The Project
Management
Process
CM 651 Module 3
UNTALAN | JULATON | MANE | RAMOS
Project Project management is an
integrative endeavor
Management Project management requires
Process
making trade-offs among the
project’s scope, time, and cost,
and between knowledge areas
Discussion
Topics
The Project Management Process
The 5 Project Management Process Groups
Project Information
Role of Knowledge Areas
GROUP 3 MEMBERS
Engr. BEA MAE U. UNTALAN Engr. ELEONOR E. JULATON Engr. JHON MARXSON A. Engr. RAY MARK R. RAMOS
The 5 Project Management Process Groups MANE Role of Knowledge
Project Information
Areas
Project Management
Process Groups
PRESENTED BY: Engr. BEA MAE U. UNTALAN &
Engr. ELEONOR JULATON
The 5 Project Management Process Groups
1 2 3 4 5
Initiating Planning Executing Monitoring Closing
and
Controlling
Project Management
Process Groups
Source: PMBOK Guide (1996 Ed.)
Project Management Process Groups
Source: PMBOK Guide (1996 Ed.)
Project management process groups are overlapping activities which occur at
varying levels of intensity throughout each phase of the project.
Initiating
Process Group
involves defining and authorizing a
project or project phase
Initiating 1 Initial project scope statement
Process 2 Deliverables
Group 3 Project duration
Necessary Documentation
4 Possible source of fund
5 Forecast of resource allocation
Source: PMBOK Guide (Fourth Ed.)
Interaction between phases
Source: PMBOK Guide (1996 Ed.)
Develop
Project Charter
develop a document, formally authorizing a
project phase
Source: PMBOK Guide (Sixth Ed.)
Develop
Project Charter
develop a document, formally authorizing a
project phase
Source: PMBOK Guide (Sixth Ed.); Google Images
Identify
Stakeholders
identify the roles and responsibilities of
each stakeholder to generate appropriate
workflows
Source: PMBOK Guide (Sixth Ed.)
Identify
Stakeholders
identify the roles and responsibilities of
each stakeholder to generate appropriate
workflows
Source: PMBOK Guide (Sixth Ed.); Google Images
Planning
Process Group
that establish the total scope of work, define
and refine the objectives, and develop
methodologies to attain those objectives
Source: PMBOK Guide (Sixth Ed.)
Progressive
Elaboration
— iterative development of the project management plan
Source: PMBOK Guide (Fourth Ed.)
Planning Process Group
Develop Project Plan Scope Management
Management Plan documents how the project and product scope
will be defined, validated, and controlled
process of defining, preparing and
coordinating all plan components
Source: PMBOK Guide (Sixth Ed.)
Planning Process Group
Collect Requirements
determine and document stakeholder
needs and requirements
Source: PMBOK Guide (Sixth Ed.)
Planning Process Group
Collect Requirements Define Scope
determine and document stakeholder develop a detailed description of
needs and requirements the project and product
Source: PMBOK Guide (Sixth Ed.)
Planning Process Group
Create WBS Plan Schedule Management
subdivide project deliverables and establish the policies, procedures, and documentation for
project work into smaller, more planning, developing, managing, executing and controlling
manageable components the project schedule
Source: PMBOK Guide (Sixth Ed.)
Planning Process Group
Define Activities Sequence Activities
identify and document the specific identify and document relationship
actions to be performed to produce among project activities
project deliverables
Source: PMBOK Guide (Sixth Ed.)
Planning Process Group
Estimate Activity Develop Schedule
Durations generate a schedule model with
planned dates for completing
provide the amount of time each project activities
activity will take to complete
Source: PMBOK Guide (Sixth Ed.)
Planning Process Group
Plan Cost Management Estimate costs
define how the project costs will be determine monetary resources
estimated, budgeted, managed, required for the project
monitored and controlled
Source: PMBOK Guide (Sixth Ed.)
