Closing Process Group - 2 processes slides
- 11 processes, slides ,
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

6. Presentation overview (5 of 5) Attention:
Bear in mind:
„For any given project, the project manager, in collaboration with the project team, is always responsible for determining which processes are appropriate, and the appropriate degree of rigor for each process“
(PMBoK, 5th ed., Chapter 3, p. 48)
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

7. 4 Project Integration Management
Project Integration Management includes the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups. In the project management context, integration includes characteristics of unification, consolidation, communication, and integrative actions that are crucial to controlled project execution through completion, successfully managing stakeholder expectations, and meeting requirements. Project Integration Management includes making choices about resource allocation, making trade-offs among competing objectives and alternatives, and managing the interdependencies among the project management Knowledge Areas.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

8. 4 Project Integration Management - Processes
4.1 Develop Project Charter
The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.
The key benefit of this process is a well-defined project start and project boundaries, creation of a formal record of the project and a direct way for senior management to formally accept and commit to the project.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

9. 4.2 Develop Project Management Plan
4 Project Integration Management - Processes
4.2 Develop Project Management Plan
The process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan. The project's integrated baselines and subsidiary plans may be included within the project management plan.
The key benefit of this process is a central document that defines the basis of all project work.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

10. 4.3 Direct & Manage Project Execution
4 Project Integration Management - Processes
4.3 Direct & Manage Project Execution
The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project's objectives.
The key benefit of this process is that it provides overall management of the project work.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

11. 4.4 Monitor & Control Project Work
4 Project Integration Management - Processes
4.4 Monitor & Control Project Work
The process of tracking, reviewing, and reporting project progress to meet the the performance objectives defined in the project management plan.
The key benefit of this process is that it allows stakeholders to understand the current state of the project, the steps taken, and budget, schedule and scope forecasts.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

12. 4.5 Perform Integrated Change Control
4 Project Integration Management - Processes
4.5 Perform Integrated Change Control
The process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan; and communicating their disposition. It reviews all requests for changes or modifications to project documents, deliverables, baselines, or the project managment plan and approves or rejects the changes.
The key benefit of this process is that it allows for documented changes within the project to be considered in an integrated fashion while reducing project risk, which often arises from changes made without consideration to the overall project objectives or plans.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

13. 4 Project Integration Management - Processes
4.6 Close Project or Phase
The process of finalizing all acitvities across all of the Project Management Process Groups to formally complete the project or phase.
The key benefit of this process is that it provides lessons learned, the formal ending of project work, and the release of organization resources to pursue new endeavors.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

14. 5 Project Scope Management
Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. Managing the project scope is primarily concerned with defining and controlling what is and is not included in the project.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

15. 5 Project Scope Management - Processes
5.1 Plan Scope Management
The process of creating a scope management plan that documents how the project scope will be defined, validated and controlled.
The key benefit of this process is that it provides guidance and direction on how scope will be managed throughout the project..
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

16. 5 Project Scope Management - Processes
5.2 Collect Requirements
The process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives.
The key benefit of this process is that it provides the basis for defining and managing the project scope including product scope.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

17. 5 Project Scope Management - Processes
5.3 Define Scope
The process of developing a detailed description of the project and product.
The key benefit of this process is that it describes the project, service, or result boundaries by defining which of the requirements collected will be included in and excluded from the project scope.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

18. 5 Project Scope Management - Processes
5.4 Create WBS
The process of subdividing project deliverables and project work into smaller, more manageable components.
The key benefit of this process is that it provides a structured vision of what has to be delivered.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

19. 5 Project Scope Management - Processes
5.5 Validate Scope
The process of formalizing acceptance of the completed project deliverables.
The key benefit of this process is that it brings objectivity to the acceptance process and increases the chance of final product, service, or result acceptance by validating each deliverable.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

20. 5 Project Scope Management - Processes
5.6 Control Scope
The process of monitoring the status of the project and product scope and managing changes to the scope baseline.
The key benefit of this process is that it allows the scope baseline to be maintained throughout the project.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

21. 6 Project Time Management
Project Time Management includes the processes required to manage the timely completion of the project.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

22. 6.1 Plan Schedule Management
6 Project Time Management - Processes
6.1 Plan Schedule Management
The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.
The key benefit of this process is that it provides guidance and direction on how the project schedule will be managed throughout the project.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

23. 6 Project Time Management - Processes
6.2 Define Activities
The process of identifying and documenting the specific actions to be performed to produce the project deliverables.
The key benefit of this process is to break down work packages into activities that provide a basis for estimating, scheduling, execution, monitoring, and controlling the project work.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

24. 6 Project Time Management - Processes
6.3 Sequence Activities
The process of identifying and documenting relationships among the project activities.
The key benefit of this process is that it defines the logical sequence of work to obtain the greatest efficiency given all project constraints.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

25. 6.4 Estimate Activity Resources
6 Project Time Management - Processes
6.4 Estimate Activity Resources
The process of estimating the type and quantities of material, human resources, equipment or supplies required to perform each activity.
The key benefit of this process is that it identifies the type, quantity, and characteristics of resources required to complete the activity which allows more accurate cost and duration estimates.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

26. 6.5 Estimate Activity Durations
6 Project Time Management - Processes
6.5 Estimate Activity Durations
The process of estimating the number of work periods needed to complete individual activities with estimated resources.
The key benefit of this process is that it provides the amount of time each activity will take to complete, which is a major input into the Develop Schedule process.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

27. 6 Project Time Management - Processes
6.6 Develop Schedule
The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model.
The key benefit of this process is that by entering schedule activities, durations, resources, resource availabilites, and logical relationships into the scheduling tool, it generates a schedule model with planned dates for completing project activities.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

28. 6 Project Time Management - Processes
6.7 Control Schedule
The process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan.
The key benefit of this process is that it provides the means to recognize deviation from the plan and take corrective and preventive actions and thus minimize risk.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

29. 7 Project Cost Management
Project Cost Management includes the processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so that the project can be completed within the approved budget.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

30. 7 Project Cost Management - Processes
7.1 Plan Cost Management
The process that establishes the policies, procedures, and documentation for planning, managing, expending and controlling project costs.
The key benefit of this process is that it provides guidance and direction on how the project costs will be managed throughout the project.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

