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CHAPTER 3


PROJECT MANAGEMENT PROCESSES 
        FOR A PROJECT
        FOR A PROJECT

        Ahmad H. Maharma
             PMP®
Project Management

Project management is the application of knowledge, skills, tools, and
techniques to project activities to meet project requirements.

This application of knowledge requires the effective management of
appropriate processes.

A process is a set of interrelated actions and activities performed to
achieve a pre‐specified product, result, or service.

Each process is characterized by its inputs, the tools and techniques
that can be applied, and the resulting outputs.
Project Management  Approach
ln order for a project to be successful, the project team must:
ln order for a project to be successful the project team must:
• Select appropriate processes required to meet the project 
   objectives,

• Use a defined approach that can be adopted to meet 
  requirements,

• Comply with requirements to meet stakeholder needs and
  Comply with requirements to meet stakeholder needs and 
  expectations, and

• Balance the competing demands of scope, time, cost, quality, 
  resources, and risk to produce the specified product, service, or 
  result.
  result
Project Management Process Groups
•   initiating Process Group: Those processes performed to define a new project
    or a new phase of an existing project by obtaining authorization to start the
    project or phase.

•   Planning Process Group: Those processes required to establish the scope of
    the project, refine the objectives, and define the course 0f action required to
    attain the objectives that the project was undertaken to achieve.
                 j                 p j

•   Executing Process Group: Those processes performed to complete the work
    defined in the project management plan to satisfy the project specifications.

•   Monitoring and Controlling Process Group: Those processes required to track,
    review, and regulate the progress and performance of the project; identify any
    areas in which changes to the plan are required; and initiate the corresponding
    changes.

•   Closing Process Group: Those processes performed to f l
     l                          h                    f     d     finalize all activities
                                                                           ll
    across all process groups to formally close the project or phase.
3.1 Common Project Management Process interactions

The project management processes are presented as discrete
elements with well‐defined interfaces.

However, in practice they overlap and interact in ways that are not
completely d
    l l detailed h
               l d here.

Most experienced project management practitioners recognize there
is more than one way to manage a project.
3.1 Common Project Management Process interactions

The required process groups and their constituent processes are
guides for applying appropriate project management knowledge and
skills during the project.

The application of the project management processes is iterative, and
 h     l         f h                                                d
many processes are repeated during the project.
Pmbok 4th edition   chapter 3 - Project Management Processes for a Project
Pmbok 4th edition   chapter 3 - Project Management Processes for a Project
3.2 Project Management Process Groups
A process group includes the constituent project management
processes that are linked by the respective inputs and outputs where
the result or outcome of one process becomes the input to another.

The process groups are not project phases.

When large or complex projects are separated into distinct phases or
subprojects such as feasibility study, concept development, design,
prototype, build, test, etc.,

all of the process groups would normally be repeated for each phase
or subproject.
Table 3‐1 reflects the mapping of the
   42 Project management processes
   5 Project Management Process Groups
   9 Project Management Knowledge Areas.

The project management processes are shown in the process group in
which most of the activity takes place.
                         y       p

For example, when a process that normally takes place in the
Planning Process Group is updated in the Executing Process Group, it
is not considered a new process.
Pmbok 4th edition   chapter 3 - Project Management Processes for a Project
Pmbok 4th edition   chapter 3 - Project Management Processes for a Project
PM Knowledge Areas & Process Groups
PM Process        Initiating Process        Planning Process Group            Executing Process           Monitoring & Controlling           Closing
Groups /          Group                                                       Group                       Process Group                      Process
Knowledge                                                                                                                                    Group
Area Processes
Project           Develop Project Charter   Develop Project Management        Direct and Manage Project   Monitor and Control Project Work   Close Project
Management                                  Plan                              Execution                   Integrated Change Control
Integration

Project Scope                               Collect requirements                                          Verify Scope
Management                                  Define Scope                                                  Control Scope
                                            Create WBS

Project Time                                Define Activity
                                                          y                                               Schedule Control
Management                                  Sequence Activity
                                            Estimating Resource
                                            Estimating Duration
                                            Develop Schedule

Project Cost                                Estimating Cost                                               Control Cost
Management                                  Budgeting Cost

Project Quality                             Quality Planning                  Perform Quality Assurance   Perform Quality Control
Management

Project HR                                  Human Resources Planning          Acquire Project Team
Management                                                                    Develop Project Team
                                                                              Manage Project Team


