PMP 47 process definitions

By: Anand Bobade (nnbobade@gmail.com)
PMP - PMBOK : 47 Process definitions
Integration Scope Time Cost Quality
Human
Resource
Communication Risk Procurement Stakeholder
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By: Anand Bobade (nmbobade@gmail.com)
Processes & activities needed to identify, define, combine, unify, &
coordinate the various processes & project management activities
within the PM process groups
Initiating Planning Executing Monitoring &
Controlling
Closing
Develop Project
charter
Develop Project
Management plan
Direct & Manage
Project Work
Monitor & Control
Project work
Close Project or
Phase
Perform Integrated
Change control
PMBOK Chap 4: Project Integration Management
Things work out best for those who make the best of how things work out.
- John Wooden

4.1 Develop Project Charter
The document that formally authorizes a project, and
provide the project manager with the authority to
apply organizational resources to the project activities.
It is a well-defined project start and project boundaries, creation of
a formal record of the project & a direct way for senior
management to formally accept and commit to the project
Key project
stakeholders
should sign a
project charter to
acknowledge
agreement on the
need and intent
of the project

4.2 Develop Project Management Plan
The process of defining, preparing, coordinating &
integrating subsidiary plans.
It is a central document that defines the basis of all
project work. It defines how the project will be
executed, monitored and controlled, and closed.
Defining
Preparing Coordinating
Integrating
Subsidiary
Plans

4.3 Direct & Manage Project Work
The process of performing work defined in PMP
to achieve project’s objectives.
It provides the overall Management of project work.
Performing work Defined in PMP
Achieve Project
objectives

4.4 Monitor and Control Project Work
Tracking, reviewing, & reporting progress to
meet performance objectives defined in PMP
Progress
Tracking Reviewing Reporting
It allows stakeholder to understand current state of
project, steps taken, budget, schedule & scope
forecasts.
Performance Objective

4.5 Perform Integrated Change Control
The process of reviewing all CR’s, approving changes &
managing changes to deliverables, OPA, project
documents & PMP; & communicating their deposition.
It allows documented changes within project to be
considered in a integrated fashion while reducing a
project risk, which often arises from changes made
without considering overall project objectives or plans.
Reviewing &
approving CR’s
Managing changes
Communicating
CR’s

Finalizing
all
activities
4.6 Close Project or Phase
The process of finalizing all activities across all of the PMP Groups
to formally complete the project or phase.
It provides lesson learned, the formal ending of the project work,
and release of organization resources to pursue new endeavors.
Project
Phase

Ensure that the project includes all the work required, and only the
work required, to complete the project successfully.
Initiating Planning Executing Monitoring and
Controlling
Closing
Plan scope
management
Define scope Validate Scope
Collect
requirements
Create WBS Control Scope
PMBOK Chap 5 - Project Scope Management
Opportunity is missed by most people because it is dressed in overalls and looks like
work. - Thomas Edison

5.1 Plan scope management
Creating a scope management plan – how scope
will be defined, validated, and controlled.
It provides guidance & direction on how scope will be managed
throughout the project.
Defined
ControlledValidated
Ensure that the
project includes
all the work
required, and
only the work
required, to
complete the
project
successfully.

5.2 Collect Requirements
Determining, documenting, and managing stakeholder
needs and requirements to meet project objectives.
It provides the basis for defining & managing the project scope
including product scope.
Requirements
Unambiguous
Traceable
Complete
Consistent
Acceptable to
stakeholders
Determining
ManagingDocumenting
Project

5.3. Define Scope
Process of developing a detailed description of
the project and product.
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.
Project Product. Scope Baseline
Detailed
Description

5.4. Create WBS
Subdividing project deliverables & project work
into smaller, more manageable components.
It provides the structured VISION of what has to be
delivered.
Business process
re-engineering Project
As-is Study
Finance Dept.
Procurement
Dept.
Benchmarking
As-is
Process Re-
engineering
For Finance dept.
For Procurement
dept.
Smaller &
Manageable
components
Subdividing
project

It brings objectivity to the acceptance process and increases the
chance of final product, service, or result acceptance by validating
each deliverable.
5.5 Validate Scope
Formalizing acceptance of the completed project deliverables
Business process re-
engineering Project
Process
Re-engineering (BRS)
•
Stakeholders
Walkthrough
Document review
Quality review
Deliverable
Acceptance Or
Change Request
At the end of each Phase or Project

