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  • Rita Process Chart

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    aa k
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    The document outlines the five process groups of project management: initiating, planning, executing, monitoring and controlling, and closing. It provides a brief overview of the key activities involved in each process group such as determining requirements, creating plans, taking action, monitoring performance, and completing final tasks. The process groups are presented as the typical phases a project will progress through over time from beginning to end.

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    The document outlines the five process groups of project management: initiating, planning, executing, monitoring and controlling, and closing. It provides a brief overview of the key activities involved in each process group such as determining requirements, creating plans, taking action, monitoring performance, and completing final tasks. The process groups are presented as the typical phases a project will progress through over time from beginning to end.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
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    Download as pdf or txt
    104 views1 page

    Rita Process Chart

    Uploaded by

    aa k
    The document outlines the five process groups of project management: initiating, planning, executing, monitoring and controlling, and closing. It provides a brief overview of the key activities involved in each process group such as determining requirements, creating plans, taking action, monitoring performance, and completing final tasks. The process groups are presented as the typical phases a project will progress through over time from beginning to end.

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    © All Rights Reserved
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    of 1

    Processes and Domains

    INITIATING PLANNING EXECUTING MONITORING & CLOSING

    @ 0his is the only process group


    with a set order.) u*., ";;k
    I proje.' management
    r..*d"g,;;l
    plan
    CONTROLLING
    Take action to monitor md
    Confum work is done to
    requirements
    Detemine company cuiture Detemine development
    *isting P.odr.'e product deliverables control the project Complete final procurement
    and systems approac\ life cycle, and I
    fprod rit scope) closure
    Collect processes, procedures,
    howyou will plan for each I Measure performance against
    knowledge uea
    and historical information
    @m;.f--"*"d",I performance measurement Gair fina1 acceptance of

    Divide large proiects into


    Define and prioritize
    requirements I R"q",.;h*;.
    -----l baseline product

    phases or smaller projects Measure perfomance against

    I u.pl" n"nr only approved other mekics in the proiect


    Understmd business
    benefits management plan
    case md
    Assess what to purchase and
    i try': -----
    -l
    ]

    management plan

    create procurement documents I Conr, ,uorrty,-p-*, Analyze and evaluate data and Solicit customer's feedback
    Uncover initial requirements, perfor m progressive I
    performance about the proiect
    assumptions, risks, constraints, elabor rtion

    Fqv*** ---l
    I

    md *isting agrcements Determine if variances warrant Complete final performance


    a corrective action or other reporting
    Create WBS and \4BS
    Assess proiect and product change request(s)
    dictionuy
    I Deter nine whether quality
    feasibiliry within the given
    constraints ffi ]
    I
    plan md processes are correct
    and rtlective
    Influence factors that cause
    change Gather final les3ons leamed
    Create measurable objectives
    @ f P"rf. - o*1t,, ""dt" ""d
    and update knowledge bases

    @
    and success criteria
    I tr."" .,_TlnI r"!o.,. Perform integrated change
    Estimate activity durations control
    Identify stakeholders and and costs
    determine their expectations,
    interest, influence, and impact
    Update project mmagement
    E""1, n" ,"d adtrd""l plan and project doments
    ""-
    perfor mance; provide training
    Inform stakeholders of all

    Determine qualiry standards,


    @;b,ttdr,;,*r,t".l change request results

    processes, and metrics E-;s*"*"d;;- Monitor stakeholder

    Determine team charter and all [uJ.'*l%'-- - l


    engagement

    Confirm configuration
    roles and responsibilities

    Plan communications and


    l=".,r';""n,;;;il l compliance

    stakeholder engagement tR"1-rk*


    completed
    I Gain customer's acceptance of
    Perform risk identifi cation,
    qualitative and quantitative [S""d r"..". *f*-r,r"* interim deliverables
    ^d
    risk analysis, and risk response fail s,,licit feedback
    planning
    [-ry_;p-f"p"-J--* l Perform risk reviews,
    f Fro;,"-.t"k"h.ld"t reassessments, and audits
    Finalize procurement shategy I ".gug"*"rtu.dmanage
    and documents "*p".'.1!i*
    Create change and
    confi guration mmagement
    F.r,i;;;---l Manage, evaluate, and close
    procurements
    plans I Evalu.,te sellers*g"*" r"d
    IL contrrctwithsellers Evaluate use ofphysical
    resources

    til,d'l*"p..f"
    knou edge
    Develop realistic and suficient J
    pro.iect management plan and
    baselines F;,,"*.ry"*yeil--l
    Gain formal approval ofthe [upa,"p-1*-*a*t
    proiect documents
    plan l 1!ynd
    Rita's Process ChaftTM
    Where are we in the project
    management process?

    65
    @ 2020 RMC Publications, lnc,'" . 952.846.4484. info@rmcls.com . www.rmcls.com

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