Planning Process Group
Determine Budget
determine the cost baseline
against which project performance
can be monitored and controlled
Source: PMBOK Guide (Sixth Ed.)
Planning Process Group
Determine Budget Plan Quality
determine the cost baseline Management
against which project performance identify quality requirements and how it
can be monitored and controlled will be implemented to the project
Source: PMBOK Guide (Sixth Ed.)
Planning Process Group
Plan Resource Estimate Activity
Management Resources
define how to estimate, acquire, manage, identify the type, quantity and
and utilize physical and team resources characteristics of resources required
Source: PMBOK Guide (Sixth Ed.)
Planning Process Group
Plan Communications Plan Risk Management
Management define how to conduct risk
develop an appropriate approach and plan for management activities for a project
project communication activities
Source: PMBOK Guide (Sixth Ed.)
Planning Process Group
Identify Risks Perform Qualitative
identify individual project risks and Risk Analysis
their sources assess probability of occurrence and
impact of risks
Source: PMBOK Guide (Sixth Ed.)
Planning Process Group
Perform Quantitative Plan Risk Reponses
Risk Analysis identify appropriate ways to
address project risks
quantify overall risk exposure to
support risk response planning
Source: PMBOK Guide (Sixth Ed.)
Planning Process Group
Plan Procurement Plan Stakeholder
Management Engagement
document project procurement provide an actionable plan to interact
decisions and specifies approach with stakeholders actively
Source: PMBOK Guide (Sixth Ed.)
Executing
Process Group
those processes performed to complete the
work defined in the project management plan
to satisfy the project requirements
Source: PMBOK Guide (Sixth Ed.)
Executing Process Group
Direct and Manage Manage Project
Project Work Knowledge
provides overall management of prior organizational knowledge is
the project work and deliverables leveraged to produce or improve the
project outcomes
Source: PMBOK Guide (Sixth Ed.)
Executing Process Group
Manage Quality Acquire Resources
increases the probability of meeting the outlines and guides the selection of
quality objectives, as well as identifying resources and assigns them to their
ineffective processes and causes of poor respective activities
quality
Source: PMBOK Guide (Sixth Ed.)
Executing Process Group
Develop Team Manage Team
results in improved teamwork, influences team behavior, manages
enhanced interpersonal skills and conflict, and resolves issues
competencies, motivated
employees
Source: PMBOK Guide (Sixth Ed.)
Executing Process Group
Manage Implement Risk
Communications Responses
enables efficient and effective ensures that agreed-upon risk
information flow between the responses are executed as planned in
project team and the stakeholders order to address overall project risk
exposure
Source: PMBOK Guide (Sixth Ed.)
Executing Process Group
Conduct Manage Stakeholder
Procurements Engagement
selects a qualified seller and allows the project manager to increase
implements the legal agreement for support and minimize resistance from
delivery stakeholders
Source: PMBOK Guide (Sixth Ed.)
Monitoring &
Controlling
Process Group
those processes required to track, review, and
regulate the progress and performance of the
project
Source: PMBOK Guide (Sixth Ed.)
Monitoring & Controlling
Process Group
Monitor and Control Perform Integrated
Project Work Change Control
allows stakeholders to understand allows for documented changes within
the current state of the project the project to be considered in an
integrated manner while addressing
overall project risk
Source: PMBOK Guide (Sixth Ed.)
Monitoring & Controlling
Process Group
Validate Scope Control Scope
brings objectivity to the acceptance the cope baseline is maintained
process and increases the probability of throughout the project
final product, service by validating each
deliverable
Source: PMBOK Guide (Sixth Ed.)
Monitoring & Controlling
Process Group
Control Schedule Control Costs
schedule baseline is maintained cost baseline is maintained throughout
throughout the project the project
Source: PMBOK Guide (Sixth Ed.)
Monitoring & Controlling
Process Group
Control Quality Control Resources
verifying that the project outputs are ensuring that the assigned resources are
complete, correct, and meet customer available to the project at the right time
expectations and in the right place and are released
when no longer needed
Source: PMBOK Guide (Sixth Ed.)