31. 7 Project Cost Management - Processes
7.2 Estimate Costs
The process of developing an approximation of the monetary resources needed to complete project activities.
The key benefit of this process is that it determines the amount of cost required to complete project work.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

32. 7 Project Cost Management - Processes
7.3 Determine Budget
The process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline.
The key benefit of this process is that it determines the cost baseline against which project performance can be monitored and controlled.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

33. 7 Project Cost Management - Processes
7.4 Control Costs
The process of monitoring the status of the project to update the project costs and managing changes to the cost baseline.
The key benefit of this process is that it provides the means to recognize variance from the plan in order to take corrective action and minimize risk.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

34. 8 Project Quality Management
Project Quality Management includes the processes and activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken. Project Quality Management uses the policies and prodecures to implement, within the project's context, the organization's quality management system and, as appropriate, it supports continuous process improvement activities as undertaken on behalf of the performing organization. Project Quality Management works to ensure that the project requirements, including product requirements, are met and validated.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

35. 8.1 Plan Quality Management
8 Project Quality Management - Processes
8.1 Plan Quality Management
The process of identifying quality requirements and/or standards for the project and its deliverables, and documenting how the project will demonstrate compliance with relevant quality requirements.
The key benefit of this process is that it provides guidance and direction on how quality will be manged and validated throughout the project.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

36. 8.2 Perform Quality Assurance
8 Project Quality Management - Processes
8.2 Perform Quality Assurance
The process of auditing the quality requirements and the results from quality control measurements to ensure that appropriate quality standards and operational definitions are used.
The key benefit of this process is that it facilitates the improvement of quality processes.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

37. 8 Project Quality Management - Processes
8.3 Control Quality
The process of monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes.
The key benefits of this process include:
identifying the causes of poor process or product quality and recommending and/or taking action to eliminate them; and
validating that project deliverables and work meet the requirements specified by key stakeholders necessary for final acceptance.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

38. 9 Project Human Resource Management
Project Human Resource Management includes the processes that organize, manage and lead the project team. The project team is comprised of the people with assigned roles and responsibilities for completing the project. Project team members may have varied skill sets, may be assigned full or part-time, and may be added or removed from the team as the project progresses. Project team members may also be referred to as the project's staff. Although specific roles and responsibilities for the project team members are assigned, the involvement of all team members in project planning and decision making is beneficial. Participation of team members during planning adds their expertise to the process and strengthens their commitment to the project.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

39. 9.1 Plan Human Resource Management
9 Project Human Resource Management - Processes
9.1 Plan Human Resource Management
The process of identifying and documenting project roles, responsibilities, required skills, reporting relationships, and creating a staffing management plan.
The key benefit of this process is that it establishes project roles and responsibilities, project organization charts, and the staffing management plan including the timetable for staff acquisition and release.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

40. 9 Project Human Resource Management - Processes
9.2 Acquire Project Team
The process of confirming human resource availability and obtaining the team necessary to complete project activities.
The key benefit of this process consists of outlining and guiding the team selection and responsibility assignament to obtain a successful team.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

41. 9 Project Human Resource Management - Processes
9.3 Develop Project Team
The process of improving the competencies, team member interaction, and overall team environment to enhance project performance.
The key benefit of this process is that it results in improved teamwork, enhanced people skills and competencies, motivated employees, reduced staff turnover rates, and improved overall project performance.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

42. 9 Project Human Resource Management - Processes
9.4 Manage Project Team
The process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance.
The key benefit of this process is that it influences team behavior, manages conflict, resolves issues, and appraises team member performance.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

43. 10 Project Communication Management
Project Communications Management includes the processes that are required to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and the ultimate disposition of project information. Project managers spend most of their time communication with team members and other project stakeholders, whether they are internal (at all organization levels) or external to the organization. Effective conmunication creates a bridge between diverse stakeholders who may have different cultural and organizational backgrounds, different levels of expertise, and different perspectives and interests, which impact or have an influence upon the project execution or outcome.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

44. 10.1 Plan Communications Management
10 Project Communication Management - Processes
10.1 Plan Communications Management
The process of developing an appropriate approach and plan for project communications based on stakeholder's information needs and requirements, and available organizational assets.
The key benefit of this process is that it identifies and documents the approach to communicate most effectivley and efficiently with stakeholders.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

45. 10. 2 Manage Communications
10 Project Communication Management - Processes
10. 2 Manage Communications
The process of creating, collecting, distributing, storing, retrieving, and the ultimate disposition of project information in accordance to the communications management plan.
The key benefit of this process is that it enables an efficient and effective communications flow between project stakeholders.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

46. 10.3 Control Communications
10 Project Communication Management - Processes
10.3 Control Communications
The process of monitoring and controlling communications throughout the entire project life cycle to ensure the information needs of the project stakeholders are met.
The key benefit of this process is that it ensures an optimal information flow among all communication participants, at any moment in time.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

47. 11 Project Risk Management
Project Risk Management includes the processes of conducting risk management planning, identification, analysis, response planning and controlling risk on a project. The objectives of project risk management are to increase the likelihood and impact of positive events, and decrease the likelihood and impact of negative events.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

48. 11 Project Risk Management - Processes
11.1 Plan Risk Management
The process of defining how to conduct risk management activities for a project.
The key benefit of this process is it ensures that the degree, type, and visibility of risk management are commensurate with both the risks and the importance of the project to the organization. The risk management plan is vital to communicate with and obtain agreement and support from all stakeholders to ensure the risk management process is supported and performed effectively over the project life cycle.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

49. 11 Project Risk Management - Processes
11.2 Identify Risks
The process of determining which risks may affect the project and documenting their characteristics.
The key benefit of this process is the documentation of existing risks and the knowledge and ability it provides to the project team to anticipate events.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

50. 11.3 Perform Qualitative Risk Analysis
11 Project Risk Management - Processes
11.3 Perform Qualitative Risk Analysis
The process of prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact.
The key benefit of this process is that it enables project managers to reduce the level of uncertainty and to focus on high-priority risks.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