5.6 Control Scope
Monitoring the status of the project and product scope
and managing changes to the scope baseline
It allows the scope baseline to be maintained
throughout the project.
Monitoring
status of
Project
Monitor
product
scope
Manage
changes to
scope baseline

Includes the processes required to accomplish timely
completion of the project
Controlling
Closing
Plan Schedule
management
Estimate Activity
resource
Control Schedule
Define Activities Estimate Activity
Duration
Sequence Activities Develop Schedule
PMBOK Chap6- Project Time Management
If you think you are too small to make a difference, try sleeping with a mosquito.
By: Dalai Lama

6.1 Plan Schedule management
The process of establishing policies, procedures, &
documentation for planning, developing, managing,
executing, & controlling the project schedule
The key benefit is to provide guidance and direction on
how the project schedule will be managed.
Establishing
Planning, Developing,
Managing, Executing
Controlling

6.2 Define Activities
It break down work packages into activities that provide
a basis for estimating, scheduling, executing,
monitoring, & controlling the project work
The process of identifying & documenting the specific
actions to be performed to produce the project
deliverables.
Identifying &
Documenting
Project Deliverables
Specific
Actions
Produce

6.3 Sequence Activities
It defines the logical sequence of work to obtain the
greatest efficiency given all project constraints.
Project
Activities
Identifying &
Documenting
The process of identifying and documenting
relationships among the project activities.
Relationship

6.4: Estimate Activity resource
It identifies the type, quantity, and characteristics of
resources required to complete the activity which
allows more accurate cost and duration estimates.
Type &
Quantities
Material
Human resources
Equipment
Supplies
Estimating type & quantities of material, human
resources, equipment, or supplies required to perform
each activity
Perform
Estimating

6.5 Estimate Activity Duration
It provides the amount of time each activity will take to
complete, which is a major input to Develop Schedule
process.
Estimating the number of work periods needed to
complete individual activities with estimated resources
Activity
Estimating Work Periods Complete activity

6.6 Develop Schedule
By entering the schedule activities, duration, resources, resource
availability & logical relationship in to the scheduling tools, It generates
schedule model with planned dates for completing project activities.
Activity
sequences
Activity
Durations
Resource
Requirements
Schedule
Constraints
Create Project Schedule
Analysing activity sequences, durations, resource requirements,
and schedule constraints to create the project schedule model
Analyze

6.7 Control Schedule
It defines the logical sequence of work to obtain the
greatest efficiency given all project constraints.
Monitoring the status of project activities to update project
progress & manage changes to schedule baseline to achieve plan.
Monitoring status
of Project activities
Update
project
progress
Manage schedule
baseline changes

Cost Management includes the processes involved in estimating,
budgeting, and controlling costs so that the project can be completed
within the approved budget.
Initiating Planning Executing Monitoring
& Controlling
Closing
Plan Cost
management
Determine Budget Control Cost
Estimate Cost
PMBOK Chap 7 – Project Cost Management
Success is walking from failure to failure with no loss of enthusiasm.
By: Winston Churchill

7.1 Plan Cost Management
Establishes Policies, procedures & documentation
for planning, managing, expending, controlling
project costs.
It provides guidance and direction on how the project
costs will be managed throughout the project.
Establishing
Planning Managing
Expending Controlling

7.2 Estimate Cost
The process of developing an APPROXIMATION of the
monetary resources needed to complete project
activities.
It determines the amount of cost required to complete
project work.
Activity1 Resource Cost
Project Cost
Approximation

7.3 Determine Budget
Aggregating the estimated costs of individual
activities or work packages to establish an authorized
cost baseline.
Determines the cost baseline against which project
performance can be monitored and controlled
Cost Baseline
Contingency
Reserve
Aggregation

7.4 Control Cost
Provides the means to recognize variance from the plan
in order to take corrective action and minimize risk.
Monitoring the status of the project to update the
project costs & managing changes to the cost baseline.
Monitoring Project
status
Update project
Cost
Manage cost
baseline changes

Quality is the degree to which the project fulfils requirements.
Quality Management includes creating and following policies and
procedures in order to ensure that a project meets the defined needs
it was intended to meet.
Controlling
Closing
Plan Quality
management
Perform Quality
Assurance
Control Quality
management
PMBOK Chap 8 – Project Quality Management
If you don't have time to do it right, when will you have time to do it over?
By: John Wooden

8.1 Plan Quality Management
It is 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.
Project
Requirements
It provides guidance & direction on how quality will be managed and
validated throughout the project.