Project
P j t             Identify Stakeholders
                  Id tif St k h ld          Plan Communications
                                            Pl C       i ti                   Distribute Information
                                                                              Di t ib t I f     ti        Performance Reporting
                                                                                                          P f         R    ti
Communications                                                                Manage stakeholders
Management                                                                    expectations

Project Risk                                Plan Risk Management                                          Risk Monitoring and Control
Management                                  Risk Identification
                                            Qualitative / Quantitative Risk
                                            Analysis
                                            Risk R
                                            Ri k Response Planning
                                                              Pl   i

Project                                     Plan procurement                  Conduct procurement         Administer Contract                Close
Procurement                                                                                                                                  procurement
Management
PM Knowledge Areas & Process Groups/ by Rita
3.3 Initiating Process Group
The initiating Process Group consists of those 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
                        committed.

internal and external stakeholders who will interact and influence the
overall outcome of the project are identified.

lf not already assigned, the project manager will be selected.
This information is captured in the Project Charter and stakeholder
register.
register
3.3 Initiating Process Group

When the project charter is approved, the project becomes officially
authorized.

Although the project management team may help write the project
charter, approval and f d
 h              l d funding are h dl d external to the project
                                handled        l     h
boundaries
(Figure 3‐4).
        3 4).
3.3 Initiating Process Group
lnvoking the lnitiating processes at the start of each phase helps
keep the project focused on the business need the project was
undertaken to address.

The success criteria are verified, and the influence and objectives of
the project stakeholders are reviewed
                              reviewed.

A decision is then made as to whether the project should be
continued, delayed, or discontinued.

lnvolving the customers and other stakeholders during initiation
generally improves the probability of shared ownership, deliverable
acceptance,
acceptance and customer and other stakeholder satisfaction
                                                satisfaction.
3.3.1 Develop Project Charter
Develop Project Charter is the process 0f developing a document that
formally authorizes a project or a phase and documenting initial
requirements that satisfy the stakeholder's needs and expectations.

ln multiphase projects, this process is used to validate or refine the
decisions made during the previous iteration of Develop Project
Charter.
3.3.2 ldentify Stakeholders
Id tif St k h ld is the process of identifying all people or
Identify Stakeholders
organizations impacted by the project, and documenting
relevant information regarding their interests, involvement,
and impact on project success.
3.4 Planning Process Group
The Planning Process Group consists of those 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.
    p j                                        y         p j



 The multi‐dimensional nature of project management creates
repeated feedback loops for additional analysis. As more project
information or characteristics are gathered and understood
                                                     understood,
additional planning may be required.
3.4 Planning Process Group

Significant changes occurring throughout the project life cycle trigger
a need to revisit one or more of the planning processes and, possibly,
some of the initiating processes.



This progressive detailing of the project management plan is often
called "rolling wave planning," indicating that planning and
         rolling         planning,
documentation are iterative and ongoing processes.
Pmbok 4th edition   chapter 3 - Project Management Processes for a Project
3.4.1 Develop Project Management Plan
Develop Project Management Plan is the process of documenting the
actions necessary to define, prepare, integrate, and coordinate all subsidiary plans.

