starpmo pmp prep guide (1)

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Introduction: Please read the following introductory note about Project Management and

PMP Certification. After that you will have a single page

answer and bring with you to the class room session on Day

that you are NOT expected to read anything else as a preparation for the class.

What should you: Read the note and answer all the questions at the end of note. After that,

bring that last page with your answers to the class room and subm

mandatory activity for the class room (Remember to write your full name on the page).

Short note on Project Management

Project management is the process and activity of planning, organizing, motivating, and

controlling resources, procedures and protocols to achieve specific goals in scientific or daily

problems. A project is a temporary endeavor designed to produce a unique product, service

or result with a defined beginning and end (usually time

by funding or deliverables), undertaken to meet unique goals and objectives, typically to

bring about beneficial change or added value. The temporary nature of projects stands in

contrast with business as usual (or operations), which are repetitive, pe

permanent functional activities to produce products or services. In practice, the management

of these two systems is often quite different, and as such requires the development of

distinct technical skills and management strategies.

The primary challenge of project management is to achieve all of the project goals

and objectives while honoring the preconceived constraints. The primary constraints are

scope, time, quality and budget. The secondary

optimize the allocation of necessary inputs and integrate them to meet pre

objectives. As a discipline, project management developed from several fields of application

including civil construction, engineering, and heavy defense activity. Two forefather

project management are Henry Gantt, called the father of planning and control techniques,

who is famous for his use of the Gantt chart as a project management tool and Henri Fayol

for his creation of the five management functions that form the foundat

knowledge associated with project and program management.

While project management was always there from the time humans have existed on

the planet, the 1950s marked the beginning of modern project management era where core

engineering fields come together to work as one. Project management became recognized

as a distinct discipline arising from the management discipline with engineering model.

The International Project Management Association (IPMA) was founded in Europe in

1967, as a federation of several national project management associations. IPMA maintains

its federal structure today and now includes member associations on every continent except

Antarctica. IPMA offers a Four Level Certification program based on the IPMA Competence

Baseline (ICB).

About Project Management Institute (PMI)

In 1969, the Project Management Institute

Guide to the Project Management Body of Knowledge (PMBOK Guide), which describes

project management practices th

also offers multiple certifications. Project Management Professional (PMP) is one of the most

popular certifications from PMI and has become the most well recognized mark of a

professional in project management.

Types of Project Management

There are a number of approaches to managing project activities including lean, iterative,

incremental, and phased approaches. Regardless of the methodology employed, careful

consideration must be given to the overal

the roles and responsibilities of all participants and stakeholders.

Please read the following introductory note about Project Management and

. After that you will have a single page with 10 questions which you need to

and bring with you to the class room session on Day-1 of PMP Tra


Read the note and answer all the questions at the end of note. After that,

bring that last page with your answers to the class room and submit to the Instructor. This is


Short note on Project Management


es, procedures and protocols to achieve specific goals in scientific or daily


or result with a defined beginning and end (usually time-constrained, and often constrai



contrast with business as usual (or operations), which are repetitive, pe



distinct technical skills and management strategies.

imary challenge of project management is to achieve all of the project goals


scope, time, quality and budget. The secondary — and more ambitious

ize the allocation of necessary inputs and integrate them to meet pre


including civil construction, engineering, and heavy defense activity. Two forefather



for his creation of the five management functions that form the foundat

knowledge associated with project and program management.



ields come together to work as one. Project management became recognized



eration of several national project management associations. IPMA maintains



About Project Management Institute (PMI)

In 1969, the Project Management Institute (PMI) was formed in the USA.


project management practices that are common to "most projects, most of the time." PMI



management.

Types of Project Management



consideration must be given to the overall project objectives, timeline, and cost, as well as

the roles and responsibilities of all participants and stakeholders.

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Please read the following introductory note about Project Management and

with 10 questions which you need to

1 of PMP Training. Please note


Read the note and answer all the questions at the end of note. After that,

it to the Instructor. This is



es, procedures and protocols to achieve specific goals in scientific or daily


constrained, and often constrained



contrast with business as usual (or operations), which are repetitive, permanent, or semi-



imary challenge of project management is to achieve all of the project goals


and more ambitious — challenge is to

ize the allocation of necessary inputs and integrate them to meet pre-defined


including civil construction, engineering, and heavy defense activity. Two forefathers of



for his creation of the five management functions that form the foundation of the body of



ields come together to work as one. Project management became recognized



eration of several national project management associations. IPMA maintains



(PMI) was formed in the USA. PMI publishes A


at are common to "most projects, most of the time." PMI





l project objectives, timeline, and cost, as well as

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The traditional approach

A traditional phased approach identifies a sequence of steps to be completed. In the

"traditional approach", five developmental components of a project can be distinguished

(four stages plus control):

Typical development phases of an engineering project

1. initiation

2. planning and design

3. execution and construction

4. monitoring and controlling systems

5. completion

Not all projects will have every stage, as projects can be terminated before they reach

completion. Some projects do not follow a structured planning and/or monitoring process.

And some projects will go through steps 2, 3 and 4 multiple times. M

variations of these project stages. For example, when working on a brick

and construction, projects will typically progress through stages like pre

design, schematic design, design development, cons

documents), and construction administration.

PRINCE2

PRINCE2 is a structured approach to project management released in 1996 as a generic

project management method. It combines the original PROMPT methodology (which evolved

into the PRINCE methodology) with IBM's MITP (managing the implementation of the total

project) methodology. PRINCE2 provides a method for managing projects within a clearly

defined framework.

PRINCE2 provides a common language for all participants in the

framework of PRINCE2 – its roles and responsibilities

tailoring to suit the complexity of the project and skills of the organization.

Process-based management

The incorporation of process

models such as the CMMI and ISO/IEC15504 (SPICE

capability estimation).

