Project Process Groups: Instructor Hamza Ejaz

Project Process Groups
Instructor
Hamza Ejaz
Learning Objectives
• Describe the five project management (PM)
process groups, the typical level of activity
for each, and the interactions among them.
• Understand how the PM process groups

relate to the PM knowledge areas.
2
Project Management Process Groups
• A process is a series of actions directed toward a
particular result.
• Project management can be viewed as a number of
interlinked processes.
• The project management process groups include:
– Initiating processes
– Planning processes
– Executing processes
– Monitoring and controlling processes
– Closing processes
3
Initiating Processes
• Defining and authorizing a project or project
phase
• Define the business need for the project,
sponsor, project manager
4
Planning Processes
• Devising and maintaining a workable scheme
to ensure project success
• There is no single project plan!
• Defining each knowledge area as it relates to
the project
– The work needs to be done
– Schedule activities
– Cost estimate
– Resources to procure
5
Executing Processes
• Coordinating people and other resources to
– carry out the project plans
– produce the products, services, or results
6
Monitoring and Controlling Processes
• Measuring and monitoring progress to ensure
that the project team meets the project
objectives.
– Measure progress against the plans
– Common monitoring and controlling process is
performance reporting
7
Closing Processes
• Formalizing acceptance of the project or
project phase and ending it efficiently.
• Administrative activities are often involved in
this process group
– Archiving project files
– Closing out contracts
– Documenting lessons learned
– Receiving formal accepatance
8
FOOD FOR THOUGHT!
Do Project Process Groups Overlap?
9
Level of Activity and Overlap of Process Groups
Over Time
10
Mapping the Process Groups to the
Knowledge Areas
• You can map the main activities of each PM
process group into the Ten Knowledge Areas by
using the PMBOK 6th Edition
• Note that there are activities from each

knowledge area under the planning process
group.
• All initiating activities are part of the project

integration management knowledge area.
11
Relationships Among Process Groups
and Knowledge Areas
12
Relationships Among Process Groups
and Knowledge Areas
13
Project Initiation
• Initiating a project includes recognizing and starting a new
project or project phase.
• Some organizations use a pre-initiation phase, while others
include items such as developing a business case as part of the
initiation.
• The main goal is to formally select and start off projects.
• Key outputs include:
– Assigning the project manager.
– Identifying key stakeholders.
– Completing a business case.
– Completing a project charter and getting signatures on it.
14
Project Initiation Documents
• Every organization has its own variations of
what documents are required to initiate a
project. It’s important to identify the project
need, stakeholders, and main goals.
15
Project Initiation- Business Case
• An analysis of the organizational value, feasibility,
costs, benefits, and risks of the project plan.
• Not a budget or project plan
• To provide senior management with all the
information needed to make an informed
decision as to whether a specific project should
be funded.
• Must document the methods & rationale used
for quantifying the costs and benefits.
16
Project Initiation- Business Case
• Attributes of a Good Business Case
– Details all possible impacts, costs, benefits
– Clearly compares alternatives
– Objectively includes all pertinent information
– Systematic in terms of summarizing findings
17
Project Charter
• Project charter is a document that formally
recognizes the existence of a project and
provides a direction on the project’s objectives
and management.
• Purpose of the Project Charter
– Document the project objectives
– Define project infrastructure
– Summarize details of project plan
– Define roles and responsibilities
– Show explicit commitment to project
– Set out project control mechanisms
18
Project Planning
• The main purpose of project planning is to guide
execution.
• Every knowledge area includes planning information
• Key outputs included in the project include:
– A team contract.
– A scope statement.
– A work breakdown structure (WBS).
– A project schedule, in the form of a Gantt chart with all
dependencies and resources entered.
– A list of prioritized risks (part of a risk register).
19
Project Execution
• Project execution usually takes the most time and
resources.
• Project managers must use their leadership skills to
handle the many challenges that occur during project
execution.
• Many project sponsors and customers focus on
deliverables related to providing the products, services,
or results desired from the project.
• A milestone report can keep the focus on completing
major milestones.
20
Project Monitoring and Controlling
• Involves measuring progress toward project
objectives, monitoring deviation from the plan,
and taking corrective action to match progress
with the plan.
• Affects all other process groups and occurs during

all phases of the project life cycle.
• Outputs include performance reports, requested

changes, and updates to various plans.
21
Project Closing
• Involves gaining stakeholder and customer
acceptance of the final products and services.
• Even if projects are not completed, they should
be formally closed in order to reflect on what
can be learned to improve future projects.
• Outputs include project archives and lessons
learned, which are part of organizational
process assets.
• Most projects also include a final report and
presentation to the sponsor or senior
management. 22
Questions?
23

Project Process Groups: Instructor Hamza Ejaz

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Project Process Groups

• Understand how the PM process groups

Do Project Process Groups Overlap?

• Note that there are activities from each

• All initiating activities are part of the project

• Affects all other process groups and occurs during

• Outputs include performance reports, requested

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