Project Management Proce

Project
Knowledge Areas Initiating
4.1 Develop Project Charter
1 Integration

2 Scope

3 Schedule

4 Cost

5 Quality

6 Resource

7 Communication

8 Risk

9 Procurement
10 Stakeholder 13.1 Identify Stakeholders
 Project Management Process Group and Knowledge Area Mapping

Project Management Process Groups

Planning Executing
4.2 Develop Project Management Plan 4.3 Direct & Manage Project Work
4.4 Manage Project Knowledge
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Durations
6.5 Develop Schedule
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
8.1 Plan Quality Management 8.2 Manage Quality
9.1 Plan Resource Management 9.3 Acquire Resources
9.2 Estimate Activity Resources 9.4 Develop Team
9.5 Manage Team
10.1 Plan Communication Management 10.2 Manage Communication
11.1 Plan Risk Management 11.6 Implement Risk Responses
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
12.1 Plan Procurement Management 12.2 Conduct Procurements
13.2 Plan Stakeholders Engagement 13.3 Manage Stakeholders Engagement
nowledge Area Mapping

s Groups
Monitoring and Controlling Closing
4.5 Monitor and Control Project Work 4.7 Close Project or Phase
4.6 Perform Integrated Change Control
5.5 Validate Scope
5.6 Control Scope

6.6 Control Schedule

7.4 Control Costs

8.3 Control Quality

9.6 Control Resources

10.3 Monitor Communication

11.7 Monitor Risks

12.3 Control Procurements

13.2 Monitor Stakeholders Engagement
 Inputs, Tools & Techniqu
Project Charter Document

Business Documents

AGREEMENTS
Enterprise environmental factors

Organizational process assets

Expert Judgment

Data Gathering
Interpersonal and team skills
 Inputs, Tools & Techniques and Outputs
- Project purpose;
- Measurable project objectives and related success criteria;
- High-level requirements;
- High-level project description, boundaries, and key deliverables;
- Overall project risk;
- Summary milestone schedule;
- Preapproved financial resources;
- Key stakeholder list;
- Project approval requirements (i.e., what constitutes project success, who decides the project is successful, and who signs off
- Project exit criteria (i.e., what are the conditions to be met in order to close or to cancel the project or phase);
- Assigned project manager, responsibility, and authority level; and
- Name and authority of the sponsor or other person(s) authorizing the project charter.

Business case:
The project business case is a documented economic feasibility study used to establish the validity of the benefits of a selecte
for the authorization of further project management activities. The business case lists the objectives and reasons for project in
project against the project objectives. The business case is a project business document that is used throughout the project lif
and may result in a go/no-go decision for the project.
The approved business case, or similar, is the business document most commonly used to create the project charter. The busi
standpoint to determine whether the expected outcomes of the project justify the required investment. It is commonly used f
decision making by managers or executives above the project level. Typically, the business need and the cost/benefit analysis
boundaries for the project. For more information on the business case, see Section 1.2.6.1. The business case is created as a re
- Market demand (e.g., an automobile manufacturer authorizing a project to build more fuel-efficient cars in response to g
costs, a company may combine staff functions and streamline processes to reduce costs),
- Customer request (e.g., an electric utility authorizing a project to build a new substation to serve a new industrial park),
- Technological advance (e.g., an airline authorizing a new project to develop electronic tickets instead of paper tickets bas
- Legal requirement (e.g., a paint manufacturer authorizing a project to establish guidelines for handling toxic materials),
- Ecological impacts (e.g., a company authorizing a project to lessen its environmental impact), or
- Social need (e.g., a nongovernmental organization in a developing country authorizing a project to provide potable water
from high rates of cholera)."

A contract is a mutually binding agreement that obligates the seller to provide the specified products, services, or results; obli
relationship that is subject to remedy in the courts. The major components in an agreement document will vary, and may inclu
- Procurement statement of work or major deliverables;
- Schedule, milestones, or date by which a schedule is required;
- Performance reporting;
- Pricing and payment terms;
- Inspection, quality, and acceptance criteria;
- Warranty and future product support;
- Incentives and penalties;
- Insurance and performance bonds;
- Subordinate subcontractor approvals;
- General terms and conditions;
- Change request handling; and
- Termination clause and alternative dispute resolution mechanisms.
The enterprise environmental factors that can influence the Develop Project Charter process include but are not
limited to:
- Government or industry standards (e.g., product standards, quality standards, safety standards, and workmanship standards
- Legal and regulatory requirements and/or constraints,
- Marketplace conditions,
- Organizational culture and political climate,
- Organizational governance framework (a structured way to provide control, direction, and coordination through people, poli
goals), and
- Stakeholders’ expectations and risk thresholds.