Agile project management

Agile project management approaches, based on the principles of human interac

management, are founded on a process view of human collaboration. It is "most typically

used in software, website, technology, creative and marketing industries." This contrasts

sharply with the traditional approach. In the agile software development

development approach, the project is seen as a series of relatively small tasks conceived

and executed to conclusion as the situation demands in an adaptive manner, rather than as

a completely pre-planned process.

Project managers

A project manager is a professional in the field of project management. Project managers

can have the responsibility of the planning, execution, and closing of any project, typically

relating to construction industry, engineering, architecture, computing, and

telecommunications. Many other fields in production engineering and design engineering

and heavy industrial have project managers.

A project manager is the person accountable for accomplishing the stated project

objectives. Key project management responsib

project objectives, building the project requirements, and managing the triple constraint for

projects, which is cost, time, and scope. A project manager is often a client representative

and has to determine and implement the exact needs of the client, based on knowledge of


five developmental components of a project can be distinguished

Typical development phases of an engineering project

execution and construction

monitoring and controlling systems



And some projects will go through steps 2, 3 and 4 multiple times. M

variations of these project stages. For example, when working on a brick-

and construction, projects will typically progress through stages like pre-planning, conceptual

design, schematic design, design development, construction drawings (or contract

documents), and construction administration.





PRINCE2 provides a common language for all participants in the project. The governance

its roles and responsibilities – are fully described and require

tailoring to suit the complexity of the project and skills of the organization.

The incorporation of process-based management has been driven by the use of Maturity

models such as the CMMI and ISO/IEC15504 (SPICE – software process improvement and

Agile project management approaches, based on the principles of human interac



sharply with the traditional approach. In the agile software development



planned process.

oject manager is a professional in the field of project management. Project managers




and heavy industrial have project managers.


objectives. Key project management responsibilities include creating clear and attainable



d implement the exact needs of the client, based on knowledge of

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five developmental components of a project can be distinguished



And some projects will go through steps 2, 3 and 4 multiple times. Many industries use

-and-mortar design

planning, conceptual

truction drawings (or contract





project. The governance

are fully described and require

agement has been driven by the use of Maturity

software process improvement and

Agile project management approaches, based on the principles of human interaction



sharply with the traditional approach. In the agile software development or flexible product



oject manager is a professional in the field of project management. Project managers





ilities include creating clear and attainable



d implement the exact needs of the client, based on knowledge of

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the firm they are representing. The ability to adapt to the various internal procedures of the

contracting party, and to form close links with the nominated representatives, is essential in

ensuring that the key issues of cost, time, quality and above all, client satisfaction, can be

realized.

PMBOK

PMBOK is the short form of Project Management Book

PMI which presents the generally accepted guidelines (or good pr

management. This guide is the main guidelines for practitioners willing to get certified as a

PMI-PMP. From October 2014, the most updated guide is PMBOK edition 5. PMBOK 5

provides project management best practices which are broken up

1) Five Process Groups

2) 10 Knowledge Areas

3) 47 Process (Spread among the 10 knowledge Areas)

Process Groups

The process groups are mostly (not completely) with the flow of the project as it proceeds.

There are five process groups in a project and they are

monitor & control and closing. These get repeated in each phase of the project if there are

multiple phases. Each process consists of inputs (Information required to start a process),

outputs (Information obtained from a p

to do a process).

Knowledge Areas

The knowledge areas can be thought of as specializations in a project and describe the

various activities of the project in the form of specialized subjects. The 10 knowle

are integration management, stakeholder management, communication management, scope

management, time management, cost management, quality management,

Management, Human Resource management and procurement management.

knowledge area consists of a plan called as a “Management Plan” and hence there are

totally 10 management plans, a PM expected to make as a part of his project work in

projects as per PMBOK 5.

Processes

There are totally 47 project management processes which are spread across

knowledge areas of the project management as prescribed in PMBOK 5.



nsuring that the key issues of cost, time, quality and above all, client satisfaction, can be

PMBOK is the short form of Project Management Book/Body of Knowledge published by

PMI which presents the generally accepted guidelines (or good practices) on project

is the main guidelines for practitioners willing to get certified as a

October 2014, the most updated guide is PMBOK edition 5. PMBOK 5

provides project management best practices which are broken up into

47 Process (Spread among the 10 knowledge Areas)


There are five process groups in a project and they are initiation, planning, execution,


Each process consists of inputs (Information required to start a process),

outputs (Information obtained from a process), Tools & Techniques (Procedures of methods


various activities of the project in the form of specialized subjects. The 10 knowle

, stakeholder management, communication management, scope

management, time management, cost management, quality management,

Human Resource management and procurement management.

sts of a plan called as a “Management Plan” and hence there are


There are totally 47 project management processes which are spread across

knowledge areas of the project management as prescribed in PMBOK 5.

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nsuring that the key issues of cost, time, quality and above all, client satisfaction, can be

of Knowledge published by

actices) on project

is the main guidelines for practitioners willing to get certified as a

October 2014, the most updated guide is PMBOK edition 5. PMBOK 5


initiation, planning, execution,


Each process consists of inputs (Information required to start a process),

rocess), Tools & Techniques (Procedures of methods


various activities of the project in the form of specialized subjects. The 10 knowledge areas

, stakeholder management, communication management, scope

management, time management, cost management, quality management, Risk

Human Resource management and procurement management. Each

sts of a plan called as a “Management Plan” and hence there are


There are totally 47 project management processes which are spread across all the 10

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Differences between PMBOK and ISO 21500

At a high level, the differences between PMBOK and ISO are highlighted below in the form

of a table where the processes are illustrat

corresponding knowledge areas.

PMBOK4 Initiating

Integration 4.1

Develop

Project

Charter

Scope

Time

Cost

Quality

Human

Resources

Differences between PMBOK and ISO 21500


of a table where the processes are illustrated as a part of both process groups and their

corresponding knowledge areas.