The project management plan becomes the primary source of information for how
the project will be planned, executed, monitored and controlled, and closed.
3.4.2 Collect Requirements
• Collect Requirements i th
                       is the process of defining and 
                                       f d fi i     d
  documenting stakeholders' needs to meet the
  project objectives.
3.4.3 Define Scope
• Define Scope i
               is
               the
               th process of d l i a d t il d
                              f developing detailed
  description of the project and product.
3.4.4 Create WBS
• Create Work Breakdown Structureis the
                                 i th process 0f
  subdividing project deliverables and project work
  into
  i t smaller, more manageable components.
          ll                  bl            t
3.4.5 Define Activities
                 is the
                 i th process of id tif i
• Define Activities              f identifying th
                                               the
  specific actions to be performed to produce the
  project d li
     j t deliverables.
                   bl
3.4.6 Sequence Activities
               is the
               i th process of id tif i and
• Sequence Activities         f identifying d
  documenting relationships among the project
  activities.
    ti iti
3.4.7 Estimate Activity Resources
• Estimate Activity Resources i
                         the  is
                         th process of estimating
                                     f ti ti
  the type and quantities of material, people,
  equipment, or supplies required t perform each
      i     t       li       i d to    f        h
  activity.
3.4.8 Estimate Activity Durations
• Estimate    Activity     is th
                           i   the process of
                         Durations           f
  approximating the number of work periods
  needed t complete i di id l activities with
      d d to       l t individual  ti iti  ith
  estimated resources.
3.4.9 Develop Schedule
               is the process of analyzing activity 
               i th
• Develop Schedule              f    l i      ti it
  sequences, durations, resource requirements, and 
  schedule constraints to create the project 
    h d l      t i t t        t th      j t
  schedule.
3.4.10 Estimate Costs
             is the process of developing an 
             i th
• Estimate Costs              fd l i
  approximati0n of the monetary resources needed 
  to complete project activities.
  t      l t      j t ti iti
3.4.11 Determine Budget
• Determine Budget i th
                   is the process of aggregating the 
                                   f        ti th
  estimated costs of individual activities or work 
  packages to establish an authorized cost baseline.
      k    t    t bli h      th i d         t b li
3.4.12 Plan Quality
• Plan quality is the process of identifying quality requirements
  Plan quality is the process of identifying quality requirements 
  and/or standards for the project and product, and documenting 
  how the project will demonstrate compliance.
3.4.13 Develop Human Resource PIan
  Develop Human Resource Plan is the process of identifying
• D l H         R        Pl is the process of identifying 
  and documenting project roles, responsibilities, and 
  required skills, reporting relationships, and creating a 
  required skills, reporting relationships, and creating a
  staffing management plan.
3.4.14 Plan Communications
• Plan Communications i th
                      is the process of determining 
                                      fd t    i i
  project stakeholder information needs and 
  defining a communication approach.
  d fi i             i ti           h
3.4.15 Plan Risk Management
• Plan Risk Management i th
                       is the process of defining how 
                                       f d fi i h
  to conduct risk management activities for a 
  project.
      j t
3.4.16 ldentify Risks
• identify Risks i th
                 is the process of determining which 
                                 fd t    i i    hi h
  risks may affect the project and documenting
  their characteristics.
3.4.17 Perform Qualitative Risk Analysis
  Perform Qualitative Risk Analysis is the process of prioritizing
• P f     Q lit ti Ri k A l i is the process of prioritizing 
  risks for further analysis or action by assessing and 
  combining their probability of occurrence and impact.
  combining their probability of occurrence and impact.
3.4.18 Perform Quantitative Risk Analysis
• Perform Quantitative Risk Analysis i th
                                     is the process of 
                                                     f
  numerically analyzing the effect of identified risks 
  on overall project objectives.
          ll    j t bj ti
3.4.19 Plan Risk Responses
• Plan Risk Responses i th
                      is the process of developing 
                                      fd l i
    options and actions to enhance opportunities and 
    to reduce threats to project objectives.
    t    d    th t t        j t bj ti

•
3.4.20 Plan Procurements
• Plan Procurements i th
                    is the process of documenting 
                                    fd       ti
  project purchasing decisions, specifying the 
  approach, and identifying potential sellers.
          h d id tif i         t ti l ll
3.5 Executing Process Group
• The Executing Process Group consist of those processes
  The Executing Process Group consist of those processes 
  performed to complete the work defined in the project 
  management plan to satisfy the project specifications. 
  management plan to satisfy the project specifications.

• This process group involves coordinating people
  This process group involves coordinating people

• and resources as well as integrating and performing the
  and resources, as well as integrating and performing the 
  activities of the project in accordance with the project 
  management plan (Figure 3 29).
  management plan (Figure 3‐29).
Pmbok 4th edition   chapter 3 - Project Management Processes for a Project
Executing Process Group