Monitoring & Controlling
Process Group
Monitor Monitor Risks
Communications enables project decisions to be based
on current information about overall
optimal information flow as defined in
project risk exposure and individual
the communications management plan project risks
and stakeholder engagement plan
Source: PMBOK Guide (Sixth Ed.)
Monitoring & Controlling
Process Group
Control Procurements Monitor Stakeholders
Engagement
ensures that both the seller’s and
buyer’s performance meets the maintains or increases the efficiency and effectiveness
of stakeholder engagement activities as the project
project’s requirements according to the
evolves and its environment changes
terms of the legal agreements
Source: PMBOK Guide (Sixth Ed.)
Closing Process
Group
process(es) performed to formally complete or
close a project, phase, or contract
Source: PMBOK Guide (Sixth Ed.)
Closing Process
Group
process(es) performed to formally complete or
close a project, phase, or contract
Source: PMBOK Guide (Sixth Ed.)
Close Project
or Phase
the project or phase information is archived, the
planned work is completed, and organizational
resources are released to pursue new endeavors
Project Information
PRESENTED BY: Engr. JHON MARXSON A. MANE
All the information issued between
the parties involved in the project
during each stage.
- [Link]
Project Closing
- As-built Drawings
- Certificate of Completion
- Warranties
Project Monitoring
Project - Progress Reports
- Health and Safety Monitoring
Information
- Incident Reports
- Weather Charts
Project Execution
- Requests for Information and Approval
- Time Extensions and Suspensions
- Permits and Clearances
- Purchase Orders
Project Planning
- Contract Documents
- Schedules
- Bid Plans
- Technical Specifications
Project Initiation
- Feasibility Studies
- Option Appraisals
- Working Sketches
Information
Storage
Traditional
vs
Digital
Traditional
Information
Storage
Paper-based Familiar Format Ease-of-Use
Digital
Information
Storage
Electronic Cloud-Based Backups and
Copies Services Security
Document
Control
What Where
Information Requirements - What Information Storage - Where do the
information must be available? information are stored to avoid
unauthorized access?
Who How
Access to Information - Who are Information Collection and Reporting -
authorized to access the information? How will information be collected and
disseminated?
Thank you!
The Project Management Process
Role of
KNOWLEDGE AREAS
PRESENTED BY: Engr. RAY MARK RAMOS
Source: PMBOK Guide (Sixth Ed.)
What is the Knowledge Area?
- is an identified area of project management defined by its
knowledge requirements and described in terms of its
component processes, practices, inputs, outputs, tools, and
techniques. Although the Knowledge Areas are interrelated, they
are defined separately from the project management
perspective. The ten Knowledge Areas identified in this guide are
used in most projects most of the time.
5
What are the Knowledge Areas?
- Based on PMBok 6th Edition, there are 10 Knowledge Areas
with 49 Processes.
1.) Project Integration Management
2.) Project Scope Management
3.) Project Schedule Management
4.) Project Cost Management
5.) Project Quality Management
6.) Project Resource Management
7.) Project Communications Management
8.) Project Risk Management 5
9.) Project Procurement Management
10.) Project Stakeholder Management
Process
Groups and
Knowledge
Areas
Mapping
Source: Construction
Extension to the
PMBok Guide
What is
Project INTEGRATION
Management and it's
Processes
Project Integration Management
- Includes the processes and activities to identify, define, combine,
unify, and coordinate the various processes and project
management activities within the Project Management Process
Groups.
Processes:
1. Develop Project Charter — The process of developing a
document that formally authorizes the existence of a project
and provides the project manager with the authority to apply
5
organizational resources to project activities.
2. Develop Project Management Plan — The process of defining,
preparing, and coordinating all plan components and consolidating
them into an integrated project management plan.