51. 11.4 Perform Quantitative Risk Analysis
11 Project Risk Management - Processes
11.4 Perform Quantitative Risk Analysis
The process of numerically analyzing the effect of identified risks an overall project objectives.
The key benefit of this process is that it produces quantitative risk information to support decision making in order to reduce project uncertainty.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

52. 11 Project Risk Management - Processes
11.5 Plan Risk Responses
The process of developing options and actions to enhance opportunities and to reduce threats to project objectives.
The key benefit of this process is that it addresses the risks by their priority, inserting resources and activities into the budget, schedule and project management plan as needed.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

53. 11 Project Risk Management - Processes
11.6 Control Risks
The process of implementing risk response plans, tracking identified risks, monitoring residual risks, identifying new risks, and evaluating the risk process effectiveness throughout the project.
The key benefit of this process is that it improves efficiency of the risk approach throughout the project life cycle to continuously optimize risk responses.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

54. 12 Project Procurement Management
Project Procurement Management includes the processes necessary to purchase or acquire products, services, or results needed from outside the project team. Project Procurement Management includes the contract management and change control processes required to develop and administer contracts or purchase orders issued by authorized project team members. Project Procurement Management also includes controlling any contract issued by an outside organization (the buyer) that is acquiring deliverables from the project from the performing organization (the seller), and administering contractual obligations placed on the project team by the contract.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

55. 12.1 Plan Procurement Management
12 Project Procurement Management - Processes
12.1 Plan Procurement Management
The process of documenting project procurement decisions, specifying the approach, and identifying potential sellers.
The key benefit of this process is to ensure that it determines whether to acquire outside support, and if so, what to acquire, how to acquire it, how much is needed, and when to acquire it.
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

56. 12 Project Procurement Management - Processes
12.2 Conduct Procurements
The process of obtaining seller responses, selecting a seller, and awarding a contract.
The key benefit of this process is to ensure that it provides alignment of internal and external stakeholder expectations through established agreements.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

57. 12 Project Procurement Management - Processes
12.3 Control Procurements
The process of managing procurement relationships, monitoring contract performance, and making changes and corrections as appropriate.
The key benefit of this process is that it ensures that both the seller's and buyer's performance meets procurement requirements according to the terms of the legal agreement.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

58. 12 Project Procurement Management - Processes
12.4 Close Procurements
The process of completing each procurement.
The key benefit of this process is to ensure that it documents agreements and related documentation for future reference.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

59. 13 Project Stakeholder Management
Project Stakeholder Management includes the processes required to identify the people, groups, or organizations that could impact or be impacted by the project, to analyze stakeholder expectations and their impact on the project, and to develop appropriate management strategies for effectively engaging stakeholders in project decisions and execution.
Stakeholder management also focuses on continuous communication with stakeholders to understand their needs and expectations, addressing issues as they occur, managing conflicting interests and fostering appropriate stakeholder engagement in project decisions and activities.
Stakeholder statisfaction should be managed as a key project objective.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

60. 13.1 Identify Stakeholders
13 Project Stakeholder Management - Processes
13.1 Identify Stakeholders
The process of identifying the people, groups, or organizations that could impact or be impacted by a decision, activity, or outcome of the project, analyzing and documenting relevant information regarding their interests, involvement, interdependencies, influence, and potential impact on project success.
The key benefit of this process is that it allows the project manager to identify the appropriate focus for each stakeholder or group of stakeholders.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

61. 13.2 Plan Stakeholder Management
13 Project Stakeholder Management - Processes
13.2 Plan Stakeholder Management
The process of developing appropriate management strategies to effectively engage stakeholders throughout the project life cycle, based on the analysis of their needs, interests, and potential impact on project success.
The key benefit of this process is that it provides a clear, actionable plan to interact with project stakeholders to support the project's interests.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

62. 13.3 Manage Stakeholder Engagement
13 Project Stakeholder Management - Processes
13.3 Manage Stakeholder Engagement
The process of communicating and working with stakeholders to meet their needs/expectations, address issues as they occur, and foster appropriate stakeholder engagement in project activities throughout the project life cycle.
The key benefit of this process is that it allows the project manager to increase support and minimize resistance from stakeholders, significantly increasing the chances to achieve project success.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

63. 13.4 Control Stakeholder Engagement
13 Project Stakeholder Management - Processes
13.4 Control Stakeholder Engagement
The process of monitoring overall project stakeholder relationships and adjusting strategies and plans for engaging stakeholders.
The key benefit of this process is that it will maintain or increase the efficiency and effectiveness of stakeholder engagement activities as the project evolves and its environment changes.
Part I - PMI Knowledge Areas and Process Groups by Axel Sasse, PMP

64. Part II – Process Management Groups & process details
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

65. Initiating Process Group
The Initiating Process Group consists of 2 processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase. Within the Initiating processes, the initial scope is defined and initial financial resources are committed. Internal and external stakeholders who will interact and influence the overall outcome of the project are identified.
The key purpose of this Process Group is to align the stakeholders‘ expectations with the project's purpose, give them visibility about the scope and objectives, and show how their participation in the project and its associated phases can ensure that their expectations are achieved.
These processes help to set the vision of the project - what is needed to be accomplished.
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

66. Knowledge Area: Project Integration Management
Initiating Process: Develop Project Charter
The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.
Input
Project statement of work
Business case
Agreements
Enterprise environmental factors
Organizational process assets
Tools & Techniques
Expert judgement
Facilitation techniques
Output
Project charter
Knowledge Area: Project Integration Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

67. Initiating Process: 13.1 Identify Stakeholders
The process of identifying the people, groups, or organizations that could impact or be impacted by a decision, activity, or outcome of the project, analyzing and documenting relevant information regarding their interests, involvement, interdependencies, influence, and potential impact on project success.
Input
Project charter
Procurement documents
Enterprise environmental factors
Organizational process assets
Tools & Techniques
Stakeholder analysis
Expert judgement
Meetings
Output
Stakeholder register
Knowledge Area: Project Stakeholder Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