8.2 Perform Quality Assurance
It facilitates the improvement of quality processes.
It is the process of auditing quality requirements & results from
quality control measurements to ensure that appropriate quality
standards & operational definitions are used.
Ensure Quality Standards &
Operational Definitions are used
Quality Requirements Quality Control Measures
Results

8.3 Control Quality
Monitoring & Recording
Recommend
-ation
Action
Action
Execute Quality activities Assess Performance Recommend Changes
Process of monitoring & recording results of executing quality
activities to assess performance & recommend necessary changes.
- Identifying causes of poor process/product quality & recommend action
-Validating that project deliverables & work meet the requirements.

PMBOK Chap 9 - Human Resource Management
Includes the processes that Organize, Manage & Lead
the Project Team.
Initiating Planning Executing Monitoring
& Controlling
Closing
Plan HR
Management
Acquire Project
Team
Manage Project
Team
Develop Project
Team
I am convinced that nothing we do is more important than hiring and developing
people. At the end of the day you bet on people, not on strategies.
– Lawrence Bossidy, GE

9.1 Plan Human Resource Management
Identifying & documenting project roles,
responsibilities, required skills, reporting
relationships, & creating a staffing engagement plan.
It establishes project roles & responsibilities, project
organization charts, & the staffing management plan
including the timetable of staff acquisition & release.
Identifying &
Documenting
Roles Staff Engag’t plan
Responsibilities Relationships
Human Resource
Management

9.2 Acquire Project Team
Confirming human resource availability and obtaining
the team necessary to complete project activities
The key benefit consists of outlining & guiding team selection
and responsibility assignment to obtain a successful team.
Acquire Project Team
Confirming
Human Resource
Availability
Obtaining the
Team
Key Benefit
Outlining Team
Selection
Guiding Team
Selection
Responsibility
assignment
Complete project activities Obtain a successful team

9.3 Develop Project Team
Improving competencies, team member interaction,
and overall team environment to enhance project
performance.
It results in improved teamwork, enhanced people skills &
competencies, motivated employees, reduced staff turnover
rates, & improved overall project performance.
Improving
Competencies
Team Member
Interaction
Overall Team
Environment
Enhanceproject
performance.
Results in:
Teamwork
People skills
Competencies
Motivated Emp.
Reduced turnover

9.4 Manage Project Team
Tracking team member performance, providing
feedback, resolving issues, and managing team changes
to optimize project performance
It influences team behavior, manages conflict, resolves
issues, and appraises team member performance.
Manage Project Team
Tracking
Performance
Providing
Feedback
Resolving
Issues
Team
changes
Optimizeproject
performance.
Team Behavior
Manages Conflict
Resolves Issues
Appraises
Performance

The process required to ensure timely and appropriate generation,
collection, distribution, storage, retrieval, and ultimate disposition
of project information.
Controlling
Closing
Plan Communication Manage
Communication
Control
Communication
PMBOK Chap 10-Project Communication Management
To effectively communicate, we must realize that we are all different in the way we
perceive the world and use this understanding as a guide to our communication
with others. - Anthony Robbins
Overview

10.1 Plan communication Management
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 his process is that it identifies & documents approach to
communicate most effectively and efficiently with stakeholders.
Effective
Communication:
• Providing only the information that is needed.Efficient Communication
Approach
&
Plan
Right format Right time
Right audience Right impact

10.2 Manage Communications
It is 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.
Creating Collecting Distributing
Storing Retrieving Disposition

10.3 Control Communications
Process of monitoring & 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.
Optimal information flow
Project lifecycle
Stakeholders
Information
Needs

PMBOK Chap 11 – Project Risk Management
The Objective of Project Risk Management are to increase the
likelihood & impact of positive events, and decrease the likelihood &
impact of negative events in the projects.
Controlling
Closing
Plan Risk
Management
Perform Quantit’ve
Risk Analysis
Monitor and Control
Risks
Identify Risk Plan Risk Response
Perform Qualitative
Risk Analysis
Risk comes from not knowing what you're doing.
By: Warren Buffett

11.1 Plan Risk Management -> Definition
The process of defining how to conduct risk
management activities for a project.
It ensures that the degree, type, and visibility of risk
management are commensurate with both the risks &
importance of the project to the organization.
Identify
Asses(Probability &
Impact)
Treatment (Risk
Response)
Monitor & Review
Planning how
to approach &
execute project
risk
management
activities