The Executing Process Group consist of those
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, as well as integrating and performing the
 esou ces,      e       teg at g a d pe o      gt e
activities of the project in accordance with the
p oject a age e t p a ( gu e 3 9).
project management plan (Figure 3‐29).
3.5.1 Direct and Manage Project Execution
• Di t and M
  Direct          Project Execution is the process of
         d Manage P j t E      ti
  performing the work defined in the project management
  plan to achieve the project's objectives.
                      project s
3.5.2 Perform Quality Assurance
• P f     Quality Assurance is the process of auditing the
  Perform Q lit A
  quality requirements and the results from quality control
  measurements to ensure appropriate quality standards
  and operational definitions are used.
3.5.3 Acquire Project Team
                    is the
                    i th process of confirming
• Acquire Project Team               f    fi i
  human resource availability and obtaining the
  team necessary t complete project assignments.
  t              to      l t   j t i         t
3.5.4 Develop Project Team
• D l     Project Team is the process of improving the
  Develop P j t T
  competencies, team interaction, and the overall team
  environnent to enhance Project performance.
3.5.5 Manage Project Team
• Manage Project Team is the process of tracking team member
  performance, providing feedback, resolving issues, and managing
  changes to optimize project performance.
3.5.6 Distribute lnformation
  Distribute information is the process of making relevant
• Di t ib t i f     ti
  information available to project stakeholders as planned.
3.5.7 Manage Stakeholder Expectations
• M
  Manage   Stakeholder
           St k h ld     Expectations
                         E    t ti   is the process of
  communicating and working with stakeholders to meet
  their needs and addressing issues as they occur.
3.5.8 Conduct Procurements
  Conduct Procurements is the process of obtaining seller
• C d t P           t
  responses, selecting a seller, and awarding a contract.
3.6 Monitoring and Controlling Process Group

The Monitoring and Controlling Process Gr0up consists of those
processes required to track, review, and regulate 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
observed and measured regularly and consistently to identify
                              g    y                   y           y
variances from the project management plan.
Pmbok 4th edition   chapter 3 - Project Management Processes for a Project
Monitoring and Controlling
The Monitoring and Controlling Process Group also
includes:
• Controlling changes and recommending preventive action
  in anticipation of possible problems,
• Monitoring the ongoing project activities against the
  project management plan and the project
  performance baseline and
                baseline,
• influencing the factors that could circumvent integrated
  change control so only approved changes are
  implemented.
Monitoring and Control
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 a process
group, but also monitors and controls the entire project
effort.


ln multi‐phase projects, the Monitoring and Controlling
Process Group coordinates project phases in order to
implement corrective or preventive actions to bring the
  p                        p                          g
project into compliance with the project management plan.
Monitoring and Control

This review can result in recommended and
approved updates to the project management plan.



For example a missed activity finish date may
     example,
require adjustments to the current staffing plan,
reliance on overtime or trade‐offs between budget
            overtime,
and schedule objectives.
3.6.1 Monitor and Control Project Work
• Monitor and Control Project Work is the process of tracking tracking,
  reviewing, and regulating the progress to meet the performance
  objectives defined in the project management plan.
• Monitoring includes status reporting, progress measurement, and
  forecasting.
• Performance reports provide information on the project's    project s
  performance with regard to scope, schedule, cost, resources,
  quality, and risk, which can be used as inputs to other processes.
3.6.2 Perform Integrated Change Control
• Perform integrated Change Control is the process of reviewing all
  change requests, approving changes, and managing changes to the
  deliverables, organizati0nal process assets, project documents, and
  the project management plan.
3.6.3 Verify Scope
• Verify Scope i
               is
             the
             th process of f
                           f formalizing acceptance
                                   li i       t
  of the completed project deliverables.
3.6.4 Control Scope
  Control Scope is the process of monitoring the status of the
• C t lS
  project and product scope and managing changes to the
  scope baseline.
3.6.5 Control Schedule
• C t l S h d l is the process of monitoring the status of
  Control Schedule
  the project to update project progress and managing
  changes to the schedule baseline.
3.6.6 Control Costs
• C t l C t is the process of monitoring the status of the
  Control Costs
  project to update the project budget and managing
  changes to the cost baseline.
3.6.7 Perform Quality Control
  Perform Q lit C t l is the process of monitoring and
• P f     Quality Control
  recording results of executing the quality activities to
  assess performance and recommend necessary changes.
3.6.8 Report Performance
• R    t Performance is the process of collecting and
  Report P f
  distributing performance information including status
  reports, progress measurements, and forecasts.
3.6.9 Monitor and Control Risks
• M it and C t l Ri k is the process of implementing
  Monitor d Control Risks
  risk response plans, tracking identified risks, monitoring
  residual risks, identifying new risks, and evaluating risk
  process effectiveness throughout the project.
3.6.1 0 Administer Procurements
• Administer Procurements is the process of managing procurement
  relationships, monitoring contract performance, and making
  changes and corrections as needed.
3.7 Closing Process Group
The Closing Process Group consists of those processes performed to
finalize 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 a project phase, as appropriate, and formally establishes
that the project or project phase is complete.
Closing Process Group
At project or phase closure, the following may occur:
At project or phase closure the following may occur:
• obtain acceptance by the customer 0r sponsor,
• Conduct post project or phase end review
   Conduct post‐project or phase‐end review,
• Record impacts of tailoring to any process,
• DDocument lessons learned,
              tl        l    d
• Apply appropriate updates to organizational process 
   assets,
   assets
• Archive all relevant project documents in the Project 
   Management information System (PMIS) to be used 
   Management information System (PMIS) to be used
   as historical data, and
• Close out procurements.
   Close out procurements.
Pmbok 4th edition   chapter 3 - Project Management Processes for a Project
3.1.1 Close Project or Phase
• Close Project or Phase i th
                         is the process of finalizing all 
                                         f fi li i     ll
  activities across all of the management process 
  groups to formally complete the project or phase.
           t f      ll       l t th   j t     h
3.7.2 Close Procurements
• Close Procurements i th
                     is the process of completing each 
                                     f     l ti      h
  project procurement
For more information do not hesitate to contact me.