Planning Executing Monitoring &

Controlling

4.2 Develop

Project

Management

Plan

4.2 Direct and

Manage

Project

Execution

4.4 Monitor

and Control

Project work

4.5 Perform

Integrated

Change

Control

5.1 Collect

Requirements

5.2 Define

Scope

5.3 Create

WBS

5.4 Verify

Scope

5.5 Control

Scope

6.1 Define

Activities

6.2 Sequence

Activities

6.3 Estimate

Activity

Resources

6.4 Estimate

Activity

Durations

6.5 Develop

Schedule

6.6 Control

Schedule

7.1 Estimate

costs

7.2 Determine

Budget

7.3 Control

Costs

8.1 Plan

Quality

8.2 Perform

Quality

Assurance

8.3 Perform

Quality

Control

9.1 Develop

HR plan

9.2 Acquire

Project Team

9.4 Develop

Project Team

9.4

Management

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ed as a part of both process groups and their

Monitoring &

Controlling

Closing

4.4 Monitor

and Control

Project work

4.5 Perform

Integrated

4.6 Close

Project or

Phase

5.4 Verify

5.5 Control

6.6 Control

Schedule

7.3 Control

8.3 Perform

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Communicati

ons

10.1

Identify

Stakehold

ers

Risk

Procurement

PMBOK5 Initiating

Integration 4.1

Develop

Project

Charter

Scope

Time

Project Team

10.2 Plan

Communicati

ons

10.3

Distribute

Information

10.4 Manage

Stakeholder

Expectations

10.5 Report

Performance

11.1 Plan

Risk

Management

11.2 Identify

Risks

11.3 Perform

Qualitative

Risk Analysis

11.4 Perform

Quantitative

Risk Analysis

11.5 Plan

Risk

Responses

11.6 Monitor

and Control

Risks

12.1 Plan

Procurements

12.2 Conduct

Procurements

12.3

Administer

Procurements

Planning Executing Monitoring &

Controlling

4.2 Develop

Project

Management

Plan

4.2 Direct and

Manage

Project

Execution

4.4 Monitor

and Control

Project work

4.5 Perform

Integrated

Change

Control

5.1 Plan

Scope

Management

5.2 Collect

Requirements

5.3 Define

Scope

5.4 Create

WBS

5.5 Validate

Scope

5.6 Control

Scope

6.1 Plan

Schedule

Management

6.7 Control

Schedule

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10.5 Report

Performance

11.6 Monitor

and Control

Administer

Procurements

12.4 Close

Procureme

nts

Monitoring &

Controlling

Closing

4.4 Monitor

and Control

Project work

4.5 Perform

Integrated

4.6 Close

Project or

Phase

5.5 Validate

5.6 Control

6.7 Control

Schedule

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Cost

Quality

Human

Resources

Communicati

ons

Risk

Procurement

6.2 Define

Activities

6.3 Sequence

Activities

6.4 Estimate

Activity

Resources

6.5 Estimate

Activity

Durations

6.6 Develop

Schedule

7.1 Plan Cost

Management

7.2 Estimate

costs

7.3 Determine

Budget

7.4 Control

Costs

8.1 Plan

Quality

8.2 Perform

Quality

Assurance

8.3 Perform

Quality

Control

9.1 Plan HR

management

9.2 Acquire

Project Team

9.4 Develop

Project Team

9.4

Management

Project Team

10.1 Plan

Communicati

ons

Management

10.2 Manage

Communicati

ons

10.3 Control

Communicati

ons

11.1 Plan

Risk

Management

11.2 Identify

Risks

11.3 Perform

Qualitative

Risk Analysis

11.4 Perform

Quantitative

Risk Analysis

11.5 Plan

Risk

Responses

11.6 Monit

and Control

Risks

12.1 Plan

Procurement

Management

12.2 Conduct

Procurements

12.3

Administer

Procurements Pa

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7.4 Control

8.3 Perform

10.3 Control

Communicati

11.6 Monitor

and Control

Administer

Procurements

12.4 Close

Procureme

nts

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Stakeholder 13.1

Identify

Stakehold

ers

Next Few Pages provide detailed overview of the five phases of a project

13.2 Plan

Stakeholder

Management

13.3 Manage

Stakeholder

Management

13.4 Control

Stakeholder

Management

Next Few Pages provide detailed overview of the five phases of a project

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13.4 Control

Stakeholder

Management

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Phase-1: Project Initiation

The PMBOK5 categorizes project management processes into five groups. These

categories are known Project Manageme

• Initiating Process Group

• Planning Process Group

• Executing Process Group

• Monitoring and Controlling Process Group

• Closing Process Group

The Initiating Process Group is an essential step in completing your process. This is the

phase where you define your project and obtain authorization to complete your goals.

to how a referee starts a match with the blow of his whistle, a project or a new phase of

project needs some authorization to start it. The Initiating Process Group defined i

Project Management Book of Knowledge (PMBOK) Fifth Edition provides critical activities

that need to be performed before you plan and execute the project.

These process groups interact with each other during the project life

taking a look at the definition of the Initiating Process Group.

Definition of the Initiation Phase

"The Initiating Process Group

project or a new phase of

project or phase.” – A Guide

Guide) Fifth Edition

Now, let’s get into the process group and understand what this one sentence definition

entails. In order to define a new project, two processe

charter and identifying stakeholders. As shown below:

• Developing a Project Charter


categories are known Project Management Process Groups.

Executing Process Group

Monitoring and Controlling Process Group


you define your project and obtain authorization to complete your goals.


project needs some authorization to start it. The Initiating Process Group defined i


that need to be performed before you plan and execute the project.

These process groups interact with each other during the project life-cycle. Let’ start by

ing a look at the definition of the Initiating Process Group.

Definition of the Initiation Phase

Group consists of those processes performed

an existing project by obtaining authorization

Guide to the Project Management Body of Knowledge


entails. In order to define a new project, two processes are necessary: developing a

and identifying stakeholders. As shown below:

Charter P

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you define your project and obtain authorization to complete your goals. Similar


project needs some authorization to start it. The Initiating Process Group defined in the


cycle. Let’ start by

performed to define a new

authorization to start the

Knowledge (PMBOK


s are necessary: developing a project

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A project charter contains an overview of the proj

all signatures needed to approve the

utilize organizational resources for the sake of the project. In order to create it, you must

interact with the person who wishes the project completed, this is known as the Project

Sponsor, Project Initiator, or Project Management Office (PMO). Basically the Project

Initiator must have the authority to commit organizational resources and funding to the

project.