68. Planning Process Group
The Planning Process Group consists of 24 processes performed to establish the total scope of the effort, define and refine the objectives, and develop the course of action required to attain those objectives. The Planning processes develop the project management plan and the project documents that will be used to carry out the project. As more project information or characteristics are gathered and understood, additional planning will likely be required. This progressive detailing of the project management plan is called progressive elaboration, indicating that planning and documentation are iterative and ongoing activities.
The key benefit of this Process Group is to delineate the strategy and tactics as well as the course of action or a path to successfully complete the project or phase. When the Planning Process Group is well managed, it is much easier to get stakeholder buy-in and engagement. These processes describe how this will be done, resulting in the desired objectives.
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

69. Planning Process: 4.2 Develop Project Management Plan
The process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan. The project's integrated baselines and subsidiary plans may be included within the project management plan
Input
Project charter
Outputs from other processes
Enterprise environmental factors
Organizational process assets
Tools & Techniques
Expert judgement
Facilitation techniques
Output
Project management plan
Knowledge Area: Project Integration Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

70. Planning Process: 5.1 Plan Scope Management
The process of creating a scope management plan that documents how the project scope will be defined, validated and controlled.
Input
Project management plan
Project charter
Enterprise environmental factors
Organizational process assets
Tools & Techniques
Expert judgement
Meetings
Output
Scope management plan
Requirements management plan
Knowledge Area: Project Scope Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

71. Planning Process: 5.2 Collect Requirements
The process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives.
Input
Scope management plan
Requirements management plan
Stakeholder management plan
Project charter
Stakeholder register
..continued on next slide
Knowledge Area: Project Scope Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

72. Planning Process: 5.2 Collect Requirements
The process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives.
Tools & Techniques
Interviews
Focus groups
Facilitated workshops
Group creativity techniques
Group decision making techniques
Questionnaires and surveys
Observations
Prototypes
Benchmarking
Context diagrams
Document analysis
Output
Requirements documentation
Requirements traceability matrix
Knowledge Area: Project Scope Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

73. Planning Process: 5.3 Define Scope
The process of developing a detailed description of the project and product.
Input
Scope management plan
Project charter
Requirements documentation
Organizational process assets
Tools & Techniques
Expert judgement
Product analysis
Alternatives generation
Facilitated workshops
Output
Project scope statement
Project documents updates
Knowledge Area: Project Scope Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

74. Planning Process: 5.4 Create WBS
The process of subdividing project deliverables and project work into smaller, more manageable components.
Input
Scope management plan
Project scope statement
Requirements documentation
Enterprise environmental factors
Organizational process assets
Tools & Techniques
Decomposition
Expert judgement
Output
Scope baseline
Project documents updates
Knowledge Area: Project Scope Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

75. Planning Process: 6.1 Plan Schedule Management
The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.
Input
Project management plan
Project charter
Enterprise environmental factors
Organizational process assets
Tools & Techniques
Expert judgement
Analytical techniques
Meetings
Output
Schedule Management plan
Knowledge Area: Project Time Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

76. Planning Process: 6.2 Define Activities
The process of identifying and documenting the specific actions to be performed to produce the project deliverables.
Input
Schedule management plan
Scope baseline
Enterprise environmental factors
Organizational process assets
Tools & Techniques
Decomposition
Rolling wave planning
Expert judgement
Output
Activity list
Activity attributes
Milestone list
Knowledge Area: Project Time Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

77. Planning Process: 6.3 Sequence Activities
The process of identifying and documenting relationships among the project activities.
Input
Schedule management plan
Activity list
Activity attributes
Milestone list
Project scope statement
Enterprise environmental factors
Organizational process assets
Tools & Techniques
Prededence diagramming method (PDM)
Dependency determination
Leads and lags
Output
Project schedule network diagrams
Project documents updates
Knowledge Area: Project Time Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

78. Planning Process: 6.4 Estimate Activity Resources
The process of estimating the type and quantities of material, human resources, equipment or supplies required to perform each activity.
Input
Schedule management plan
Activity list
Activity attributes
Resource calendars
Risk register
Activity cost estimates
Enterprise environmental factors
Organizational process assets
..continued on next slide
Knowledge Area: Project Time Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

79. Planning Process: 6.4 Estimate Activity Resources
The process of estimating the type and quantities of material, human resources, equipment or supplies required to perform each activity.
Tools & Techniques
Expert judgement
Alternatives analysis
Published estimating data
Bottom-up estimating
Project management software
Output
Activity resource requirements
Resource breakdown structure
Project document update
Knowledge Area: Project Time Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

80. Planning Process: 6.5 Estimate Activity Durations
The process of estimating the number of work periods needed to complete individual activities with estimated resources.
Input
Schedule management plan
Activity list
Activity attributes
Activity resource requirements
Resource calendars
Project scope statement
Risk register
Resource breakdown structure
Enterprise environmental factors
Organizational process assets
..continued on next slide
Knowledge Area: Project Time Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

81. Planning Process: 6.5 Estimate Activity Durations
The process of estimating the number of work periods needed to complete individual activities with estimated resources.
Tools & Techniques
Expert judgement
Analogous estimating
Parametric estimating
Three-point estimating
Group decision-making techniques
Reserve analysis
Output
Activity duration estimates
Project documents updates
Knowledge Area: Project Time Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

82. Planning Process: 6.6 Develop Schedule
The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model.
Input
Schedule management plan
Activity list
Activity attributes
Project schedule network diagrams
Activity resource requirements
Resource calendars
Activity duration estimates
Project scope statement
Risk register
Project staff assignaments
Resource breakdown structure
Enterprise environmental factors
Organizational process assets
..continued on next slide
Knowledge Area: Project Time Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

83. Planning Process: 6.6 Develop Schedule
The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model.
Tools & Techniques
Schedule network analysis
Critical path method
Critical chain method
Resource optimization techniques
Modelling techniques
Leads and lags
Schedule compression
Scheduling tool
Output
Schedule baseline
Project schedule
Schedule data
Project calendars
Project management plan updates
Project documents updates
Knowledge Area: Project Time Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

