What does it

PM Process Process group Output

means?
INTEGRATION Management

Develop Project
Charter Initiating - Project Charter

Develop Project Whatever needs to be done to

Management Planning create a project management - Project Management Plan
Plan plan that is bought into,
approved, realistic and formal
- Deliverables
Direct and
- Work Performance Data
Manage Project Executing Producing work according to the - Change Requests
Execution project management plan - PMP updates
- Project Document Updates
Monitor and
Monitoring & Wntbd to measure performance - Work Performance Reports
Control Project
Controlling against the project management - CR
Work
plan and request changes - PMP Updates
- PDU

Perform Wntbd to evaluate the impact - Approved CR

Monitoring &
Integrated to the project constraints and - Change Log
Controlling
Change Control approve or reject change - PMP Updates
requests - PDU

- Final product, service or result

Close Project or Closing - OPA updates
Phase

SCOPE Management

Plan Scope
Management - Scope Management Plan
Planning
- Requirements Management Plan

Wntbd to finalize and

Collect document detailed - Requirements Documentation
Planning
requirements requirements and determine - Requirements Tracability Matrix
how they will be managed

- Project Scope Statement

Define Scope Planning Wntbd to create the project
- PDU
scope statement

- Scope Baseline (WBS, WBS

Create WBS Planning Dictionnary, Scope Statement)
- PDU

- Accepted Deliverables
Monitoring & Meeting with the customer - CR
Validate Scope
Controlling to gain formal acceptance of - Work Performance Information
interim deliverables - PDU

- WPI
- OPA updates
Monitoring &
Control Scope - CR
Controlling
- PMP updates
- PDU

TIME Management

Plan Schedule
Planning - Schedule Management Plan
Management

Wntbd to create an activity - Activity List

Define
Planning list from each work packages - Activity Attributes
Activities
- Milestone List

Sequence Wntbd to create a - Schedule Network Diagrams

Activities Planning
network diagram - PDU

Estimate - Activity Resource Requirements

Activity Planning - Resource Breakdown Structure
Resources - PDU

Estimate
- Activity Duration Estimates
Activity Planning
- PDU
duration

- Schedule Baseline
- Project Schedule
Develop Wntbd to create a bought into, - Schedule Data
Planning approved, realistic, and formal - Project Calendars
Schedule
schedule and schedule baseline - PMP updates
- PDU

- Work Performance Measurements

- OPA updates
Control Monitoring & - CR
Schedule Controlling - PMP updates
- PDU

COST Management

Plan Cost
Management Planning - Cost Management Plan

- Activity Cost Estimates

Estimate Costs Planning - Basis of Estimates
- PDU

- Cost Baseline
Determine Planning - Project Funding Requirements
Budget
- PDU

- WPM
- Budget Forecasts
Monitoring &
Control Costs - OPA updates
Controlling
- CR
- PMP updates
- PDU

QUALITY Management
- Quality Management Plan
Plan Quality - Process Improvement Plan
Planning - Quality Metrics
Management
- Quality Checklists
- PDU

- OPA updates
Perform Quality - CR
Executing - PMP updates
Assurance
- PDU

- Quality Control Measurements

- Validated Changes
- Verified Deliverables
Perform Quality Monitoring & - WPI
Control Controlling - CR
- PMP updates
- OPA updates
- PDU

HUMAN RESOURCES Management

Plan Human
Resource Planning - Human Resource Plan
Management

- Project Staff Assignments

Acquire Project Executing - Resource Calendars
Team - PMP updates

Develop Project Executing - Team Performance Assessments

Team - EEF updates

- OPA updates
- EEF updates
Manage Project
Executing - CR
Team
- PDU
- PMP updates

COMMUNICATIONS Management

Plan
Planning - Comunication Management Plan
Communication
- PDU
s

- Project Communications
Manage - PMP updates
Communication Executing
- PDU
s - OPA updates

- WPI
Control Monitoring & - PMP updates
Communication Controlling - PDU
s - OPA updates
- CR

RISK Management

Plan Risk
Planning
Management - Risk Management Plan

Identify Risks Planning - Risk Register

Perform
Qualitative Risk Planning - Risk Register Updates
Analysis

Perform
Quantitative Planning - PDU
Risk Analysis

Plan Risk - PMP updates

Planning - PDU
Responses

- WPI
Monitoring & - CR
Control Risks - PMP updates
Controlling
- PDU
- OPA updates

PROCUREMENT Management
- Procurement Management Plan
Wntbd to create the - Procurement Statement of Work
Plan
procurement statement of work, - Procurement Documents
Procurement Planning
procurement documents, and the - Source Selection Criteria
Management
procurement management plan - Make-or-Buy decision
- CR
- PDU
- Selected Sellers
Wntbd to select a seller based on - Agreements
Conduct Executing - Resource Calendars
Procurements the seller responses and obtain a
signed contract - CR
- PMP updates
- PDU