To create the Project Charter

Business Case, Agreements, Enterprise Environmental Factors, and Organizational Process

Assets. The following figure shows some of the information that is typically found in a Project

Charter.

Identify Stakeholders

Stakeholders are the people or entities that can

project. A Stakeholder Register

stakeholders who will or can influence the project. The information can help a Project

Manager understand which stakeholder is potentially a supporter of the project objectives

and which stakeholder can derail th

stakeholders.

To create the Stakeholder Register, the following inputs are required: Project Charter,

Procurement Documents (Optional), Enterprise Environmental Factors, and Organizational

Process Assets. The key tools and techniques used to identify stakeholders are stakeholder

analysis, expert judgment, and meetings. During stakeholder analysis, you will use

the Power/Interest, Power/Influence,

The following figure shows some of the information that is typically found in a Stakeholder

Register.

contains an overview of the project, the approach the project will take and

all signatures needed to approve the project. This document authorizes a project manager to


ho wishes the project completed, this is known as the Project



Charter, the following inputs are required: Project Statement



Stakeholders are the people or entities that can influence the success and outcome of the

Register is a document that provides information on the key



and which stakeholder can derail the project. It also documents the key expectations of



. The key tools and techniques used to identify stakeholders are stakeholder


Power/Influence, and Influence/Impact grids and the

e shows some of the information that is typically found in a Stakeholder

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ect, the approach the project will take and

. This document authorizes a project manager to


ho wishes the project completed, this is known as the Project



Statement of Work,



the success and outcome of the

cument that provides information on the key



e project. It also documents the key expectations of



. The key tools and techniques used to identify stakeholders are stakeholder


grids and the Salience Model.

e shows some of the information that is typically found in a Stakeholder

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Key Points for the Initiation

The Initiating process group has two processes: Develop Project Charter and Identify

Stakeholders. After completing the processes in th

authority to use organizational resources for project activities. The Project Charter and

Stakeholder Register are used as inputs to processes in the other process groups, such as

the Planning process group.

Phase


Stakeholders. After completing the processes in this group, a project manager has the



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is group, a project manager has the



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Phase-2: Project Planning

In the Planning Process Group, you will be creating all of the project documents that will

enable you to deliver project. This group has the most processes of any other group. Read

on to understand the complexity.

A Definition

“The Planning Process Group consists of those processes performed to establish the total

scope of the effort, define and refine objectives, and develop the course of action required to

attain those objectives.” – A Guide


To understand the activities involved, let’s see the processes involved in this process group.

The many processes in the Planning Process Group are shown below in a diagram.

Unlike the other process groups, the Planning Process Group has processes from each

knowledge area. The following section provides a brief description of each process in the

Planning Process Group.

Developing a Project Management Plan

This process belongs to the Project Integrati

one output and that is the Project Management Plan. This plan is developed by reviewing

the Project Charter and outputs from several other processes, such as the Communications

Management Plan and the Cost Management Plan. The Project Management Plan is used

by over 20 other processes, such as Plan Schedule Management and Control Risks.

Therefore, it is a critical artifact.

Plan Scope Management, Collect



on to understand the complexity.

anning Process Group consists of those processes performed to establish the total


Guide to the Project Management Body of Knowledg



Overview of the Processes

groups, the Planning Process Group has processes from each


Developing a Project Management Plan

This process belongs to the Project Integration Management knowledge area. It has only


and outputs from several other processes, such as the Communications



a critical artifact.

Collect Requirements, Define Scope, Create

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1



anning Process Group consists of those processes performed to establish the total


Knowledge (PMBOK



groups, the Planning Process Group has processes from each


on Management knowledge area. It has only


and outputs from several other processes, such as the Communications



Create WBS

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These processes belong to the

of these processes are:

• Plan Scope Management

and Requirements Management Plan. The Scope Management Plan describes how the

scope is defined, validated, and controlle

• Collect Requirements: The outputs to this process are the

Matrix and the Requirements Documentation. Significant effort is expended in

understanding the stakeholder expectations and needs. Some of the techniques used

include prototyping, interviewing, and group creativity techniques, such as brainstorming.

• Define Scope: The outputs to this process are the

updates to the Project Documents. The Project Scope Statement describes the project

scope and the documents the project and product scope.

• Create WBS: The outputs to this process are the Scope Baseline and the updates to the

Project Documents. In this process, the scope is divided into smaller chunks.

Planning & Managing Your Schedule

These processes belong to the Project Time Management knowledge area. Some

these processes are:

• Plan Schedule Management

Management Plan. This plan states the activities involved in developing and monitoring

the schedule.

• Define Activities: The outputs to this process a

and Milestone List. In this process, work packages are broken down into activities. This

is then useful for estimating and scheduling.

process.

• Sequence Activities: The outputs to this process are Project Schedule Network

Diagrams and updates to the Project Documents. Precedence Diagrams are used in this

process.

• Estimate Activity Resources

outputs to this process are Activity Resource Requirements and Resource Breakdown

Structure.

• Estimate Activity Durations

Estimates and updates to t

three estimates Most Likely

techniques used.

• Develop a Schedule: Apart from updates to the Project Documents and the Project

Management Plan, the outputs to this process are the Schedule Baseline, Project

Schedule, Schedule Data, and Project Calendars. The

used in this process.

Planning Costs & Budget

These processes belong to the Project Cost Management knowledge area. Some outputs of


• Plan Cost Management: The only output of this process is the Cost Management P

This plan states the activities involved in planning and monitoring project costs.

