• Describe the five PM process groups,

• Understand how the PM process groups relate to the PM

knowledge areas

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• A process: series of actions directed toward a particular result
• The PM process group include:
• Initiating processes
• Defining and authorizing a project or project phase
• Planning processes
• Devising and maintaining workable scheme\plan to ensure that project
address the organization needs
• a project team must develop a plan to define the work that needs to be done for the
project, to schedule activities related to that work, to estimate costs for performing
the work, to decide what resources to procure to accomplish the work, and so on
• Executing processes
• Coordinating people and resources to carry out work plans to produce
products ,services or results of project phase.
• Examples of executing processes include acquiring and developing the project team,
performing quality assurance, distributing information, managing stakeholder expectations,

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• Monitoring and controlling processes
• Measuring and monitoring progress against project objectives
• The project manager and staff monitor and measure progress against
the plans
• Closing processes
• Formalizing project acceptance or phase
• Administrative activities are often involved in this process group,
such as archiving project files, closing out contracts, documenting
lessons learned, and receiving formal acceptance of the delivered
work as part of the phase or project.

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 • You can map the main activities of each PM process group into
the nine knowledge areas using the PMBOK® Guide 2008

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• Projects are unique, so are approaches to PM
• Many organizations develop their own PM methodologies,
especially for IT projects
• A standard: what should be done to manage a project (PMBOK)
• A methodology: how things should be done and different
organizations have different ways of doing things

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• Good practice: lay the groundwork for a project before it officially
starts
• Senior managers often perform several pre-initiation tasks, including
the following:
• Determine the scope, time, and cost constraints for the project
• Identify the project sponsor
• Select the project manager
• Develop a business case for a project
• Meet with the project manager to review the process and expectations for
managing the project
• Determine if the project should be divided into two or more smaller projects

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 • Initiating a project: includes recognizing and starting a new
project or project phase
• The main goal: formally select and start off project

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•Charters are normally short and include key project information
and stakeholder signatures
•Good practice: kick-off meeting at the beginning of a project
• Stakeholders intro, review the goals of the project, and discuss future
plans

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Project Title:
Project Start Date:
Projected Finish Date
Budget Information:
Project Manager:
Project Objectives:
Project success criteria
Approach:

Roles and Responsibilities

Sign off
Comments

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 • The main purpose of project planning: guide execution
• Every knowledge area includes planning information

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• Project scope is the part of project planning that involves
determining and documenting a list of specific project goals,
deliverables, tasks, costs and deadlines.

• The work breakdown structure visually defines the scope into

manageable chunks that a project team can understand, as each
level of the work breakdown structure provides further
definition and detail.
• WBS provide a basis for creating project schedule

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 • Coordinating people and resources to carry out work plans to
produce products ,services or results of project phase.
• Usually takes the most time and resources to perform project
execution
• Project managers must use their leadership skills to handle
many challenges that occur during project execution
• many project sponsors and customers focus on deliverables
related providing the products, services, or results desired from
the project
• A milestone report (example on pp. 109-110) can help focus on
completing major milestones

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 • Involves measuring progress toward project objectives,
monitoring deviation from the plan, and taking correction actions
• Affects all other process groups and occurs during all phases of
the project life cycle
• Outputs include performance reports, change requests, and
updates to various plans

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 • Involves gaining stakeholder and customer acceptance of the
final products and services
• Outputs include final Project report (table3-17) , lessons learned
(table 3-16) and in some projects presentation to the
sponsor/senior management
• Although many IT projects are cancelled before completion ,
even then they should be closed out properly to learn from the
past

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 • The five project management process groups are initiating,
planning, executing, monitoring and controlling, and closing
• You can map the main activities of each process group to the
nine knowledge areas
• Some organizations develop their own information technology
project management methodologies
• The JWD Consulting case study provides an example of using
the process groups and shows several important project
documents

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