- WPI
Control Monitoring & - OPA updates
Procurements Controlling - CR
- PMP updates
- PDU

Close - Close Procurements

Closing
Procurements - OPA updates

STAKEHOLDER Management

Identify Identifying and documenting

Initiating information about the - Stakeholder Register
Stakeholders
stakeholders on the project

Plan - Stakeholder Management Plan

Planning - PDU
Stakeholder
Management
- OPA updates
Manage - CR
Executing - PMP updates
Stakeholder
Engagement - PDU

- WPI
Control - CR
Stakeholder Monitoring & - PMP updates
Engagement Controlling - PDU
- OPA updates

Monitoring &
Initiating Planning Executing Closing
Controlling
Integration I

Scope Scope S

Time Time T
Knowledge Area

Cost Cost C

Quality Q

Human Resources H

Communiations C

Risk Risk R

Procurement P

Stakeholder S
 I S T C Q H C R P
INITIATING

I I
Uncover initial
Select Project
requirements and
Manager
risks

I I
Determine company
Create measurable
culture and existing
objectives
systems

I Collect processes, I
procedures, and Develop project
historical charter
information

I
Divide large projects Identify
into phases stakeholders
C

I Develop
Understand the stakeholder
business case management
C strategy

INPUTS to the initiating process group: ACTIONS required to complete the project initiating process group:
 Business Case  Select a project from a list of possible projects based on an established project
 Product description or product scope description detailing the product selection method
requirements as they are known up to this point. In other words, what is  Select the project manager
the project being asked to do?  Determine the authority of the projet manager
 How the project fits into or supports the company s strategic plan  Collect historical information
 Who the likely stakeholders are  Divide large projects into phases
 Contracts, if the work is done under a contract  Identify high-level stakeholders, their influences, and their risk tolerances
 Industry standards  Determine high-level requirements and risks
 Company change control system  Turn high-level stakeholder needs, wants, and expectation into requirements
 How the company does business; defined processes and procedures  Make sure the business case and the cost benefit analysis supporting the need
 Past relationships with the sponsor of the project, likely stakeholders, and for the project are documented and understood
the team  Ensure the product scope is as final as practical
 Templates from past projects  Understand how the project fits into the organization s strategic objectives
 Historical WBSs  Determine measurable project objectives and product objectives
 Historical estimates  Facilitate the resolution of conflicting objectives
 What is going on in the company today, the major projects, and what their  Get familiar with the company culture and structure as it relates to the project
impact might be on this project  Find existing processes and standards
 The company s future  Understand how the organization does business and what procedures and
 The company s culture policies are already in place to use on the project
 People who may be good team members  Do planning using the project planning process on high-level basis
 Complete order of magnitude estimating of the project schedule and budget
 Determine what form the project charter will take, why, etc.
 Coordinate project initiating efforts with stakeholders and the customer
 Work with the customer and the others to determine acceptance criteria and
what is and is not in the project
 Determine the initial project organization
 Determine any milestones needed
 Determine what specifically will constitute project success
 Determine how scope will be controlled
 Finalize the project charter
 Obtain formal approval of the project charter
 Create a stakeholder management strategy
 I S T C Q H C R P
PLANNING

IDetermine how you C I C I C

will do planning – Create WBS and Determine critical Determine all roles
S part of all Q S S Q S Finalize the "how to Q
WBS dictionary path and responsabilities
management plans execute and
T H T T H T H
C R P control" parts of all
C R P
management plan
C R P
Plan
S Finalize Create activity list Develop schedule communications
requirements
T T C I C
Develop final PM
S plan and Q
Perform risk
C identification, T performance H
Create project Create network qualitative and measurement
S Develop budget baseline that are
scope statement diagram quantitative risk
T R realistic
analysis, and risk
response planning C R P

Determine quality
Determine what to Estimate resource standards, I C I
Q Gain formal
purchase requirements processes, and S Go back – iterations Q
T metrics approval of the plan
P
T C R P H

I C
Estimate time and Create process I
Determine team Q Prepare
cost improvement plan Hold kick off
procurement
H T meeting
documents
P

ACTIONS to complete the project planning process group:

 Develop the project management plan (Integration Management chapter)
 Collect requirements (Scope Management chapter)
 Define Scope (Scope Management chapter)
 Create WBS (Scope Management chapter)
 Define activities (Time Management chapter)
 Estimate costs (Cost Management chapter)
 Plan quality (Quality Management chapter)
 Etc.