• Estimate Costs: The outputs to this process are the Activity Cost Estimates, Basis of

Estimates, and updates to the Project Documents. Estimation techniques, such as

Bottom-up and Analogous Estimating, are performed here.

• Determine Budget: The outputs to this process are Cost Baseline, Project Funding

Requirements, and updates to the Project Documents.

These processes belong to the Project Scope Management knowledge area. Some outputs

Management: The outputs of this process are Scope Management Plan


scope is defined, validated, and controlled.

: The outputs to this process are the Requirements

and the Requirements Documentation. Significant effort is expended in

ing the stakeholder expectations and needs. Some of the techniques used


: The outputs to this process are the Project Scope


scope and the documents the project and product scope.

utputs to this process are the Scope Baseline and the updates to the


Planning & Managing Your Schedule

These processes belong to the Project Time Management knowledge area. Some

Management: The only output of this process is the Schedule


: The outputs to this process are the Activity List, Activity Attributes,


is then useful for estimating and scheduling. Rolling Wave Planning

: The outputs to this process are Project Schedule Network


sources: Apart from updates to the Project Documents, the


Durations: The outputs to this process are Activity Duration

Estimates and updates to the Project Documents. Three-point estimating, which takes

Likely, Optimistic, and Pessimistic, is one of the estimation

: Apart from updates to the Project Documents and the Project

he outputs to this process are the Schedule Baseline, Project

Schedule, Schedule Data, and Project Calendars. The Critical Path


: The only output of this process is the Cost Management P


: The outputs to this process are the Activity Cost Estimates, Basis of


up and Analogous Estimating, are performed here.

: The outputs to this process are Cost Baseline, Project Funding

Requirements, and updates to the Project Documents.

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ement knowledge area. Some outputs

: The outputs of this process are Scope Management Plan


Requirements Traceability

and the Requirements Documentation. Significant effort is expended in

ing the stakeholder expectations and needs. Some of the techniques used


Scope Statement and


utputs to this process are the Scope Baseline and the updates to the


These processes belong to the Project Time Management knowledge area. Some outputs of

: The only output of this process is the Schedule


re the Activity List, Activity Attributes,


Planning is used in the

: The outputs to this process are Project Schedule Network


: Apart from updates to the Project Documents, the


: The outputs to this process are Activity Duration

point estimating, which takes

, is one of the estimation

: Apart from updates to the Project Documents and the Project

he outputs to this process are the Schedule Baseline, Project

Path Method (CPM) is


: The only output of this process is the Cost Management Plan.


: The outputs to this process are the Activity Cost Estimates, Basis of


: The outputs to this process are Cost Baseline, Project Funding

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Quality Management

This process is part of the Project Quality Manag

documenting how the project deliverables will adhere to the defined quality standards. Apart

from updates to Project Documents, the outputs to this process are the Quality Management

Plan, Process Improvement Plan, Quality

Human Resource Management

This process is part of the Project Human Resource Management knowledge area. It

involves documenting roles and responsibilities, and the reporting structure. The only output

is the Human Resource Management Plan.

Communications Management

This process is part of the Project Communications Management knowledge area. Apart

from updates to the Project Documents, the Communications Management Plan is another

output. The escalation process is defined

Planning for Risk

These processes belong to the Project Risk Management knowledge area. Some outputs of


• Plan Risk Management: The only output of this process is the

This plan states the how risks will be managed in the project.

• Identify Risks: The only output to this process is the

• Perform Qualitative Risk

Project Documents. This process uses a litany of techniques, such as conducting a Risk

Probability and Impact Assessment.

• Perform Quantitative Risk

Project Documents. This process uses techniques, such as

(EMV) and Decision Trees

• Plan Risk Responses: The outputs to this process are updates to the Project

Documents and the Project Management Plan. Risks can be negative and positive and it

is important to have a strategy for

• Procurement Management

This process is part of the Project Procurement Management knowledge area. Key outputs

of this process are the Project Procurement Plan, Procurement Documents, and the

Procurement Statement of Work

• Stakeholder Management

This process is part of the Project Stakeholder Management knowledge area. The outputs of

this process are the Stakeholder Management Plan and updates to the Project Documents.

The Stakeholder Management Plan contains information on how to interact with

stakeholders to ensure the project objectives are met.

Key Points

As you can see, the Planning Process G

processes from every knowledge area. However, this stage is critical to the success of your

project. After the Project Management Plan and other outputs of this process group are

created, you will have a clear and actionable roadmap for project delivery. Don't be afraid to

return to the planning process at any point if you find that any artifact needs to be changed

or updated during the project life

This process is part of the Project Quality Management knowledge area. It involves



Plan, Process Improvement Plan, Quality Metrics, and Quality Checklists.

Human Resource Management



e Management Plan.

Communications Management



output. The escalation process is defined in this plan.


: The only output of this process is the Risk

This plan states the how risks will be managed in the project.

: The only output to this process is the Risk Register.

Risk Analysis: The only output to this process is updates to the


Probability and Impact Assessment.

Risk Analysis: The only output to this process is updates to the

Project Documents. This process uses techniques, such as Expected

Trees.

: The outputs to this process are updates to the Project


is important to have a strategy for both types.



Work. It involves identifying potential sellers.


are the Stakeholder Management Plan and updates to the Project Documents.


stakeholders to ensure the project objectives are met.

As you can see, the Planning Process Group can be the most complicated as it contains



r and actionable roadmap for project delivery. Don't be afraid to


or updated during the project life-cycle.

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ement knowledge area. It involves








Management Plan.

: The only output to this process is updates to the


: The only output to this process is updates to the

Expected Monetary Value

: The outputs to this process are updates to the Project





are the Stakeholder Management Plan and updates to the Project Documents.


roup can be the most complicated as it contains



r and actionable roadmap for project delivery. Don't be afraid to


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Phase-3: Project Execution

Your project plans are worth nothing without an impeccable project execution. This phase is

necessary to make sure project deliverables and project objectives will meet stakeholder

expectations. Learn more about the processes defined in the Executing Process Group.