84. Planning Process: 7.1 Plan Cost Management
The process that establishes the policies, procedures, and documentation for planning, managing, expending and controlling project costs.
Input
Project management plan
Project charter
Enterprise environmental factors
Organizational Process assets
Tools & Techniques
Expert judgement
Analytical techniques
Meetings
Output
Cost management plan
Knowledge Area: Project Cost Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

85. Planning Process: 7.2 Estimate Costs
The process of developing an approximation of the monetary resources needed to complete project activities.
Input
Cost management plan
Human resource management plan
Scope baseline
Project schedule
Risk register
Enterprise environmental factors
Organizational process assets
..continued on next slide
Knowledge Area: Project Cost Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

86. Planning Process: 7.2 Estimate Costs
The process of developing an approximation of the monetary resources needed to complete project activities.
Tools & Techniques
Expert judgement
Analogous estimating
Parametric estimating
Bottom-up estimating
Three-point estimating
Cost of quality
Project management software
Vendor bid analysis
Group decision-making techniques
Output
Activity cost estimates
Basis of estimates
Project documents updates
Knowledge Area: Project Cost Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

87. Planning Process: 7.3 Determine Budget
The process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline.
Input
Cost management plan
Scope baseline
Activity cost estimates
Basis of estimates
Project schedule
Resource calendars
Risk register
Agreements
Organizational process assets
..continued on next slide
Knowledge Area: Project Cost Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

88. Planning Process: 7.3 Determine Budget
The process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline.
Tools & Techniques
Cost aggregation
Reserve analysis
Expert judgement
Historical relationships
Funding limit reconciliation
Output
Cost baseline
Project funding requirements
Project documents updates
Knowledge Area: Project Cost Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

89. Planning Process: 8.1 Plan Quality Management
The process of identifying quality requirements and/or standards for the project and its deliverables, and documenting how the project will demonstrate compliance with relevant quality requirements.
Input
Project Management plan
Stakeholder register
Risk register
Requirements documentation
Enterprise environmental factors
Organizational process assets
..continued on next slide
Knowledge Area: Project Quality Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

90. Planning Process: 8.1 Plan Quality Management
The process of identifying quality requirements and/or standards for the project and its deliverables, and documenting how the project will demonstrate compliance with relevant quality requirements.
Tools & Techniques
Cost-benefit analysis
Cost of quality
Seven basic quality tools
Benchmarking
Design of experiments
Statistical sampling
Additional quality planning tools
Meetings
..continued on next slide
Knowledge Area: Project Quality Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

91. Planning Process: 8.1 Plan Quality Management
The process of identifying quality requirements and/or standards for the project and its deliverables, and documenting how the project will demonstrate compliance with relevant quality requirements.
Output
Quality mangement plan
Process improvement plan
Quality metrics
Quality checklists
Project documents updates
Knowledge Area: Project Quality Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

92. Planning Process: 9.1 Plan Human Resource Management
The process of identifying and documenting project roles, responsibilities, required skills, reporting relationships, and creating a staffing management plan
Input
Project management plan
Activity resource requirements
Enterprise environmental factors
Organizational process assets
Tools & Techniques
Organization charts and position descriptions
Networking
Organizational theory
Expert judgement
Meetings
..continued on next slide
Knowledge Area: Project Human Resource Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

93. Planning Process: 9.1 Plan Human Resource Management
The process of identifying and documenting project roles, responsibilities, required skills, reporting relationships, and creating a staffing management plan
Output
Human Resource management plan
Knowledge Area: Project Human Resource Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

94. Planning Process: 10.1 Plan Communications Management
The process of developing an appropriate approach and plan for project communications based on stakeholder's information needs and requirements, and available organizational assets.
Input
Project management plan
Stakeholder register
Enterprise environmental factors
Organizational process assets
Tools & Techniques
Communication requirements analysis
Communication technology
Communication models
Communication methods
Meetings
Output
Communication management plan
Project documents updates
Knowledge Area: Project Communications Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

95. Planning Process: 11.1 Plan Risk Management
The process of defining how to conduct risk management activities for a project.
Input
Project management plan
Project charter
Stakeholder register
Enterprise environmental factors
Organizational process assets
Tools & Techniques
Analytical techniques
Expert judgement
Meetings
..continued on next slide
Knowledge Area: Project Risk Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

96. Planning Process: 11.1 Plan Risk Management
The process of defining how to conduct risk management activities for a project.
Output
Risk Management plan
Knowledge Area: Project Risk Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

97. Planning Process: 11.2 Identify Risks
The process of determining which risks may affect the project and documenting their characteristics.
Input
Risk mangement plan
Cost management plan
Schedule management plan
Quality management plan
Human resource management plan
Scope baseline
Activity cost estimates
Activity duration estimates
Stakeholder register
Project documents
Enterprise environmental factors
Organizational process assets
..continued on next slide
Knowledge Area: Project Risk Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

98. Planning Process: 11.2 Identify Risks
The process of determining which risks may affect the project and documenting their characteristics.
Tools & Techniques
Documentation reviews
Information gathering techniques
Checklist analysis
Assumptions analysis
Diagramming techniques
SWOT analysis
Expert judgement
Output
Risk register
Knowledge Area: Project Risk Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

99. Planning Process: 11.3 Perform Qualitative Risk Analysis
The process of determining which risks may affect the project and documenting their characteristics.
Input
Risk management plan
Scope baseline
Risk register
Enterprise environmental factors
Organizational process assets
..continued on next slide
Knowledge Area: Project Risk Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

100. Planning Process: 11.3 Perform Qualitative Risk Analysis
The process of prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact.
Tools & Techniques
Risk probability and impact assessment
Probability and impact matrix
Risk data quality assessment
Risk categorization
Risk urgency assessmment
Expert judgement
Output
Project documents updates
Knowledge Area: Project Risk Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

101. Planning Process: 11.4 Perform Quantitative Risk Analysis
The process of numerically analyzing the effect of identified risks on overall project objectives.
Input
Risk mangement plan
Cost management plan
Schedule management plan
Risk register
Enterprise environmental factors
Organizational process assets
Tools & Techniques
Data gathering and representation techniques
Quantitative risk analysis and modelling techniques
Expert judgement
..continued on next slide
Knowledge Area: Project Risk Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