3. Direct and Manage Project Work — The process of leading and
performing the work defined in the project management plan and
implementing approved changes to achieve the project’s
objectives.
4. Manage Project Knowledge — The process of using existing
knowledge and creating new knowledge to achieve the project’s
objectives and contribute to organizational learning.
5. Monitor and Control Project Work
5 — The process of tracking,
reviewing, and reporting overall progress to meet the performance
objectives defined in the project management plan.
6. Perform Integrated Change Control — The process of reviewing
all change requests; approving changes and managing changes to
deliverables, organizational process assets, project documents, and
the project management plan; and communicating the decisions.
7. Close Project or Phase — The process of finalizing all activities
for the project, phase, or contract.
5
What is
Project SCOPE
Management and it's
Processes
Project Scope Management
- includes the processes required to ensure that the project
includes all the work required, and only the work required, to
complete the project successfully. Managing the project scope is
primarily concerned with defining and controlling what is and is not
included in the project.
Processes:
1. Plan Scope Management — The process of creating a scope
management plan that documents how the project and
product scope will be defined, 5
validated, and controlled.
2. Collect Requirements — The process of determining,
documenting, and managing stakeholder needs and requirements
to meet project objectives.
3. Define Scope — The process of developing a detailed
description of the project and product.
4. Create WBS — The process of subdividing project deliverables
and project work into smaller, more manageable components.
5. Validate Scope — The process of formalizing acceptance of the
completed project deliverables.
5 monitoring the status of the
6. Control Scope — The process of
project and product scope and managing changes
to the scope baseline.
What is
Project SCHEDULE
Management and it's
Processes
Project Scope Management
- includes the processes required to manage the timely
completion of the project.
Processes:
1. Plan Schedule Management — The process of establishing the
policies, procedures, and documentation for planning,
developing, managing, executing, and controlling the project
schedule.
5 of identifying and documenting
2. Define Activities — The process
the specific actions to be performed to produce the project
deliverables.
3. Sequence Activities — The process of identifying and
documenting relationships among the project activities.
4. Estimate Activity Durations — The process of estimating the
number of work periods needed to complete
individual activities with the estimated resources.
5. Develop Schedule — The process of analyzing activity
sequences, durations, resource requirements, and schedule
constraints to create the project schedule model for project
execution and monitoring and controlling.
6. Control Schedule — The process of monitoring the status of the
project to update the project schedule
5 and
manage changes to the schedule baseline.
What is
Project COST
Management and it's
Processes
Project Cost Management
- includes the processes involved in planning, estimating,
budgeting, financing, funding, managing, and controlling costs so
that the project can be completed within the approved budget.
Processes:
1. Plan Cost Management — The process of defining how the
project costs will be estimated, budgeted, managed, monitored,
and controlled.
2. Estimate Costs — The process of developing an approximation
5 to complete
of the monetary resources needed
project work.
3. Determine Budget — The process of aggregating the estimated
costs of individual activities or work packages to
establish an authorized cost baseline.
4. Control Costs — The process of monitoring the status of the
project to update the project costs and manage
changes to the cost baseline.
5
What is
Project QUALITY
Management and it's
Processes
Project Quality Management
- includes the processes for incorporating the organization’s
quality policy regarding
planning, managing, and controlling project and product quality
requirements in order to meet stakeholders’ objectives.
Processes:
1. Plan Quality Management — The process of identifying quality
requirements and/or standards for the project and its
deliverables, and documenting how the project will
demonstrate compliance with quality
5 requirements and/or
standards.
2. Manage Quality — The process of translating the quality
management plan into executable quality activities that
incorporate the organization’s quality policies into the project.
3. Control Quality — The process of monitoring and recording the
results of executing the quality management activities to assess
performance and ensure the project outputs are complete, correct,
and meet customer expectations.
5
What is
Project RESOURCE
Management and it's
Processes
Project Resource Management
- includes the processes to identify, acquire, and manage the
resources needed for the successful completion of the project.