Definition of the Executing Process

“The Executing Process Group consists of those processes performed to complete the work

defined in the project management plan to satisfy the project specifications.”

the Project Management Body of Knowledge (PMBOK Guide) Fifth Edition

To understand the activities involved in this process group, let’s get see the processes

involved. The processes in the Executing Process Group are shown below.

Processes in the Executing Process Group

As you can see from the diagram above, there are a number of processes to follow in the

Executing Process Group. These processes belong to several knowledge a

from Project Integration Management to Project Human Resource Management to Project

Stakeholder Management. This section provides a brief of each process in the Executing

Process Group.

Direct and Manage Project Work

The Direct and Manage Proj

Management knowledge area. Some outputs of this process are deliverables, work

performance data, and change requests. Some activities in this process include managing

th nothing without an impeccable project execution. This phase is



Process Group:


the project management plan to satisfy the project specifications.”



cesses in the Executing Process Group are shown below.

Processes in the Executing Process Group


Executing Process Group. These processes belong to several knowledge a



Work

The Direct and Manage Project Work process belongs to the Project Integration


performance data, and change requests. Some activities in this process include managing Pa

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th nothing without an impeccable project execution. This phase is




the project management plan to satisfy the project specifications.” – A Guide to



cesses in the Executing Process Group are shown below.


Executing Process Group. These processes belong to several knowledge areas ranging



ect Work process belongs to the Project Integration


performance data, and change requests. Some activities in this process include managing

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risks, performing activities to accom

suppliers.

Perform Quality Assurance

The Perform Quality Assurance process belongs to the Project Quality Management

knowledge area. This process involves auditing of quality requirements and quality contr

measurements. The process essentially makes sure that the quality standards and

operational definitions are being used during project execution. As you might expect, some

outputs of this process are change requests and updates to the project management

and project documents.

Acquire, Develop and Manage

All these processes are part of the Project Human Resources Management knowledge area.

The key outputs of these processes are:

• Acquire Project Team: Typical outputs include assigning staf

calendars. Negotiations and Acquisitions are part of this process.

• Develop Project Team: Typical outputs include conducting performance assessments.

All development related activities, such as training and team

this process.

• Manage Project Team: Typical outputs include updates to the project management plan

and other project documents. Project performance appraisals and

part of this process.

Conduct Procurements

This process is part of the Project Procurement Management knowledge area. Key activities

in this project include selecting a seller, aw

inputs to this process are the make

proposals, and the procurement

Manage Stakeholder Engagement

This process is part of the Project Stakeholder Management knowledge area. It involves

managing stakeholder expectations, stakeholder needs, and addressing issues in the project

life-cycle. Key outputs of this process are the issue log and change requests.

Key Points for the Executing Process Group

As listed above, the Executing process group has several processes. These processes

enable the completion of the work defined in the proj

execution, the project plans may change depending on the issue logs and change requests.

The process in this process group can trigger processes in other process groups. Most of

the project budget is used in this Executi

risks, performing activities to accomplish project objectives, and managing sellers and


knowledge area. This process involves auditing of quality requirements and quality contr



outputs of this process are change requests and updates to the project management

Manage Project Team


The key outputs of these processes are:

: Typical outputs include assigning staff and creating resource

calendars. Negotiations and Acquisitions are part of this process.

: Typical outputs include conducting performance assessments.

All development related activities, such as training and team-building, are perform

: Typical outputs include updates to the project management plan

and other project documents. Project performance appraisals and conflict


in this project include selecting a seller, awarding a contract, and signing an agreement. Key

inputs to this process are the make-or-buy decision, the source selection criteria, the seller

proposals, and the procurement statement of work.

Engagement



cycle. Key outputs of this process are the issue log and change requests.

Key Points for the Executing Process Group


enable the completion of the work defined in the project management plan. During project



the project budget is used in this Execution process group.

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plish project objectives, and managing sellers and


knowledge area. This process involves auditing of quality requirements and quality control



outputs of this process are change requests and updates to the project management plan


f and creating resource

: Typical outputs include conducting performance assessments.

building, are performed in

: Typical outputs include updates to the project management plan

conflict resolution are


arding a contract, and signing an agreement. Key

buy decision, the source selection criteria, the seller



cycle. Key outputs of this process are the issue log and change requests.


ect management plan. During project



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Phase-4: Project Monitoring and Controlling

Projects get delayed for many reasons, including unforeseen risks, optimistic estimates, and

evolving requirements. The reality is that projects rarely go as planned. The processes in the

Monitoring and Controlling process group trigger change requests that enable a project to

get back on track.


processes in the Initiating and Closing process groups, the processes in the Monitoring and

Controlling process group are implemented during the entire project life

taking a look at the definition of the Monitoring and Controlling process group.

A Definition

“The Monitoring and Controlling Process Group consists of those processes required to

track, review, and orchestrate the progress and performance of a project; identify any areas

in which changes to the plan are required; and initiate the correspon

Guide to the Project Management

To understand the activities involved in this process group, let’s see the processes involved

in this Process Group. The processes in the Monitoring and Control

shown below.

Processes in the Monitoring and Controlling Process Group

There are several processes in the Monitoring and Controlling Process Group. These

processes belong to knowledge areas ranging from

Risk Management to Project Quality Management. This section provides a brief of each

process.

4: Project Monitoring and Controlling



itoring and Controlling process group trigger change requests that enable a project to


Initiating and Closing process groups, the processes in the Monitoring and

Controlling process group are implemented during the entire project life-




in which changes to the plan are required; and initiate the corresponding changes.”

