Chapter

3:
Project Management Processes

Stevbros Training and Consultancy

PMI, PMP and PMBOK are registered marks of the Project Management Ins9tute, Inc.

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 Outline
•  5 Process groups
•  10 Knowledge Areas
•  PMI Talent Triangle

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 Process
•  Project management is the applicaLon of knowledge,
skills, tools, and techniques to project acLviLes to
meet the project requirements. This applicaLon of
knowledge requires the effecLve management of the
project management processes.
•  A process is a set of interrelated acLons and
acLviLes performed to create a pre-specified
product, service, or result. Each process is
characterized by its inputs, the tools and techniques
that can be applied, and the resulLng outputs.
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 Process
•  Project management processes: These processes
ensure the effecLve flow of the project throughout
its life cycle. These processes encompass the tools
and techniques involved in applying the skills and
capabiliLes described in the Knowledge Areas.
•  Product-oriented processes: These processes specify
and create the project’s product. Product-oriented
processes are typically defined by the project life
cycle and vary by applicaLon area as well as the
phase of the product life cycle.
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 Process
•  The PMBOK® Guide describes only the
project management processes.
•  PMBOK® 5th ediLon includes 47 project
m a n a g e m e n t p r o c e s s e s i n 1 0
knowledge areas and 5 process groups.
(A Guide to the Project Management Body of Knowledge, FiCh
Edi9on (PMBOK® Guide) ©2013 Project Management
Ins9tute, Inc. All Rights Reserved. Table 3-1 Page 61.)

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 5 process groups

(A Guide to the Project Management Body of Knowledge, FiCh Edi9on (PMBOK® Guide)
©2013 Project Management Ins9tute, Inc. All Rights Reserved. Figure 3-1 Page 50.)

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 5 process groups
1.  Ini7a7ng Process Group: define a new
project or a new phase of an exisLng project
by obtaining authorizaLon to start the
project or phase.
2.  Planning Process Group: establish the scope
of the project, refine the objecLves, and
define the course of acLon required to a`ain
the objecLves that the project was
undertaken to achieve.
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 5 process groups
3.  Execu7ng Process Group: complete the work
defined in the project management plan to
saLsfy the project specificaLons.
4.  Monitoring and Controlling Process Group:
track, review, and regulate the progress and
performance of the project; idenLfy any
areas in which changes to the plan are
required; and iniLate the corresponding
changes.
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 5 process groups
5.  Closing Process Group. finalize all acLviLes
across all Process Groups to formally close
the project or phase.

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 10 Knowledge Areas

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 10 Knowledge Areas
1. INTEGRATION MANAGEMENT
•  Comprising of a plan development, plan
execuLon and an integrated change control
process, integraLon management is the range
of processes required to ensure all elements
of a project are successfully coordinated.

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 10 Knowledge Areas
2. SCOPE MANAGEMENT
•  Scope includes collaLng all the informaLon
required to begin a project and any features
this project requires to meet stakeholder
requirements.
•  Successful projects must meet strict deadlines
and resource allowances, and scope creep
always has a detrimental effect if not
managed correctly.

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 10 Knowledge Areas
3. TIME MANAGEMENT
•  Time restricLons vary depending on the
nature of the project, but a well structured
plan and schedule plays an essenLal part.
•  Time management includes the development
of a Lmeline, decisions of project milestones
and the structuring of schedules and acLviLes.

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 10 Knowledge Areas
4. COST MANAGEMENT
•  A key technique to manage costs is Earned
Value Management – EVM.
•  A project manager must pracLce effecLve cost
management by esLmaLng, budgeLng,
funding, managing and controlling costs so
that they remain within the pre approved
project budget.

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 10 Knowledge Areas
5. QUALITY MANAGEMENT
•  A project is no good if it fails to meet sponsor
requirements and expected deliverables.
•  An organizaLon must determine quality
policies, responsibiliLes and project objecLves
so it meets original needs and specificaLons.

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 10 Knowledge Areas
6. HUMAN RESOURCE MANAGEMENT
•  A team must be put together and managed so
they perform well and can saLsfy the
demands of a project.
•  The size of project teams can vary, but all
team members must be organized, managed
and led effecLvely.

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 10 Knowledge Areas
7. COMMUNICATIONS MANAGEMENT
•  For a project to be successful, the correct people
must receive the right informaLon at the
appropriate Lme.
•  CommunicaLon management entails idenLfying
what informaLon should be communicated with
the team and who it should be told to who will
use the informaLon effecLvely.
•  CommunicaLon includes the planning, creaLon,
distribuLon, retrieval, management and
monitoring of how informaLon is relayed.
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 10 Knowledge Areas
8. RISK MANAGEMENT
•  A project manager must be competent in risk
management.
•  The pracLce is crucial in projects to idenLfy,
plan for, analyze, respond, and control any
factors that might dangerously affect a project
and put the project team or end users at risk.
•  EffecLve risk management maximizes the
realizaLon of opportuniLes.
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 10 Knowledge Areas
9. PROCUREMENT MANAGEMENT
•  Procurement of resources means purchasing or
acquiring materials, services or results required
from an outside source.
•  Outside specialists are oken needed on more
complex and large scale projects and outsourcing
is commonplace.
•  Suppliers are invited to bid for the project work
and, once chosen, there will ve a legally binding
contract drawn up.
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 10 Knowledge Areas
10. STAKEHOLDER MANAGEMENT
•  Entails the idenLficaLon of parLcipants –
groups, people, organizaLons - involved and
affected by a project.
•  This process includes analyzing stakeholder
expectaLons and the impact these might have
on the project, and engaging and
communicaLng with stakeholders in decisions
and the execuLon of tasks.

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 Process Groups Interact
in a Phase or Project

(A Guide to the Project Management Body of Knowledge, FiCh Edi9on (PMBOK® Guide)
©2013 Project Management Ins9tute, Inc. All Rights Reserved. Figure 3-2 Page 51.)

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 Project boundaries

(A Guide to the Project Management Body of Knowledge, FiCh Edi9on (PMBOK® Guide)
©2013 Project Management Ins9tute, Inc. All Rights Reserved. Figure 3-4 Page 54.)

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 Project informaLon
(A Guide to the
P r o j e c t
Management
B o d y o f
Knowledge,
FiCh Edi9on
( P M B O K ®
Guide) ©2013
P r o j e c t
Management
Ins9tute, Inc.
A l l R i g h t s
Reserved.
F i g u r e 3 - 5
Page 59.)

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 PMI Talent Triangle

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 PMI Talent Triangle

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 PMI Talent Triangle
•  Technical Skills
–  66% of organizaLons say that technical project
skills are the most di cult to find.
–  However 96% indicate that these are the most
teachable.

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 PMI Talent Triangle
•  Leadership Skills
–  75% of organizaLons rank leadership skills as the
most important for successful navigaLon of
complexity in projects.
–  71% of organizaLons rank leadership skills as the
most important for long-term success of project
managers.

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 PMI Talent Triangle
•  Strategic and Business Management Skills
–  For project, program and pornolio managers,
understanding your organizaLon’s strategy is
essenLal.
–  For employers, a strategic approach is also
essenLal. For example, when organizaLons align
their talent to organizaLonal strategy, it produces
a higher average project success rate 72% for
those with good alignment, compared to 58% for
those without it.

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End of lesson 3.

Thank you!

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