P

Project Management Processes M

O

INITIATING PLANNING EXECUTING MONITORINGV & CLOSING

Select project manager
Determine company culture
and existing systems
Collect processes, procedures,
and historical information
Divide large projects into
phases
Understand the business case
Uncover initial requirements,
assumptions, risks, constraints,
and existing agreements
Assess project and product
feasibility within the given
constraints
Create measurable objectives
Develop project charter
Identify stakeholders and
determine their expectations,
influece and impact
(This is the only process group
with a set order)
Determine how you will plan for
each knowledge area
Determine detailed requirements
Create project scope statement
Assess what to purchase and
create procurement documents
Determine planning team
Create WBS and WBS dictionary
Create activity list
Estimate resource requirements
Estimate time and cost
Determine critical path
Develop schedule
Develop budget
Determine quality standards,
processes and metrics
Create process improvement plan
Determine all roles and responsibility
Plan communications and stake-
holder engagement
Perform risk identification, qualita-
tive and quantitative risk analysis,
and risk response planning
Go back - iterations
Execute the work according
to the PM plan
Produce product deliverable
(product scope)
Gather work perfomance data
Request changes
Implement only approved
changes
Continously improve
Follow processes
Determine whether processes
are correct and effective
(quality assurance)
Perform quality audits
Acquire final team
Manage people
Evaluate team and individual
performance
Hold team-building activities
Give recognition and rewards
Use issue logs
Facilitate conflict resolution
Release resouces as work is
completed
Send and receive information,
and solicit feedback
Report on project performance
CONTROLLING Confirm work is done to
requirements
Take action to control the
project Complete procurement
closure
Measure performance
against the performanace Gain final acceptance of the
measurement baseline product
Measerure performance Complete financial closure
against other metric in the PM
plan Heand off completed product
Analyze and evaluate perfor- Solicit feedback from custom-
mance er about the project
Determine if variances Complete final performance
warrant a corrective action or reporting
other change request
Index and archive records
Influence the factors that
cause changes
Gather final lessons learned
and update knowlege base
Request changes
Perform integrated change
control
Approve or reject changes
Update the PM plan and
project decouments
Inform stakeholders of the
results of change requests
Monitor stakeholder engage-
ment
Manage configuration
Create forecasts
Gain acceptance of interim
deliverables from the
customer

Finalize procurement documents Manage stakeholder engage- Perform quality control

ment and expectations
Create change management plan Perform risk reassessments
Hold meetings and audits
Finalaize the “how to execute and
control” parts of all management Select sellers Manage reserves
plans
Control procurements
Develop realistic and final PM plan
and performance measurement
baseline

Gain formal approval of the plan

Hold kickoff meeting

Rita's Process Chart

Where are we in the project
management process?
Rita Mulcahy′s
PMP Exam Prep

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