Management Body of Knowledge (PMBOK Guide) Fifth


in this Process Group. The processes in the Monitoring and Controlling Process Group are

Processes in the Monitoring and Controlling Process Group


processes belong to knowledge areas ranging from Project Scope Management to Project


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itoring and Controlling process group trigger change requests that enable a project to

These process groups interact with each other during the project life-cycle. Unlike the

Initiating and Closing process groups, the processes in the Monitoring and

-cycle. Let’ start by




ding changes.” –A

Fifth Edition


ling Process Group are


Management to Project


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Monitor & Control Project Work

These processes belong to the Project Integration Management knowledge area. Some

outputs of these processes are:

• Monitor and Control Project

reporting project progress. Some

reports, updates to the project management plan, and updates to the project documents.

• Perform Integrated Change

requests, some outputs are approved change req

management plan, and updated project documents.

Validate and Control Scope

These processes belong to the

of these processes are:

• Validate Scope: Since this process involves the formal acceptance of the completed

project deliverables, some outputs are accepted deliverables, change requests, work

performance information, and updates to the project documents.

• Control Scope: As this process involves monitoring scope, some outputs are change

requests, work performance information. The project management plan and project

documents may also need to be updated.

Control Costs

The Control Costs process belongs to the Project Cost Management knowledge area. The

key outputs of this process are work performance information, cost forecasts, and change

requests. The project management plan and project documents may also

updated. In this process, the Earned

Control Quality

This process is part of the Project Quality Management knowledge area. Since the key focus

area of this process is to ensure the deliverables are as per the quality requirements defined,

the Control Quality process typically takes place before the Validate Scope process. The k

outputs of the Control Quality process are:

• Quality control measurements

• Validated changes and verified deliverables

• Work performance information and change requests

There are several techniques, such as

these tools, read Quality Control

Control Communications

This process is part of the Project Communications Management knowledge area. It involves

making sure the communications needs of stakeholders are met throughout the project.

Therefore, outputs such as work perform

this process. And, as expected, meetings are critical to this process.

Control Risks

This process is part of the Project Risk Management knowledge area. It involves tracking

identified risks, which are docum

process can trigger change requests, which can include corrective and preventative actio

Control Procurements

Work & Perform Integrated Change Control


outputs of these processes are:

Project Work: This process involves tracking, reviewing, and

reporting project progress. Some outputs are change requests, work performance


Change Control: As this process involves reviewing change

requests, some outputs are approved change requests, the change log, updated project

management plan, and updated project documents.

These processes belong to the Project Scope Management knowledge area. Some outputs

: Since this process involves the formal acceptance of the completed


nce information, and updates to the project documents.

: As this process involves monitoring scope, some outputs are change


documents may also need to be updated.



requests. The project management plan and project documents may also

Earned Value Management technique is used.

of the Project Quality Management knowledge area. Since the key focus


the Control Quality process typically takes place before the Validate Scope process. The k

outputs of the Control Quality process are:

Quality control measurements

Validated changes and verified deliverables

Work performance information and change requests

There are several techniques, such as Pareto Charts, used in this process. For more on

Control Tools and Techniques.



Therefore, outputs such as work performance information and change requests are part of

this process. And, as expected, meetings are critical to this process.


identified risks, which are documented in therisk register, and identifying new risks. The

process can trigger change requests, which can include corrective and preventative actio

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Control


: This process involves tracking, reviewing, and

outputs are change requests, work performance


: As this process involves reviewing change

uests, the change log, updated project

Management knowledge area. Some outputs

: Since this process involves the formal acceptance of the completed


: As this process involves monitoring scope, some outputs are change




requests. The project management plan and project documents may also need to be

technique is used.

of the Project Quality Management knowledge area. Since the key focus


the Control Quality process typically takes place before the Validate Scope process. The key

, used in this process. For more on



ance information and change requests are part of


, and identifying new risks. The

process can trigger change requests, which can include corrective and preventative actions.

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This process is part of the Project Procurement Management knowledge area. It involves

managing contracts and monitoring performance of subcontracted work. Key outputs of this

process are work performance information and change req

typically performed in this process.

Control Stakeholder Engagement


managing stakeholders and the strategy used to engage them. Key out

are work performance information and change requests. Meetings and expert judgment are

key techniques used in this process.

Key Points for the Monitoring and Controlling Process Group

As listed above, the Monitoring and Controlling pro

using these processes, projects that are not going according to plan are brought back on

track. The processes in this process group trigger processes in other process groups. For

example, project plans may be tweaked ba



process are work performance information and change requests. Inspections and audits are

typically performed in this process.

Engagement


managing stakeholders and the strategy used to engage them. Key outputs of this process


key techniques used in this process.

Key Points for the Monitoring and Controlling Process Group

As listed above, the Monitoring and Controlling process group has several processes. By



example, project plans may be tweaked based on the work performance information.

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uests. Inspections and audits are


puts of this process


cess group has several processes. By



sed on the work performance information.

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Phase-5: Project Closing

The Project Management Body of Knowledge (PMBOK) defines five process groups in

Project Management. This article defines the Closing Process Group.

process, a project has a finite start and end. Unfortunately, when projects are successful or

there are some embarrassing moments, project closure can be poorly performed. Whether

the project has been successful or is aborted, a project needs to be closed! The Closing

Project Group defined in the Project Management Book of Knowledge (PMBOK) Fifth Edition

provides critical activities that pertain to closing a project.

These process groups interact with each other during the project

ends with the Closing Process Group. Let’s start by taking a look at the definition of the

Closing Process Group.

“The Closing Process Group

activities across all Project

project, phase, or contractual

of Knowledge (PMBOK Guide)

To understand the activities involved in this process group, let’s get see the pr

involved.

• Close Project or Phase Process

The outputs of this process are

and Organizational Process Assets

latter output is more complex. It involves

Management Plan, Risk Register


Project Management. This article defines the Closing Process Group. Unlike an operational

as a finite start and end. Unfortunately, when projects are successful or



Group defined in the Project Management Book of Knowledge (PMBOK) Fifth Edition

provides critical activities that pertain to closing a project.