102. Planning Process: 11.4 Perform Quantitative Risk Analysis
The process of numerically analyzing the effect of identified risks an overall project objectives
Output
Project documents updates
Knowledge Area: Project Risk Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

103. Planning Process: 11.5 Plan Risk Responses
The process of developing options and actions to enhance opportunities and to reduce threats to project objectives.
Input
Risk management plan
Risk register
Tools & Techniques
Strategies for negative risks or threats
Strategies for positive risks or opportunities
Contingent response strategies
Expert judgement
Output
Project management plan updates
Project documents updates
Knowledge Area: Project Risk Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

104. Planning Process: 12.1 Plan Procurement Management
The process of documenting project procurement decisions, specifying the approach, and identifying potential sellers.
Input
Project management plan
Requirements documentation
Risk register
Activity resource requirements
Project schedule
Activity cost estimates
Stakeholder register
Enterprise environmental factors
Organizational process assets
..continued on next slide
Knowledge Area: Project Procurement Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

105. Planning Process: 12.1 Plan Procurement Management
The process of documenting project procurement decisions, specifying the approach, and identifying potential sellers.
Tools & Techniques
Make-or-buy analysis
Expert judgement
Market research
Meetings
Output
Procurement management plan
Procurement statement of work
Procurement documents
Source selection criteria
Make-or-buy decisions
Change requests
Project documents updates
Knowledge Area: Project Procurement Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

106. Planning Process: 13.2 Plan Stakeholder Management
The process of developing appropriate management strategies to effectively engage stakeholders throughout the project life cycle, based on the analysis of their needs, interests, and potential impact on project success.
Input
Project management plan
Stakeholder register
Enterprise environmental factors
Organizational process assets
Tools & Techniques
Expert judgement
Meetings
Analytical techniques
Output
Stakeholder management plan
Project documents updates
Knowledge Area: Project Stakeholder Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

107. Executing Process Group
The Executing Process Group consists of 8 processes performed to complete the work defined in the project management plan to satisfy the project specifications.
This Process Group involves coordinating people and resources, managing stakteholder expectation, as well as integrating and performing the activities of the project in accordance with the project management plan.
A large portion of the project's budget will be expended in performing the Executing Process Group processes.
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

108. Executing Process: 4.3 Direct & Manage Project Execution
The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project's objectives.
Input
Project management plan
Approved change requests
Enterprise envrionmental factors
Organizational process assets
Tools & Techniques
Expert judgement
Project management information systems
Meetings
..continued on next slide
Knowledge Area: Project Integration Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

109. Executing Process: 4.3 Direct & Manage Project Execution
The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project's objectives.
Output
Deliverables
Work performance data
Change requests
Project management plan updates
Project documents updates
Knowledge Area: Project Integration Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

110. Executing Process: 8.2 Perform Quality Assurance
The process of auditing the quality requirements and the results from quality control measurements to ensure that appropriate quality standards and operational definitions are used.
Input
Quality management plan
Process improvement plan
Quality metrics
Quality control measurements
Project documents
..continued on next slide
Knowledge Area: Project Quality Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

111. Executing Process: 8.2 Perform Quality Assurance
The process of auditing the quality requirements and the results from quality control measurements to ensure that appropriate quality standards and operational definitions are used.
Tools & Techniques
Quality management and control tools
Quality audits
Process analysis
Output
Change requests
Project management plan updates
Project documents updates
Organizational process asset updates
Knowledge Area: Project Quality Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

112. Executing Process: 9.2 Acquire Project Team
The process of confirming human resource availability and obtaining the team necessary to complete project activities.
Input
Human resource management plan
Enterprise environmental factors
Organizational process assets
Tools & Techniques
Pre-assignment
Negotiation
Acquisition
Virtual teams
Multi-criteria decision analysis
..continued on next slide
Knowledge Area: Project Human Resource Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

113. Executing Process: 9.2 Acquire Project Team
The process of confirming human resource availability and obtaining the team necessary to complete project activities.
Output
Project staff assignments
Resource calendars
Project management plan updates
Knowledge Area: Project Human Resource Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

114. Executing Process: 9.3 Develop Project Team
The process of improving the competencies, team member interaction, and overall team environment to enhance project performance.
Input
Human resource management plan
Project staff assignments
Resource calendars
Tools & Techniques
Interpersonal skills
Training
Team-building activities
Ground rules
Colocation
Recognition and rewards
Personnel assessment tools
..continued on next slide
Knowledge Area: Project Human Resource Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

115. Executing Process: 9.3 Develop Project Team
The process of improving the competencies, team member interaction, and overall team environment to enhance project performance.
Output
Team performance assessments
Enterprise environmental factors updates
Knowledge Area: Project Human Resource Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

116. Executing Process: 9.4 Manage Project Team
The process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance.
Input
Human resource management plan
Project staff assignments
Team performance assessments
Issue log
Work performance reports
Organizational process assets
..continued on next slide
Knowledge Area: Project Human Resource Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

117. Executing Process: 9.4 Manage Project Team
The process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance.
Tools & Techniques
Observation and conversation
Project performance appraisal
Conflict management
Interpersonal skills
..continued on next slide
Knowledge Area: Project Human Resource Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

118. Executing Process: 9.4 Manage Project Team
The process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance.
Output
Change requests
Project management plan updates
Project documents updates
Enterprise environmental factors updates
Organizational process assets updates
Knowledge Area: Project Human Resource Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

119. Executing Process: 10. 2 Manage Communications
The process of creating, collecting, distributing, storing, retrieving, and the ultimate disposition of project information in accordance to the communications management plan.
Input
Communications management plan
Work performance reports
Enterprise environmental factors
Organizational process assets
Tools & Techniques
Communication technology
Communication models
Communication methods
Information management systems
Performance reporting
..continued on next slide
Knowledge Area: Project Communications Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

120. Executing Process: 10. 2 Manage Communications
The process of creating, collecting, distributing, storing, retrieving, and the ultimate disposition of project information in accordance to the communications management plan.
Output
Project communications
Project management plan updates
Project documents updates
Organizational process assets updates
Knowledge Area: Project Communications Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

