Pioneering quality control guru W. Edwards Deming once wrote that “if you cannot describe what you are doing as a process, you do not know what you are doing.” While it is a safe bet that Mr. Deming was not specifically or exclusively referring to the overall project management process, his wise advice – or if you wish, his stark warning – certainly applies. Show
Project Management Process GroupsIn the Project Management Body of Knowledge (PMBOK), the Project Management Institute (PMI) outlines five project management process groups:
Project Management Process FlowThe following chart illustrates the integrated nature of all five project management process groups: Source: PMI: Project Management Body of Knowledge (PMBOK Guide) Project Management Process StepsBelow is a highly simplified overview of the five project management process groups: InitiatingThe initiating project management process group governs the tasks and steps that are needed to define and formally authorize a new project, or a major new phase of an existing project. It also ensures that project selection aligns with overall organizational strategy. Typically, there are two critical outputs of this process: the project charter, and the stakeholder register.
PlanningThe planning project management process group governs the tasks and steps that are necessary to establish the complete scope of the project (effort, resources and objectives), and the actions necessary to carry out the scope. Planning is the most detailed and largest process group, and typically leads to several key outputs include:
Each of these planning-related documents should be developed in collaboration with all relevant stakeholders. The time and effort invested in developing the Project Charter and Stakeholder Register will pay big dividends here. Once the overall project management plan is approved (which as noted above is composed of multiple sub-plans, baselines, and other documents), then the project is formally authorized to start. ExecutingThe executing project management process group governs the tasks and steps necessary to carry out the work defined in the project management plan. In other words, this is where the “rubber hits the road” and the project takes flight. Key outputs typically created during the executing process include:
As noted above, change requests are a key output of the executing process group. Determining how, what and when to change any aspect of the project plan can be (and usually is) difficult and challenging. This is because the project plan is not modular. Changing one aspect can triggers changes in another — which in some cases may be positive, and in others negative. To make the situation even more complex, sometimes it is not clear whether proposed changes will be positive or negative. Or alternative, a change that was expected to have a positive impact turns out to have a negative consequence. The bad news for project managers and other members of the project executive team, is that there is no crystal ball, magic mirror, or other handy device that reveals whether a proposed change will be rewarding or regrettable. The good news, however, is that advanced project management software supports scenario (i.e. “what if?”) planning, that highlights the likely impact of decisions such as potential resource reallocation. Monitoring & ControllingThe monitoring & controlling project management process group governs the tasks and steps in three key areas: tracking, reviewing and optimizing project progress and performance; identifying areas in which changes to the project plan are beneficial or necessary; and carrying out approved changes. Key outputs typically created during the monitoring & controlling process include:
Before moving to the next and final process group (closing), it is helpful to pause and focus on an issue that can confuse and frustrate some new project managers, as well as those outside of the formal project management professional who nevertheless find themselves working on projects. Project “control” in the context of project management does not mean rigidly executing the project plan. Rather, it means continuously measuring actual project progress against planned estimates and expectations. It is a foregone conclusion that there will be a variance between actual vs. planned performance, and it is the responsibility of the executive project management team (led by the project manager) to determine if corrective action is necessary. This analysis and decision-making should be documented so that it may guide the current project, and potentially enhance future project planning and execution. ClosingThe closing project management process group governs the tasks and steps necessary to formally close out a project, or close out a major phase of an existing project. Key outputs typically created during the closing process include:
This process group should also include documentation and any other project assets that address the early termination or suspension of a project (which may or may not have anything materially to do with the project itself; e.g. major changes in the marketplace, new regulations, etc.). Increase your business agility with Planview AdaptiveWork’s project management software Project Management Process ChartProject teams typically use a variety of charts to help map and manage process groups. These include (but are not limited to):
High Level Project Management ProcessIn conclusion, keep in mind that all of the above captures a high level project management process. It is up to each organization to determine the approach and configuration that helps them drive more successful projects, healthier portfolios, and happier customers and other key stakeholders. Which project management plan is the output of the planning process?Feedback: The project management plan,which is part of the planning process, is the output of project integration management.
What are some project management knowledge areas quizlet?Terms in this set (10). Project Quality Management. ... . Project Integration Management. ... . Project Cost Management. ... . Project Procurement Management. ... . Project Risk Management. ... . Project Scope Management. ... . Project Stakeholder Management. ... . Project Time Management.. Which planning process is within the project scope management knowledge area?There are six process is in the scope management knowledge area and these are, Plan Scope Management, Collect Requirements, Define Scope, Create WBS, Validate Scope, and Control Scope.
What are the main planning tasks performed as part of Project Scope management?Steps of project scope management. Plan Your Scope. In the planning phase, you want to gather input from all of the project stakeholders. ... . Collect Requirements. ... . Define Your Scope. ... . Create a Work Breakdown Structure (WBS) ... . Validate Your Scope. ... . Control Your Scope.. |