    Ahmad H. Maharma ‐ PMP®


•   Ramallah, Palestine 
•   Phone: + (972) (2) 2968644
•   Mobile: + (972) (599) 001155
    Mobile: + (972) (599) 001155
    E‐Mail: ahmad.maharma@gmail.com

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Pmbok 4th edition chapter 3 - Project Management Processes for a Project

  • 1. CHAPTER 3 PROJECT MANAGEMENT PROCESSES  FOR A PROJECT FOR A PROJECT Ahmad H. Maharma PMP®
  • 2. Project Management Project management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements. This application of knowledge requires the effective management of appropriate processes. A process is a set of interrelated actions and activities performed to achieve a pre‐specified product, result, or service. Each process is characterized by its inputs, the tools and techniques that can be applied, and the resulting outputs.
  • 3. Project Management  Approach ln order for a project to be successful, the project team must: ln order for a project to be successful the project team must: • Select appropriate processes required to meet the project  objectives, • Use a defined approach that can be adopted to meet  requirements, • Comply with requirements to meet stakeholder needs and Comply with requirements to meet stakeholder needs and  expectations, and • Balance the competing demands of scope, time, cost, quality,  resources, and risk to produce the specified product, service, or  result. result
  • 4. Project Management Process Groups • initiating Process Group: Those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase. • Planning Process Group: Those processes required to establish the scope of the project, refine the objectives, and define the course 0f action required to attain the objectives that the project was undertaken to achieve. j p j • Executing Process Group: Those processes performed to complete the work defined in the project management plan to satisfy the project specifications. • Monitoring and Controlling Process Group: Those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes. • Closing Process Group: Those processes performed to f l l h f d finalize all activities ll across all process groups to formally close the project or phase.
  • 5. 3.1 Common Project Management Process interactions The project management processes are presented as discrete elements with well‐defined interfaces. However, in practice they overlap and interact in ways that are not completely d l l detailed h l d here. Most experienced project management practitioners recognize there is more than one way to manage a project.
  • 6. 3.1 Common Project Management Process interactions The required process groups and their constituent processes are guides for applying appropriate project management knowledge and skills during the project. The application of the project management processes is iterative, and h l f h d many processes are repeated during the project.
  • 9. 3.2 Project Management Process Groups A process group includes the constituent project management processes that are linked by the respective inputs and outputs where the result or outcome of one process becomes the input to another. The process groups are not project phases. When large or complex projects are separated into distinct phases or subprojects such as feasibility study, concept development, design, prototype, build, test, etc., all of the process groups would normally be repeated for each phase or subproject.
  • 10. Table 3‐1 reflects the mapping of the 42 Project management processes 5 Project Management Process Groups 9 Project Management Knowledge Areas. The project management processes are shown in the process group in which most of the activity takes place. y p For example, when a process that normally takes place in the Planning Process Group is updated in the Executing Process Group, it is not considered a new process.
  • 13. PM Knowledge Areas & Process Groups PM Process Initiating Process Planning Process Group Executing Process Monitoring & Controlling Closing Groups / Group Group Process Group Process Knowledge Group Area Processes Project Develop Project Charter Develop Project Management Direct and Manage Project Monitor and Control Project Work Close Project Management Plan Execution Integrated Change Control Integration Project Scope Collect requirements Verify Scope Management Define Scope Control Scope Create WBS Project Time Define Activity y Schedule Control Management Sequence Activity Estimating Resource Estimating Duration Develop Schedule Project Cost Estimating Cost Control Cost Management Budgeting Cost Project Quality Quality Planning Perform Quality Assurance Perform Quality Control Management Project HR Human Resources Planning Acquire Project Team Management Develop Project Team Manage Project Team Project P j t Identify Stakeholders Id tif St k h ld Plan Communications Pl C i ti Distribute Information Di t ib t I f ti Performance Reporting P f R ti Communications Manage stakeholders Management expectations Project Risk Plan Risk Management Risk Monitoring and Control Management Risk Identification Qualitative / Quantitative Risk Analysis Risk R Ri k Response Planning Pl i Project Plan procurement Conduct procurement Administer Contract Close Procurement procurement Management