11.2 Identify Risk -> Definition
Determine which risks may affect the project &
document their characteristics
The documentation of existing risks & knowledge &
ability it provides to project team to anticipate events.
Project
Risk1
Risk2
Risk3
Risk4Risk5
Risk6
Risk7
Risk
Charaterstics1
Charaterstics2
Charaterstics3
Determine Risks Documenting their characteristics

11.3 Perform Qualitative Risk Analysis-> Definition
It is the process of prioritizing risks for further
analysis or action by assessing & combining their
probability of occurrence & impact.
It enables PM to reduce the level of uncertainty
and to focus on high-priority risks
Focus on
High
Probability
& high
impact
Risks
Identified Risks Qualitative Analysis Prioritized Risk

11.4 Perform Quantitative Risk Analysis
Numerically analyzing the effect of
identified risks on overall project objectives.
It produces quantitative risk information to support
decision making in order to reduce project uncertainty.
Identified Risks Quantitative Analysis
Quantitative Risk
Information
Analyses
effect on
Project
Objectives

11.5 Plan Risk Responses
Process of developing options & actions to
enhance opportunities & to reduce threats to
project objectives.
It addresses the risks by their priority, inserting
resources & activities into the budget, schedule
& PMP as needed.

11.6 Control Risks -> Definition
It is the process of implementing risk response plans, tracking
identified risks, monitoring residual risks, identifying new risks,
and evaluating risk process effectiveness throughout the
project.
It improves efficiency of risk approach
throughout project life cycle to continuously
optimize risk responses.
Risk Response Plans
Tracking identified
risks
Monitoring residual
risks
Identifying new
risks
Implementing

PMBOK Chap 12 – Project Procurement Management
The processes necessary to purchase or acquire product, services,
or results needed from outside the project team.
Controlling
Closing
Plan Procurement
Management
Conduct
Procurement
Control
Procurement
Close Procurement
We cannot solve our problems with the same thinking we used when we created
them.
- Albert Einstein

12.1 Plan Procurement Management
The process of documenting project procurement
decisions, specifying the approach, and identifying
potential sellers.
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.
Procurement
decisions
Specifying
approach
Identifying
potential sellers.

12.2 Conduct Procurement
The process of obtaining seller responses, selecting a
seller, and awarding a contract.
It provides alignment of internal & external stakeholder
expectations through established agreements.
Seller1
Responses
Seller2
Responses
Seller3
Responses
Seller4
Responses
Selection
process
Review
prop.
Evaluate
Seller
Obtaining seller responses Selecting a seller Selected Seller
Awarding a
Contract

12.3 Control Procurement
The process of managing procurement relationships,
monitoring contract performance, and making changes
and corrections to contracts as appropriate.
It ensures that both the seller’s & buyer’s performance
meets procurement requirements according to the
terms of the legal agreement.
Managing
procurement
relationships
Monitoring
contract
performance
Making
changes and corrections
to contracts

12.4 Close Procurement
The process of completing each procurement.
It documents agreements and related documentation
for future reference.
Procurement 1
Procurement 2
Individual
procurement
Closure

PMBOK Chap 13– Stakeholder Management
Identifying 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.
Controlling
Closing
Identify
Stakeholders
Plan Stakeholder
Management
Manage
Stakeholder
Engagement
Control
Stakeholder
Engagement
The conventional definition of management is getting work done through people,
but real management is developing people through work.

13.1 Identify Stakeholders
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.
Identifying
Decision Activity
Outcome
People Group
Organization
Impact or
Impacted by
Project

13.2 Plan Stakeholder Management
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.
Engage StakeholdersDeveloping Strategies
To
Needs Interests Impact
Analyzing

13.3 Manage Stakeholder Engagement
Communicating & working with stakeholders to meet
their needs/ expectations, address issues as they occur,
& foster appropriate stakeholder engagement in
project activities throughout project life cycle.
Increase support & minimize resistance from
stakeholders, significantly increasing the chances to
achieve project success.
Communicating & working
with stakeholder
Meet Needs, expectations
& address issues
Foster stakeholders
engagement

13.4 Control Stakeholder Engagement
Monitoring overall project stakeholder relationships
and adjusting strategies and plans for engaging
stakeholders
It will maintain or increase the efficiency and
effectiveness of stakeholder engagement activities as
the project evolves and its environment changes.
Monitoring stakeholder
relationships
Adjusting strategies and
plans
Engaging stakeholders

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PMP 47 process definitions