121. Executing Process: 12.2 Conduct Procurements
The process of obtaining seller responses, selecting a seller, and awarding a contract.
Input
Procurement management plan
Procurement documents
Source selection criteria
Seller proposals
Project documents
Make-or-buy decisions
Procurement statement of work
Organizational process assets
..continued on next slide
Knowledge Area: Project Procurement Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

122. Executing Process: 12.2 Conduct Procurements
The process of obtaining seller responses, selecting a seller, and awarding a contract.
Tools & Techniques
Bidder conference
Proposal evaluation techniques
Independent estimates
Expert judgement
Advertising
Analytical techniques
Procurement negotiations
..continued on next slide
Knowledge Area: Project Procurement Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

123. Executing Process: 12.2 Conduct Procurements
The process of obtaining seller responses, selecting a seller, and awarding a contract.
Output
Selected sellers
Agreements
Resource calendars
Change requests
Project management plan updates
Project documents updates
Knowledge Area: Project Procurement Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

124. Executing Process: 13.3 Manage Stakeholder Engagement
The process of communicating and working with stakeholders to meet their needs/expectations, address issues as they occur, and foster appropriate stakeholder engagement in project activities throughout the project life cycle.
Input
Stakeholder management plan
Communications management plan
Change log
Organizational process assets
Tools & Techniques
Communications methods
Interpersonal skills
Mangement skills
..continued on next slide
Knowledge Area: Project Stakeholder Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

125. Executing Process: 13.3 Manage Stakeholder Engagement
The process of communicating and working with stakeholders to meet their needs/expectations, address issues as they occur, and foster appropriate stakeholder engagement in project activities throughout the project life cycle.
Output
Issue log
Change requests
Project management plan updates
Project documents updates
Organizational process assets updates
Knowledge Area: Project Stakeholder Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

126. Monitoring & Controlling Process Group
The Monitoring and Controlling Process Group consists of
11 processes required to track, review, and orchestrate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes.
The key benefit of this Process Group is that project performance is measured and analyzed at regular intervals, appropriate events or exception conditions, using appropriate events or exception conditions to identify variances from the project management plan. This continuous monitoring provides the project team insight into the health of the project and identifies any areas requiring additional attention. The Monitoring and Controlling Process Group not only monitors and controls the work being done within an Process Group, but also monitors the entire project effort.
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

127. Monitoring/Controlling Process: 4.4 Monitor & Control Project Work
The process of tracking, reviewing, and reporting project progress to meet the the performance objectives defined in the project management plan.
Input
Project management plan
Schedule forecasts
Cost forecasts
Validated changes
Work performance information
Enterprise environmental factors
Organizational process assets
..continued on next slide
Knowledge Area: Project Integration Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

128. Monitoring/Controlling Process: 4.4 Monitor & Control Project Work
The process of tracking, reviewing, and reporting project progress to meet the the performance objectives defined in the project management plan.
Tools & Techniques
Expert judgement
Analytical techniques
Project management information system
Meetings
Output
Change requests
Work performance reports
Project management plan updates
Project documents updates
Knowledge Area: Project Integration Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

129. Monitoring/Controlling Process: 4.5 Perform Integrated Change Control
The process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan; and communicating their disposition. It reviews all requests for changes or modifications to project documents, deliverables, baselines, or the project managment plan and approves or rejects the changes.
Input
Project management plan
Work performance reports
Change requests
Enterprise environmental factors
Organizational process assets
Tools & Techniques
Expert judgement
Meetings
Change control tools
..continued on next slide
Knowledge Area: Project Integration Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

130. Monitoring/Controlling Process: 4.5 Perform Integrated Change Control
The process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan; and communicating their disposition. It reviews all requests for changes or modifications to project documents, deliverables, baselines, or the project managment plan and approves or rejects the changes.
Output
Approved change requests
Change log
Project management plan updates
Project documents updates
Knowledge Area: Project Integration Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

131. Überwachungs- und Steuerungsprozess: 5.5 Validate Scope
The process of formalizing acceptance of the completed project deliverables.
Inputs
Project management plan
Requirements documentation
Requirements traceability matrix
Verified deliverables
Work performance data
Tools & Techniques
Inspection
Group decision-making techniques
siehe Fortsetzung
Knowlegde Area: Inhalts- und Umfangsmanagement in Projekten
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

132. Überwachungs- und Steuerungsprozess: 5.5 Validate Scope
The process of formalizing acceptance of the completed project deliverables.
Outputs
Accepted deliverables
Change requests
Work performance information
Project documents updates
Knowlegde Area: Inhalts- und Umfangsmanagement in Projekten
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

133. Überwachungs- und Steuerungsprozess: 5.6 Control Scope
The process of monitoring the status of the project and product scope and managing changes to the scope baseline.
Inputs
Project management plan
Requirements documentation
Requirements traceability matrix
Work performance data
Organizational process assets
Tools & Techniques
Variance analysis
siehe Fortsetzung
Knowlegde Area: Inhalts- und Umfangsmanagement in Projekten
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

134. Überwachungs- und Steuerungsprozess: 5.6 Control Scope
The process of monitoring the status of the project and product scope and managing changes to the scope baseline.
Outputs
Work performance information
Change requests
Project management plan updates
Project documents updates
Organizational process assets updates
Knowlegde Area: Inhalts- und Umfangsmanagement in Projekten
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

135. Monitoring/Controlling Process: 6.7 Control Schedule
The process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan.
Input
Project management plan
Project schedule
Work performance data
Project calendars
Schedule data
Organizational process assets
..continued on next slide
Knowledge Area: Project Time Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

136. Monitoring/Controlling Process: 6.7 Control Schedule
The process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan.
Tools & Techniques
Performance reviews
Project management software
Resource optimization techniques
Modelling techniques
Leads and lags
Schedule compression
Scheduling tool
..continued on next slide
Knowledge Area: Project Time Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

137. Monitoring/Controlling Process: 6.7 Control Schedule
The process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan.
Output
Work performance information
Schedule forecasts
Change requests
Project management plan updates
Project documents updates
Organizational process assets updates
Knowledge Area: Project Time Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