  • 15. 3.3 Initiating Process Group The initiating Process Group consists of those 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 committed. internal and external stakeholders who will interact and influence the overall outcome of the project are identified. lf not already assigned, the project manager will be selected. This information is captured in the Project Charter and stakeholder register. register
  • 16. 3.3 Initiating Process Group When the project charter is approved, the project becomes officially authorized. Although the project management team may help write the project charter, approval and f d h l d funding are h dl d external to the project handled l h boundaries (Figure 3‐4). 3 4).
  • 17. 3.3 Initiating Process Group lnvoking the lnitiating processes at the start of each phase helps keep the project focused on the business need the project was undertaken to address. The success criteria are verified, and the influence and objectives of the project stakeholders are reviewed reviewed. A decision is then made as to whether the project should be continued, delayed, or discontinued. lnvolving the customers and other stakeholders during initiation generally improves the probability of shared ownership, deliverable acceptance, acceptance and customer and other stakeholder satisfaction satisfaction.
  • 18. 3.3.1 Develop Project Charter Develop Project Charter is the process 0f developing a document that formally authorizes a project or a phase and documenting initial requirements that satisfy the stakeholder's needs and expectations. ln multiphase projects, this process is used to validate or refine the decisions made during the previous iteration of Develop Project Charter.
  • 19. 3.3.2 ldentify Stakeholders Id tif St k h ld is the process of identifying all people or Identify Stakeholders organizations impacted by the project, and documenting relevant information regarding their interests, involvement, and impact on project success.
  • 20. 3.4 Planning Process Group The Planning Process Group consists of those 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. p j y p j The multi‐dimensional nature of project management creates repeated feedback loops for additional analysis. As more project information or characteristics are gathered and understood understood, additional planning may be required.
  • 21. 3.4 Planning Process Group Significant changes occurring throughout the project life cycle trigger a need to revisit one or more of the planning processes and, possibly, some of the initiating processes. This progressive detailing of the project management plan is often called "rolling wave planning," indicating that planning and rolling planning, documentation are iterative and ongoing processes.
  • 23. 3.4.1 Develop Project Management Plan Develop Project Management Plan is the process of documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans. The project management plan becomes the primary source of information for how the project will be planned, executed, monitored and controlled, and closed.
  • 24. 3.4.2 Collect Requirements • Collect Requirements i th is the process of defining and  f d fi i d documenting stakeholders' needs to meet the project objectives.
  • 25. 3.4.3 Define Scope • Define Scope i is the th process of d l i a d t il d f developing detailed description of the project and product.
  • 26. 3.4.4 Create WBS • Create Work Breakdown Structureis the i th process 0f subdividing project deliverables and project work into i t smaller, more manageable components. ll bl t
  • 27. 3.4.5 Define Activities is the i th process of id tif i • Define Activities f identifying th the specific actions to be performed to produce the project d li j t deliverables. bl
  • 28. 3.4.6 Sequence Activities is the i th process of id tif i and • Sequence Activities f identifying d documenting relationships among the project activities. ti iti
  • 29. 3.4.7 Estimate Activity Resources • Estimate Activity Resources i the is th process of estimating f ti ti the type and quantities of material, people, equipment, or supplies required t perform each i t li i d to f h activity.
  • 30. 3.4.8 Estimate Activity Durations • Estimate Activity is th i the process of Durations f approximating the number of work periods needed t complete i di id l activities with d d to l t individual ti iti ith estimated resources.
  • 31. 3.4.9 Develop Schedule is the process of analyzing activity  i th • Develop Schedule f l i ti it sequences, durations, resource requirements, and  schedule constraints to create the project  h d l t i t t t th j t schedule.
  • 32. 3.4.10 Estimate Costs is the process of developing an  i th • Estimate Costs fd l i approximati0n of the monetary resources needed  to complete project activities. t l t j t ti iti
