The 44 Processes of Project Management

The following are the 44 processes of Project Management:

1. Develop Project Charter
2. Develop Preliminary Project Scope Statement
3. Develop Project Management Plan
4. Scope Planning
5. Scope Definition
6. Create WBS
7. Activity Definition
8. Activity Sequencing
9. Activity Resource Estimating
10. Activity Duration Estimating
11. Schedule Development
12. Cost Estimating
13. Cost Budgeting
14. Quality Planning
15. Human Resource Planning
16. Communication Planning
17. Risk Management Planning
18. Risk Identification
19. Qualitative Risk Analysis
20. Quantitive Risk Analysis
21. Risk Response Planning
22. Plan Purchases and Acquisitions
23. Plan Contracting
24. Direct and Manage Project Execution
25. Perform Quality Assurance
26. Acquire Project Team
27. Develop Project Team
28. Information Distribution
29. Request Seller Responses
30. Select Sellers
31. Monitor and Control Project Work
32. Integrated Change Control
33. Scope Verification
34. Scope Control
35. Schedule Control
36. Cost Control
37. Perform Quality Control
38. Manage Project Team
39. Performance Reporting
40. Manage Stakeholders
41. Risk Monitoring and Control
42. Contract Administration
43. Close Project
44. Contract Closure

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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. Project scope management is primarily concerned with defining and controlling what is and is not included in the project.

The scope project management processes include:

1. Scope Planning - creating a project scope management plan that documents how the project scope will be defined, verified, controlled, and how the work breakdown structure (WBS) will be created and defined.
2. Scope Definition - developing a detailed project scope statement as the basis for future project decisions.
3. Create WBS - subdividing the major project deliverables and project work into smaller, more manageable components.
4. Scope Verification - formalizing acceptance of the completed project deliverables.
5. Scope Control - controlling changes to the project scope.

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Project Integration Management

The Project Integration Management Knowledge Area 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, articulation, and integrative actions that are crucial to project completion, successfully meeting customer and other stakeholder requirements, and managing expectations. Integration, in the context of managing a project, is making choices about where to concentrate resources and effort on any given day, anticipating potential issues, dealing with these issues before they become critical, and coordinating work for the overall project good. The integration effort also involves making trade-offs among competing objectives and alternatives. The project management processes are usually presented as discrete components with well-defined interfaces while, in practice, they overlap and interact in ways that cannot be completely detailed in theory.

The need for integration in project management becomes evident in situations where individual processes interact. For example, a cost estimate neeed for a contingency plan involves integration of the planning processes described in greater detail in the Project Cost Management processes, Project Time Management processes, and Project Risk Management processes. When additional risks associated with various staffing alternatives are identified, then one or more of those processes must be revisited. The project deliverables also need to be integrated with ongoing operations of either the performing organization or the customer’s organization, or with the long-term strategic planning that takes future problems and opportunities into consideration.

Integration is primarily concerned with effectively integrating the processes among the Project Management Process Groups that are required to accomplish project objectives within an organization’s defined procedures.

The integrative project management processes include:

1. Develop Project Charter - developing the project charter that formally authorizes a project or a project phase.
2. Develop Preliminary Project Scope Statement - developing the preliminary project scope statement that provides a high-level scope narrative.
3. Develop Project Management Plan - documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans into a project management plan.
4. Direct and Manage Project Execution - executing the work defined in the project management plan to achieve the project’s requirements defined in the project scope statement.
5. Monitor and Control Project Work - monitoring and controlling the processes used to initiate, plan, execute, and close a project to meet the performance objectives defined in the project management plan.
6. Integrated Change Control - reviewing all change requests, approving changes, and controlling changes to the deliverables and organizational process assets.
7. Close Project - finalizing all activities across all of the Project MAnagement Groups to formally close the project or a project phase.

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Project Management Knowledge Areas

In project management, the process groups help you organize the processes by the kind of work you do. The knowledge areas help you organize by the subject matter you’re dealing with.

The nine knowledge areas of project management are:

1. Project Integration Management
2. Project Scope Management
3. Project Time Management
4. Project Cost Management
5. Project Quality Management
6. Project Human Resource Management
7. Project Communications Management
8. Project Risk Management
9. Project Procurement Management

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Project Management Process Groups

The Project Management Processes are aggregated into five groups, defined as the Project Management Process Groups:

1. Initiating Process Group - Defines and authorizes the project or a project phase.
2. Planning Process Group - Defines and refines objectives, and plans the course of action required to attain the objectives and scope that the project was undertaken to address.
3. Executing Process Group - Integrates people and other resources to carry out the project management plan for the project.
4. Monitoring and Controlling Process Group - Regularly measures and monitors progress to identify variances from the project management plan so that corrective action can be taken when necessary to meet project objectives.
5. Closing Process Group - Formalizes acceptance of the product, service or result and brings the project or a project phase to an orderly end.

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Project Management Processes

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 detailed in theory. Most experienced project management practitioners recognize there is more than one way to manage a project. The specifics for a project are defined as objectives that must be accomplished based on complexity, risk, size, time frame, project team’s experience, access to resources, amount of historical information, the organization’s project management maturity, and industry and application area. The required Process Groups and their constituent processes are guides to apply appropriate project management knowledge and skills during the project. The application of the project management processes to a project is iterative and many processes are repeated and revised during the project. The project manager and the project team are responsible for determining what processes from the Process Groups will be employed, by whom, and the degree of rigor that will be applied to the execution of those processes to achieve the desired project objective. There are a total of 44 project management processes.

An underlying concept for the interaction among the project management processes is the plan-do-check-act cycle. This cycle is linked by results - the result from one part of the cycle becomes the input to another.

The integrative nature of the Process Groups is more complex than the basic plan-do-check-act cycle. However, the enhanced cycle can be applied to interrelationships within and among the Process Groups. The Planning Process Group corresponds to the “plan” component of the plan-do-check-act cycle. The Executing Process
Group corresponds to the “do” component and the Monitoring and Controlling Process Group corresponds to the “check and act” components. Since management of a project is a finite effort, the Initiating Group starts these cycles and the Closing Process Group ends them. The integrative nature of project management requires the Monitoring and Controlling Process Group interaction with every aspect of the other Process Groups.

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Project Management, A Definition

Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. Project management is accomplished through the application and integration of the project management process of initiating, planning, executing, monitoring and controlling, and closing. The project manager is the person responsible for accomplishing the project objectives.

Managing a project includes:

• Identifying requirements
• Establishing clear and achievable objectives
• Balancing the competing demands for quality, scope, time and cost
• Adapting the specifications, plans, and approach to the different concerns and expectations of the various stakeholders.

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2 Steps to Close a Project

1. Close Project
2. Contract Closure

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12 Steps to Monitor and Control a Project

1. Monitor and Control Project Work
2. Integrated Change Control
3. Scope Verification
4. Scope Control
5. Schedule Control
6. Cost Control
7. Perform Quality Control
8. Manage Project Team
9. Performance Reporting
10. Manage Stakeholders
11. Risk Monitoring and Control
12. Contract Administration

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7 Steps to Execute the Project Plan

1. Direct and Manage Project Execution
2. Perform Quality Assurance
3. Acquire Project Team
4. Develop Project Team
5. Information Distribution
6. Request Seller Responses
7. Select Sellers

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