Chapter 3

Project Management Processes For

a Project
(PMBOK Guide)
Mohammad
h
d A. Rajabi
j bi
Dept. of Geomatics Eng., University of Tehran
Tel: +98 21 8833 4341, Cell: +98 912 132 5823
Email: marajabi@ut.ac.ir
Homepage: http://www.marajabi.com

Table of Content

Introduction
d i
Common PM Process Interactions
PM Process Groups (PG)
Initiating PG
Planning PG
Executing PG
Monitoring and controlling PG
Closing PG

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Introduction
PM: Application of knowledge, skills, tools,
q
to p
project
j activities to meet
techniques
Project requirements
Process: interrelated actions/activities to
achieve prespecified product, result or
service
Characterized by: inputs, tools/techniques and
outputs
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Introduction
Project
P j t success:

Select appropriate processes

Use a defined approach
Comply with requirements/stakeholders needs
Balance competing demands (scope,
(scope time,
time cost,
cost
quality, resources, risks)

Processes are applied

pp
differentlyy for different
projects
PM with p
project
j team decide of which p
processes
to apply and how rigor
Tailoring/customizing
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Introduction
Actions taken during one process affect other
processes ((scope
p
p change
g > p
project
j cost))
Process interactions require tradeoffs among
requirements and objectives
objectives, performance
Successful PM: actively managing the
interactions

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PM Processes Groups
Initiating: define a project/phase
Planning: establish the scope, refine
objectives, course of actions
Executing:
E
i perform
f
to complete
l
the
h workk
Monitoringg and Controlling:
g required
q
to track,,
review and regulate the process and
performance identify changes,
performance,
changes initiate change
Closing: finalize all activities
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Common PM Process Interactions

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Common PM Process Interactions

PM Process Groups
Linked byy outputs
p the produce
p
Are seldom discrete or onetime events
Are overlapping activities
Their output becomes input to another process

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Interaction of Process Groups

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PM Process Groups

Five groups
Have dependencies
Are performed sequentially
Iterative
Have interactions

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Initiating PG
Processes performed defining new
p j
projects/phases
p
Defining scope
Committing
C
i i fi
financial
i l resources
Identifying
y g stakeholders
PM is selected
These info > Project charter
Iterative nature
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Project Boundaries

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Initiating PG

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Developing Project Charter

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Identifying Stakeholders

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Planning PG
Processes performed to establish
Scope
p
Define/refine objectives
Develop course of action

Iterative (rolling wave planning)

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Developing Project Management

Plan

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Collect Requirements

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Define Scope

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Create WBS

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Define Activities

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Sequence Activities

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Estimate Activity Resources

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Estimate Activity Durations

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Develop Schedule

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Estimate Costs

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Determine Budget

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Plan Quality

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Develop Human Resource Plan

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Plan Communications

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Plan Risk Management

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Identify Risks

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Perform Qualitative Risk Analysis

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Perform Quantitative Risk Analysis

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Plan Risk Responses

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Plan Procurements

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Executing Process Group

Processes to complete the work
Involves
coordination of people/resources
Integrating
I
i and
d performing
f
i off the
h activities
i ii
determined in PM plan

Iterative
Changes in: duration
duration, resources > PM Plan
Most Expensive PG
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Direct and Manage Project

Execution

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Perform Quality Assurance

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Acquire Project Team

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Develop Project Team

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Manage Project Team

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Distribute Information

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Manage Stakeholder Expectations

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Conduct Procurements

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Monitoring and Controlling Process

Group
Processes to track, review, regulate the
progress
p
g
and p
performance, identifyy areas of
change, initiate the change
Includes:
Controlling changes, recommending preventive
action
Monitoring the ongoing project activities
Integrated change control
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Monitor and Control Project Work

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Perform Integrated Change Control

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Verify Scope

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Control Scope

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Control Scope

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Control Costs

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Perform Quality Control

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Report Performance

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Monitor and Control Risks

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Administer Procurements

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Closing Process Group

P
Processes to
t finalize
fi li allll activities
ti iti tto fformally
ll
complete the project/phase or contractual
obligations
Followings may occur:

Obtain acceptance by costumer/sponsor

Conduct postproject/phaseend review
Record impacts of tailoring any process
Document lessons learned
Apply
pp y updates
p
to organizational
g
p
process assets
Archive project documents in PMS
Close out procurements

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Close Project/Phase

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Close Procurement

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