  • 33. 3.4.11 Determine Budget • Determine Budget i th is the process of aggregating the  f ti th estimated costs of individual activities or work  packages to establish an authorized cost baseline. k t t bli h th i d t b li
  • 34. 3.4.12 Plan Quality • Plan quality is the process of identifying quality requirements Plan quality is the process of identifying quality requirements  and/or standards for the project and product, and documenting  how the project will demonstrate compliance.
  • 35. 3.4.13 Develop Human Resource PIan Develop Human Resource Plan is the process of identifying • D l H R Pl is the process of identifying  and documenting project roles, responsibilities, and  required skills, reporting relationships, and creating a  required skills, reporting relationships, and creating a staffing management plan.
  • 36. 3.4.14 Plan Communications • Plan Communications i th is the process of determining  fd t i i project stakeholder information needs and  defining a communication approach. d fi i i ti h
  • 37. 3.4.15 Plan Risk Management • Plan Risk Management i th is the process of defining how  f d fi i h to conduct risk management activities for a  project. j t
  • 38. 3.4.16 ldentify Risks • identify Risks i th is the process of determining which  fd t i i hi h risks may affect the project and documenting their characteristics.
  • 39. 3.4.17 Perform Qualitative Risk Analysis Perform Qualitative Risk Analysis is the process of prioritizing • P f Q lit ti Ri k A l i is the process of prioritizing  risks for further analysis or action by assessing and  combining their probability of occurrence and impact. combining their probability of occurrence and impact.
  • 40. 3.4.18 Perform Quantitative Risk Analysis • Perform Quantitative Risk Analysis i th is the process of  f numerically analyzing the effect of identified risks  on overall project objectives. ll j t bj ti
  • 41. 3.4.19 Plan Risk Responses • Plan Risk Responses i th is the process of developing  fd l i options and actions to enhance opportunities and  to reduce threats to project objectives. t d th t t j t bj ti •
  • 42. 3.4.20 Plan Procurements • Plan Procurements i th is the process of documenting  fd ti project purchasing decisions, specifying the  approach, and identifying potential sellers. h d id tif i t ti l ll
  • 43. 3.5 Executing Process Group • The Executing Process Group consist of those processes The Executing Process Group consist of those processes  performed to complete the work defined in the project  management plan to satisfy the project specifications.  management plan to satisfy the project specifications. • This process group involves coordinating people This process group involves coordinating people • and resources as well as integrating and performing the and resources, as well as integrating and performing the  activities of the project in accordance with the project  management plan (Figure 3 29). management plan (Figure 3‐29).
  • 45. Executing Process Group The Executing Process Group consist of those 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, as well as integrating and performing the esou ces, e teg at g a d pe o gt e activities of the project in accordance with the p oject a age e t p a ( gu e 3 9). project management plan (Figure 3‐29).
  • 46. 3.5.1 Direct and Manage Project Execution • Di t and M Direct Project Execution is the process of d Manage P j t E ti performing the work defined in the project management plan to achieve the project's objectives. project s
  • 47. 3.5.2 Perform Quality Assurance • P f Quality Assurance is the process of auditing the Perform Q lit A quality requirements and the results from quality control measurements to ensure appropriate quality standards and operational definitions are used.
  • 48. 3.5.3 Acquire Project Team is the i th process of confirming • Acquire Project Team f fi i human resource availability and obtaining the team necessary t complete project assignments. t to l t j t i t
  • 49. 3.5.4 Develop Project Team • D l Project Team is the process of improving the Develop P j t T competencies, team interaction, and the overall team environnent to enhance Project performance.
  • 50. 3.5.5 Manage Project Team • Manage Project Team is the process of tracking team member performance, providing feedback, resolving issues, and managing changes to optimize project performance.
  • 51. 3.5.6 Distribute lnformation Distribute information is the process of making relevant • Di t ib t i f ti information available to project stakeholders as planned.
  • 52. 3.5.7 Manage Stakeholder Expectations • M Manage Stakeholder St k h ld Expectations E t ti is the process of communicating and working with stakeholders to meet their needs and addressing issues as they occur.
  • 53. 3.5.8 Conduct Procurements Conduct Procurements is the process of obtaining seller • C d t P t responses, selecting a seller, and awarding a contract.
  • 54. 3.6 Monitoring and Controlling Process Group The Monitoring and Controlling Process Gr0up consists of those processes required to track, review, and regulate 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 observed and measured regularly and consistently to identify g y y y variances from the project management plan.