138. Monitoring/Controlling Process: 7.4 Control Costs
The process of monitoring the status of the project to update the project costs and managing changes to the cost baseline.
Input
Project Management plan
Project funding requirements
Work performance data
Organizational process assets
..continued on next slide
Knowledge Area: Project Cost Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

139. Monitoring/Controlling Process: 7.4 Control Costs
The process of monitoring the status of the project to update the project costs and managing changes to the cost baseline.
Tools & Techniques
Earned value mangement
Forecasting
To-complete performance index (TCPI)
Performance reviews
Project management software
Reserve analysis
..continued on next slide
Knowledge Area: Project Cost Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

140. Monitoring/Controlling Process: 7.4 Control Costs
The process of monitoring the status of the project to update the project costs and managing changes to the cost baseline.
Output
Work performance information
Cost forecasts
Change requests
Project management plan updates
Project documents updates
Organizational process assets updates
Knowledge Area: Project Cost Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

141. Monitoring/Controlling Process: 8.3 Control Quality
The process of monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes.
Input
Project management plan
Quality metrics
Quality checklists
Work performance data
Approved change requests
Deliverables
Project documents
Organizational process assets
..continued on next slide
Knowledge Area: Project Quality Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

142. Monitoring/Controlling Process: 8.3 Control Quality
The process of monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes.
Tools & Techniques
Seven basic quality tools
Statistical sampling
Inspection
Approved change requests review
..continued on next slide
Knowledge Area: Project Quality Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

143. Monitoring/Controlling Process: 8.3 Control Quality
The process of monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes.
Output
Quality control measurements
Validated changes
Verified deliverables
Work performance information
Change requests
Project management plan updates
Project documents updates
Organizational process assets updates
Knowledge Area: Project Quality Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

144. Monitoring/Controlling Process: 10.3 Control Communications
The process of monitoring and controlling communications throughout the entire project life cycle to ensure the information needs of the project stakeholders are met.
Input
Project management plan
Project communications
Issue log
Work performance data
Organizational process assets
Tools & Techniques
Information management systems
Expert judgement
Meetings
..continued on next slide
Knowledge Area: Project Communications Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

145. Monitoring/Controlling Process: 10.3 Control Communications
The process of monitoring and controlling communications throughout the entire project life cycle to ensure the information needs of the project stakeholders are met.
Output
Work performance information
Change requests
Project management plan updates
Project documents updates
Organizational process assets updates
Knowledge Area: Project Communications Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

146. Monitoring/Controlling Process: 11.6 Control Risks
The process of implementing risk response plans, tracking identified risks, monitoring residual risks, identifying new risks, and evaluating the risk process effectiveness throughout the project.
Input
Project management plan
Risk register
Work performance data
Work performance reports
..continued on next slide
Knowledge Area: Project Risk Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

147. Monitoring/Controlling Process: 11.6 Control Risks
The process of implementing risk response plans, tracking identified risks, monitoring residual risks, identifying new risks, and evaluating the risk process effectiveness throughout the project.
Tools & Techniques
Risk reassessment
Risk audits
Variance and trend analysis
Technical performance measurement
Reserve analysis
Meetings
..continued on next slide
Knowledge Area: Project Risk Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

148. Monitoring/Controlling Process: 11.6 Control Risks
The process of implementing risk response plans, tracking identified risks, monitoring residual risks, identifying new risks, and evaluating the risk process effectiveness throughout the project.
Output
Work performance information
Change requests
Project management plan updates
Project documents updates
Organizational process assets updates
Knowledge Area: Project Risk Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

149. Monitoring/Controlling Process: 12.3 Control Procurements
The process of managing procurement relationships, monitoring contract performance, and making changes and corrections as appropriate.
Input
Project management plan
Procurement documents
Agreements
Approved change requests
Work performance reports
Work performance data
..continued on next slide
Knowledge Area: Project Procurement Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

150. Monitoring/Controlling Process: 12.3 Control Procurements
The process of managing procurement relationships, monitoring contract performance, and making changes and corrections as appropriate.
Tools & Techniques
Contract change control system
Procurement performance reviews
Inspections and audits
Performance reporting
Payment systems
Claims administration
Records management system
..continued on next slide
Knowledge Area: Project Procurement Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

151. Monitoring/Controlling Process: 12.3 Control Procurements
The process of managing procurement relationships, monitoring contract performance, and making changes and corrections as appropriate.
Output
Work performance information
Change requests
Project management plan updates
Project documents updates
Organizational process assets updates
Knowledge Area: Project Procurement Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

152. Monitoring/Controlling Process: 13.4 Control Stakeholder Engagement
The process of monitoring overall project stakeholder relationships and adjusting strategies and plans for engaging stakeholders.
Input
Project management plan
Issue log
Work performance data
Project documents
Tools & Techniques
Information management systems
Expert judgement
Meetings
..continued on next slide
Knowledge Area: Project Stakeholder Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

153. Monitoring/Controlling Process: 13.4 Control Stakeholder Engagement
The process of monitoring overall project stakeholder relationships and adjusting strategies and plans for engaging stakeholders.
Output
Work performance information
Change requests
Project management plan updates
Project documents updates
Organizational process assets updates
Knowledge Area: Project Stakeholder Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

154. Closing Process Group
The Closing Process Group consists of 2 processes performed to conclude all activities across all Project Management Process Groups to formally complete the project, phase, or contractual obligations.
This Process Group, when completed, verifies that the defined processes are completed within all the Process Groups to close the project or project phase, as appropriate, and formally establishes that the project or project phase is complete.
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

155. Closing Process: 4.6 Close Project or Phase
The process of finalizing all acitvities across all of the Project Management Process Groups to formally complete the project or phase.
Input
Project management plan
Accepted deliverables
Organizational process assets
Tools & Techniques
Expert judgement
Analytical techniques
Meetings
Output
Final product, service, or result transition
Organizational process assets updates
Knowledge Area: Project Integration Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP

156. Closing Process: 12.4 Close Procurements
The process of completing each procurement.
Input
Project management plan
Procurement documents
Tools & Techniques
Procurement audits
Procurement negotions
Records management system
Output
Closed procurements
Organizational process assets updates
Knowledge Area: Project Procurement Management
Part II - Project Management processes by Process Groups (details) by Axel Sasse, PMP