ACTIONS required to complete the project planning process group:

 Determine how you will plan scope, time, cost, quality, human resources,
communications, risk, procurement, and process improvement and put
that information into the beginnings of management plans for each
knowledge area
 Refine the high-level requirements from project initiating so they are more
specific
 Document assumptions
 Document constraints (i.e., resources, schedule, cost, etc.)
 Create a description of the project deliverables and the work required to
complete those deliverables (project scope statement)
 Use the project scope statement to gain approval of the "final" scope from
the stakeholders before further planning is done
 Determine what to purchase
 Determine the team
 Break down the work into smaller, more manageable pieces (WBS)
 Create descriptions of each work package in a WBS dictionary so that the
work can be understood by those assigned, with little gold plating
 Break down the work packages from the WBS into lists of activities
 Sequence activities, and determine predecessors and successors
 Estimate resource requirements
 Meet with managers to gain resource commitments
 Decide what level of accuracy is needed for estimates
 Have those working on the activities estimate time and cost
 Determine how long the project will take without compressing the
schedule
 Develop a preliminary schedule model, ignoring the schedule contained in
the project charter, and reconcile the two to come up with a final schedule
model for the project management plan
 Develop a preliminary budget, ignoring the budget contained in the
project charter, and reconcile the two to come up with the final budget for
the project management plan
 Determine quality standards and what metrics will be used to measure
quality performance
 Determine what processes should be followed on the project to reduce the
need to supervise work, to improve quality, and to make use of standards
 Determine how you will improve the processes in use on the project
 Clearly determine all roles and responsabilities so the team members and
stakeholders know what their roles are on the project and what work they will
need to do
 Determine what information you will need from other projects and what
information you can send to other projects
 Plan what will be comunicated on the project, to whom, by whom, when, and
how
 Complete risk identification, qualitative and quantitative risk analysis, and risk
response planning
 Iterations – go back, in order to work toward a project management plan that is
bought into, approved, realistic, and formal
 Prepare procurement documents
 Look for positive and negative interactions to and from other projects that can
affect this project
 Finalize the execute and control aspects of all management plans
 Plan ways to measure project performance, the measurements to be used,
when they will be used, and how they will be interpreted
 Determine what meetings, reports, and other activities you will use to control
the project to the project management plan
 Develop the final project management plan, project documents, and
performance measurement baseline by performing schedule network analysis,
looking for options, and confirming that project objectives can be met
 Gain formal approval of the project management plan from the sponsor, team,
and managers of resources
 Hold a kickoff meeting with all the key takeholders, team, team members s
managers, and the customer to make sure everyone is on the same page and to
gain buy-in
 EXECUTING I S T C Q H C R P

I I
Execute the work Use the work
according to the PM authorization Acquire final team Use issue logs
plan system
H H

I
Produce product Continuously Facilitate conflict
Q Manage people
scope improve resolution
H H

I
Evaluate team and Send and receive
Request changes Q Follow processes Q
projet performance information
H H
C P C

I
Implement only Perform quality Hold team-building
Q Hold meetings
approved changes assurance activities
H
C

I
Ensure common Perform quality Give recognition
Q Select sellers
understanding audits and rewards
H P

ACTIONS to begin the project executing process group:

 Direct and manage project execution (Integration Management chapter)
 Perform quality assurance (Quality Management chapter)
 Acquire project team (Human Resource Management chapter)
 Develop project team (Human Resource Management chapter)
 Manage project team (Human Resource Management chapter)
 Distribute information (Communications Management chapter)
 Manage stakeholder expectations (Communications Management chapter)
 Conduct procurements (Procurement Management chapter)

ACTIONS required to complete the project executing process group:

 Set and manage the expectations of all stakeholders
 Ensure common understanding of the work
 Implement the original project management plan or the project
management plan that was revised as a result of control activities
 Complete work packages
 Collect and document lessons learned
 Establish and manage communication channels
 Evaluate the team s effectiveness as a team
 Implement approved changes, including correctives actions, preventive
actions, and defect repair
 Implement quality assurance procedures
 Produce project reports
 Hold team-building activities
 Follow ground rules at team meetings
 Obtain needed training for team members
 Distribute information
 Remove roadblocks
 Achieve work results that meet requirements
 Meet with managers apprised of when their resources will be needed on the
project
 Commit project resources in accordance with the project management plan
 Manage project progress
 Guide, assist, communicate, lead, negociate, help, and coach
 Utilize your technical knowledge
 Authorize work on work packages using a work authorization system
 Hold progress meetings
 Send and receive information
 Focus on preventing problems rather than just dealing with them as they
arise
 Make sure all team members have the skills, information, and equipment
needed to complete the work
 Focus on looking for exceptions to the approved project management plan
rather than checking up on every team member s work or babysitting
 Recommend changes to be handled in the Perform Integrated Change Control
process
 Follow organizational policies, processes, and procedures
 Increase the effectiveness of processes
 Create recommendations for the performing organization that increase its
effectiveness
 Determine if project activities comply with processes, policies, and procedures
 Ensure continued agreement from the stakeholders to the project management
plan
 Keep everyone focused on completing the project to the project charter and
project management plan
 Reevaluate the project s business case when a severe problem occurs
 Solve problems
 Stop during the project to see where the changes are coming from and what
you can do to eliminate the root cause of the need for change
 Implement the recognition and rewards system created during the planning
processes
 Determine team members who could not be named during the planning
processes
 Implement approved process improvements
 Use issue logs
 Obtain seller responses to procurement documents
 Review bids and quotes, and select sellers
 Expend and manage projects funds
 Facilitate conflict resolution using conflict resolution techniques
 Measure individual team member performance
 I S T C Q H C R P
MONITORING &
CONTROLLING