  • 56. Monitoring and Controlling The Monitoring and Controlling Process Group also includes: • Controlling changes and recommending preventive action in anticipation of possible problems, • Monitoring the ongoing project activities against the project management plan and the project performance baseline and baseline, • influencing the factors that could circumvent integrated change control so only approved changes are implemented.
  • 57. Monitoring and Control 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 a process group, but also monitors and controls the entire project effort. ln multi‐phase projects, the Monitoring and Controlling Process Group coordinates project phases in order to implement corrective or preventive actions to bring the p p g project into compliance with the project management plan.
  • 58. Monitoring and Control This review can result in recommended and approved updates to the project management plan. For example a missed activity finish date may example, require adjustments to the current staffing plan, reliance on overtime or trade‐offs between budget overtime, and schedule objectives.
  • 59. 3.6.1 Monitor and Control Project Work • Monitor and Control Project Work is the process of tracking tracking, reviewing, and regulating the progress to meet the performance objectives defined in the project management plan. • Monitoring includes status reporting, progress measurement, and forecasting. • Performance reports provide information on the project's project s performance with regard to scope, schedule, cost, resources, quality, and risk, which can be used as inputs to other processes.
  • 60. 3.6.2 Perform Integrated Change Control • Perform integrated Change Control is the process of reviewing all change requests, approving changes, and managing changes to the deliverables, organizati0nal process assets, project documents, and the project management plan.
  • 61. 3.6.3 Verify Scope • Verify Scope i is the th process of f f formalizing acceptance li i t of the completed project deliverables.
  • 62. 3.6.4 Control Scope Control Scope is the process of monitoring the status of the • C t lS project and product scope and managing changes to the scope baseline.
  • 63. 3.6.5 Control Schedule • C t l S h d l is the process of monitoring the status of Control Schedule the project to update project progress and managing changes to the schedule baseline.
  • 64. 3.6.6 Control Costs • C t l C t is the process of monitoring the status of the Control Costs project to update the project budget and managing changes to the cost baseline.
  • 65. 3.6.7 Perform Quality Control Perform Q lit C t l is the process of monitoring and • P f Quality Control recording results of executing the quality activities to assess performance and recommend necessary changes.
  • 66. 3.6.8 Report Performance • R t Performance is the process of collecting and Report P f distributing performance information including status reports, progress measurements, and forecasts.
  • 67. 3.6.9 Monitor and Control Risks • M it and C t l Ri k is the process of implementing Monitor d Control Risks risk response plans, tracking identified risks, monitoring residual risks, identifying new risks, and evaluating risk process effectiveness throughout the project.
  • 68. 3.6.1 0 Administer Procurements • Administer Procurements is the process of managing procurement relationships, monitoring contract performance, and making changes and corrections as needed.
  • 69. 3.7 Closing Process Group The Closing Process Group consists of those processes performed to finalize 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 a project phase, as appropriate, and formally establishes that the project or project phase is complete.
  • 70. Closing Process Group At project or phase closure, the following may occur: At project or phase closure the following may occur: • obtain acceptance by the customer 0r sponsor, • Conduct post project or phase end review Conduct post‐project or phase‐end review, • Record impacts of tailoring to any process, • DDocument lessons learned, tl l d • Apply appropriate updates to organizational process  assets, assets • Archive all relevant project documents in the Project  Management information System (PMIS) to be used  Management information System (PMIS) to be used as historical data, and • Close out procurements. Close out procurements.
  • 72. 3.1.1 Close Project or Phase • Close Project or Phase i th is the process of finalizing all  f fi li i ll activities across all of the management process  groups to formally complete the project or phase. t f ll l t th j t h
  • 73. 3.7.2 Close Procurements • Close Procurements i th is the process of completing each  f l ti h project procurement
  • 74. For more information do not hesitate to contact me. Ahmad H. Maharma ‐ PMP® • Ramallah, Palestine  • Phone: + (972) (2) 2968644 • Mobile: + (972) (599) 001155 Mobile: + (972) (599) 001155 E‐Mail: ahmad.maharma@gmail.com