These process groups interact with each other during the project life-cycle, and the project


Group consists of those processes performed

Project Management Process Groups to formally

contractual obligations.” – A Guide to the Project Management


To understand the activities involved in this process group, let’s get see the pr

Close Project or Phase Process

The outputs of this process are Final Product, Service or Result

Assets Update. While the former output can be deduced, the

latter output is more complex. It involves capturing all project artifacts, such as the Project

Register, and Pa

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Unlike an operational

as a finite start and end. Unfortunately, when projects are successful or



Group defined in the Project Management Book of Knowledge (PMBOK) Fifth Edition

cycle, and the project


performed to conclude all

formally complete the

Management Body


Result Transition,

. While the former output can be deduced, the

capturing all project artifacts, such as the Project

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Stakeholder Register. It’ll include formal documentation on the completion or termination of

the project/phase. As a project manager, you will review the contract and the customer

acceptance documentation.

A key activity that takes places during this process is that lessons learned are identified and

documented. Future projects may use these lessons and avoid project failure. Hence,

projects need to be closed earnestly. To succeed in this, ensure that the

the problems that they faced! The

faced, but makes team memb

The following figure shows some of the activities that are typically performed during the

Close Project or Phase process.

• Close Procurements Process

The outputs of this process are

Update. Closed Procurements involves reviewing the contract and providing a formal written

intimation to the seller. The Organizational Process Assets Update process is similar to that

in the Closing Process Group. The key difference is that

and procurement-related lessons learned. These lessons learned are important because

they would capture the experience of working with a particular vendor. Therefore, future

projects can easily mitigate the risks associa


Close Procurements process.

. It’ll include formal documentation on the completion or termination of




projects need to be closed earnestly. To succeed in this, ensure that the

the problems that they faced! The lessons learned are not only for reviewing the problems

faced, but makes team members retrospect on the successes.


Close Project or Phase process.

Close Procurements Process

The outputs of this process are Closed Procurements and Organizational

Closed Procurements involves reviewing the contract and providing a formal written


in the Closing Process Group. The key difference is that it focuses on procurement artifacts

related lessons learned. These lessons learned are important because


projects can easily mitigate the risks associated with working with a particular vendor.


Close Procurements process.

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. It’ll include formal documentation on the completion or termination of




projects need to be closed earnestly. To succeed in this, ensure that the team appreciates

are not only for reviewing the problems


Organizational Process Assets

Closed Procurements involves reviewing the contract and providing a formal written


it focuses on procurement artifacts

related lessons learned. These lessons learned are important because


ted with working with a particular vendor.


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Key Points for the Closing Process Group

The Closing process group has two processes: Close P

Procurements. After completing the processes in this group, a project manager must release

the organizational resources so that they can be deployed in other projects. If you are

closing a phase, the lessons learned are carried fo

the project has been aborted, you still need to perform the Close Project and Phase and the

Close Procurements processes, assuming that there is an external vendor.

Here are some tips on closing a project:

• Schedule the Close Project meeting (Post Project Review). Yes, that means have it in

your Gantt chart.

• Invite key stakeholders to meeting.

• Encourage openness and share the lessons learned with others in the organization.

• Evaluate the project against project object

end deadline.

• Evaluate how well you managed

• Celebrate with your team!

Key Points for the Closing Process Group

The Closing process group has two processes: Close Project or Phase and Close



closing a phase, the lessons learned are carried forward and addressed in the next phase. If



Here are some tips on closing a project:

the Close Project meeting (Post Project Review). Yes, that means have it in

Invite key stakeholders to meeting.

Encourage openness and share the lessons learned with others in the organization.

Evaluate the project against project objectives, budget, quality requirements, and the

managed risks and your key stakeholders.

team!

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roject or Phase and Close



rward and addressed in the next phase. If



the Close Project meeting (Post Project Review). Yes, that means have it in

Encourage openness and share the lessons learned with others in the organization.

ives, budget, quality requirements, and the

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Now separate this and answer the questions given in th

that page to the class room and hand off to the instructor.

Your Full Name:_______________________________________________

Please answer the following questions (Choose only one option)

1) How many process groups would you find in a project?

a. 1

c. 10

2) How many knowledge areas are in PMBOK?

a. 1

c. 10

3) Which of the following is not a knowledge area?

a. Scope Management

c. Stakeholder Management

4) Which of the following is not a project management method?

a. Waterfall

c. Spiral

5) Which of the following is not an example of a project?

a. Creation of a produ

c. Sales of our product

6) Which of the following is not an element involved in Project Management?

a. Planning

c. Controlling

7) Which of the following is not

a. Temporary

c. Repetition

8) Who is the publisher of PMBOK?

a. PMI

c. IMTP

9) Which is the current edition of PMBOK in usage in Industry?

a. Second Edition

c. Fifth Edition

10) Which of the following is not a project management Process Group?

a. Design

c. Planning

nswer the questions given in this page. Remember to bring

that page to the class room and hand off to the instructor.

Your Full Name:_______________________________________________

llowing questions (Choose only one option)

How many process groups would you find in a project?

b. 5

d. 47

How many knowledge areas are in PMBOK?

b. 5

d. 47

Which of the following is not a knowledge area?

Scope Management b. Safety Management

c. Stakeholder Management d. Quality Management

Which of the following is not a project management method?

b. Agile

d. Six Sigma

Which of the following is not an example of a project?

Creation of a product website b. A conference event

c. Sales of our product d. Construction of an apartment

Which of the following is not an element involved in Project Management?

b. Organizing

d. expansion

Which of the following is not a property of a Project?

b. Deadlines

d. Defined Starting Date

Who is the publisher of PMBOK?

b. IPMA

d. ACI

Which is the current edition of PMBOK in usage in Industry?

Second Edition b. Fourth Edition

d. Eighth Edition

Which of the following is not a project management Process Group?

b. Controlling

d. Closing

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page. Remember to bring

Your Full Name:_______________________________________________

b. Safety Management

d. Quality Management

b. A conference event

d. Construction of an apartment

Which of the following is not an element involved in Project Management?

d. Defined Starting Date

on

d. Eighth Edition

Which of the following is not a project management Process Group?