I C I C I C
Take action to
S Q S Request changes Q Create forecasts Manage reserves
control the projet
T T T
C R P C R P C R

Measure C
performance I
S Gain acceptance of
against the Perform integrated Administer
S interim deliverables
performance change control procurements
T from the customer
measurement plan P

I Measure C
performance I
S against other Q Approve or reject Perform quality
Q
T metrics determined changes control
R
by the project
C manager P
I
I Determine C Inform stakeholders
Report on project
variances and if of approved
S Q performance
they warrant a changes
T change request R C
C P
I
I C
Influence the Manage
Perform risk audits
S factors that cause Q configuration
changes
T R
C R P

ACTIONS to complete the project monitoring and controlling process group:

 Monitor and control project work (Integration Management chapter)
 Perform integrated change control (Integration Management chapter)
 Verify scope (Scope Management chapter)
 Control scope (Scope Management chapter)
 Control schedule (Time Management chapter)
 Control costs (Cost Management chapter)
 Perform quality control (Quality Management chapter)
 Report performance (Communications Management chapter)
 Monitor and control risks (Risk Management chapter)
 Administer procurements (Procurement Management chapter)

ACTIONS required to complete the project monitoring and controlling process

group:
 Measure project performance according to the planned measures in the
management plans
 Measure against the performance measurement baseline
 Determine variances
 Exercise judgment to determine what variances are important and if they
warrant recommending a change
 Recommend changes, including defect repair and preventive and corrective
actions. Do not just wait for others to recommend them
 Obtain approval of changes in integrated change control
 Create forecasts
 Manage configuration
 Control scope, schedule, and cost to their baselines
 Perform procurement audits
 Refine control limits
 Hold meeting regarding controlling the project, such as status review
meetings
 Identify the root causes of problems
 Obtain formal acceptance of deliverables from the customer
 Identify the need for replanning
 Make updates to the project management plan and project documents
 Manage the time and cost reserves
 Recalculate how much the project will cost and how long it will take
 Obtain additional funding when needed
 Hold periodic inspections
 Make decisions to accept or reject work
 Evaluate the effectiveness of implemented corrective actions
 Reassess the effectiveness of project control systems
 Spend time trying to improve quality
 Get information from stakeholders to determine if project controls need to be
updated
 Identify and analyze trends
 Evaluate the effectiveness of risk responses in a risk audit
 Look for newly arising risks
 Reanalyze existing risks
 Use milestones as a project control feature
 Observe
 Report on performance to all stakeholders
 Use variance reports to help correct small problems before they become serious
 Calculate estimate to complete
 Use and interpret earned value calculations
 Use quality control tools – inspections, Pareto charts, cause and effect
diagrams, etc.
 Control changes
 Ensure that only approved changes are implemented
 Work with the change control board
 Evaluate customer satisfaction
 Administer procurements
 Validate defect repair
 Stop during the project to see where changes are coming from and what you
can do to eliminate the root cause of the need for change
 I S T C Q H C R P

CLOSING

I I
Confirm work is
Index and archive
done to
records
requirements
P P

I
Complete Update lessons
procurement learned knowledge
closure base
P P

I I
Gain formal
Hand off completed
acceptance of the
product
product

I I
Complete final
performance Release ressources
reporting

ACTIONS to complete the project closing process group:
 Close project or phase (Integration Management chapter)
 Close procurements (Procurement Management chapter)
ACTIONS required to complete the project closing process group:
 Confirm that all the requirements in the project have been met
 Verify and document that the project, or project phase, meets completion or
exit criteria set in place during the planning process group
 Obtain formal (legal) sign-off and final acceptance of the product of the projet
from the customer
 If the project was terminated early, document the reasons
 Make final payments, and complete cost records
 Gather final lessons learned
 Update project records
 Ensure all the project management processes are complete
 Update corporate processes, procedures, and templates based on lessons
learned
 Add new skills acquired to team members human resource records
 Complete procurement closure and project/phase closure
 Analyze and document the success and effetiveness of the project
 Create and distribute a final report of project performance
 Index and archive project records
 Evaluate customer satisfaction
 Hand off the completed project deliverables to operations and maintenance
 Release resources
 Celebrate