The organizational process assets that can influence the Develop Project Charter process include but are not limited to:
- Organizational standard policies, processes, and procedures;
- Portfolio, program, and project governance framework (governance functions and processes to provide guidance and decisio
- Monitoring and reporting methods;
- Templates (e.g., project charter template); and
- Historical information and lessons learned repository (e.g., project records and documents, information about the results of
project performance).

Expert judgment is defined as judgment provided based upon expertise in an application area, Knowledge Area, discipline, ind
expertise may be provided by any group or person with specialized education, knowledge, skill, experience, or training.
For this process, expertise should be considered from individuals or groups with specialized knowledge of or training in the fol
- Organizational strategy,
- Benefits management,
- Technical knowledge of the industry and focus area of the project,
- Duration and budget estimation, and
- Risk identification.

Data-gathering techniques that can be used for this process include but are not limited to:
- Brainstorming. Described in Section 4.1.2.2. Brainstorming is a technique used to generate and collect multiple ideas related
- Interviews. An interview is a formal or informal approach to elicit information from stakeholders by talking to them directly.
questions and recording the responses. Interviews are often conducted on an individual basis between an interviewer and an
interviewees. Interviewing experienced project participants, sponsors, other executives, and subject matter experts can aid in
product deliverables. Interviews are also useful for obtaining confidential information.
- Focus groups. Focus groups bring together prequalified stakeholders and subject matter experts to learn about their expecta
trained moderator guides the group through an interactive discussion designed to be more conversational than a one-on-one
- Questionnaires and surveys. Questionnaires and surveys are written sets of questions designed to quickly accumulate inform
surveys are most appropriate with varied audiences, when a quick turnaround is needed, when respondents are geographicall
- Benchmarking. Described in Section 8.1.2.2. Benchmarking involves comparing actual or planned products, processes, and p
practices, generate ideas for improvement, and provide a basis for measuring performance. The organizations compared durin
Interpersonal and team skills that can be used for this process include but are not limited to:
- Conflict management. Conflict is inevitable in a project environment. Sources of conflict include scarce resources, scheduling
norms, and solid project management practices, like communication planning and role definition, reduce the amount of confli
Successful conflict management results in greater productivity and positive working relationships. When managed properly, d
decision making. If the differences become a negative factor, project team members are initially responsible for their resolutio
satisfactory resolution. Conflict should be addressed early and usually in private, using a direct, collaborative approach. If disru
be used, including disciplinary actions.
The success of project managers in managing their project teams often depends on their ability to resolve conflict. Different p
Factors that influence conflict resolution methods include:
- Importance and intensity of the conflict,
- Time pressure for resolving the conflict,
- Relative power of the people involved in the conflict,
- Importance of maintaining a good relationship, and
- Motivation to resolve conflict on a long-term or short-term basis.
There are five general techniques for resolving conflict. Each technique has its place and use:
- Withdraw/avoid. Retreating from an actual or potential conflict situation; postponing the issue to be better prep
- Smooth/accommodate. Emphasizing areas of agreement rather than areas of difference; conceding one’s positio
- Compromise/reconcile. Searching for solutions that bring some degree of satisfaction to all parties in order to tem
results in a lose-lose situation.
- Force/direct. Pushing one’s viewpoint at the expense of others; offering only win-lose solutions, usually enforced
often results to a win-lose situation.
- Collaborate/problem solve. Incorporating multiple viewpoints and insights from differing perspectives; requires a
consensus and commitment. This approach can result in a win-win situation.
The Project Management Process Details
4.1 Develop Project Charter Is the process of developing a document that formally authorizes
the existence of a project and provides the project manager with
the authority to apply organizational resources to project
activities. The key benefits of this process are that it provides a
direct link between the project and the strategic objectives of the
organization, creates a formal record of the project, and shows
the organizational commitment to the project. This process is
performed once or at predefined points in the project.
Process Group Inputs Tools & Techniques

1. Business Documents 1. Expert Judgment

2. Agreements 2. Data Gathering

Initiating
3. Enterprise environmental factors 3. Interpersonal and team skills

4. Organizational process assets 4. Meetings

 Outputs

1. Project Charter

2. Assumption log
 The Project Management Process Details
It is the process of defining, preparing, and coordinating all plan
components and consolidating them into an integrated project
management plan. The key benefit of this process is the
production of a comprehensive document that defines the basis
of all project work and how the work will be performed.

4.1 Develop Project Management Plan

Process Group Inputs Tools & Techniques
1. Project charter 1. Expert Judgment

2. Data gathering
• Brainstorming
• Checklists
• Focus groups
Planning 2. Outputs from other processes • Interviews

3. Interpersonal and team skills

• Conflict management
• Facilitation
3. Enterprise environmental factors • Meeting management
4. Organizational process assets 4. Meetings
 Outputs
1. Project Management Plan