These processes help ensure that the right resources will be
available to the project manager and project team at the right time
and place.
Processes:
1. Plan Resource Management — The process of defining how to
estimate, acquire, manage, and utilize physical and team
resources. 5
2. Estimate Activity Resources — The process of estimating team
resources and the type and quantities of material, equipment, and
supplies necessary to perform project work.
3. Acquire Resources — The process of obtaining team members,
facilities, equipment, materials, supplies, and other resources
necessary to complete project work.
4. Develop Team — The process of improving competencies, team
member interaction, and the overall team environment to enhance
project performance.
5. Manage Team — The process of tracking team member
performance, providing feedback, resolving issues, and managing
team changes to optimize project performance.
6. Control Resources — The process of ensuring that the physical
resources assigned and allocated5to the project are available as
planned, as well as monitoring the planned versus actual use of
resources, and performing corrective action as necessary.
What is
Project
COMMUNICATIONS
Management and it's
Processes
Project Communications Management
- includes the processes necessary to ensure that the information
needs of the project and its stakeholders are met through
development of artifacts and implementation of activities designed
to achieve effective information exchange. Project
Communications Management consists of two parts. The first part
is developing a strategy to ensure communication is effective for
stakeholders. The second part is carrying out the activities
necessary to implement the communication strategy.
5
Processes:
1. Plan Communications Management — The process of
developing an appropriate approach and plan for project
communication activities based on the information needs of
each stakeholder or group, available organizational assets, and
the needs of the project.
2. Manage Communications — The process of ensuring timely and
appropriate collection, creation, distribution,
storage, retrieval, management, monitoring, and the ultimate
disposition of project information.
3. Monitor Communications — The 5 process of ensuring the
information needs of the project and its stakeholders
are met.
What is
Project RISK
Management and it's
Processes
Project Risk Management
- includes the processes of conducting risk management planning,
identification, analysis, response planning, response
implementation, and monitoring risk on a project. The objectives of
project risk management are to increase the probability and/or
impact of positive risks and to decrease the probability and/or
impact of negative risks, in order to optimize the chances of
project success.
Processes:
1. Plan Risk Management — The 5process of defining how to
conduct risk management activities for a project.
2. Identify Risks — The process of identifying individual project
risks as well as sources of overall project risk, and documenting
their characteristics.
3. Perform Qualitative Risk Analysis — The process of prioritizing
individual project risks for further analysis or action by assessing
their probability of occurrence and impact as well as other
characteristics.
4. Perform Quantitative Risk Analysis — The process of
numerically analyzing the combined effect of identified individual
project risks and other sources of uncertainty on overall project
objectives.
5
5. Plan Risk Responses — The process of developing options,
selecting strategies, and agreeing on actions to address overall
project risk exposure, as well as to treat individual project risks.
6. Implement Risk Responses — The process of implementing
agreed-upon risk response plans.
7. Monitor Risks—The process of monitoring the implementation of
agreed-upon risk response plans, tracking identified risks,
identifying and analyzing new risks, and evaluating risk process
effectiveness throughout the project.
5
What is
Project
PROCUREMENT
Management and it's
Processes
Project Procurement Management
- includes the processes necessary to purchase or acquire
products, services, or results needed from outside the project
team. Project Procurement Management includes the management
and control processes required to develop and administer
agreements such as contracts, purchase orders, memoranda of
agreements (MOAs), or internal service level agreements (SLAs).
The personnel authorized to procure the goods and/or services
required for the project may be members of the project team,
management, or part of the organization’s purchasing department if
applicable. 5
Processes:
1. Plan Procurement Management — The process of
documenting project procurement decisions, specifying the
approach, and identifying potential sellers.
2. Conduct Procurements — The process of obtaining seller
responses, selecting a seller, and awarding a contract.
3. Control Procurements — The process of managing procurement
relationships, monitoring contract performance,
making changes and corrections as appropriate, and closing out
contracts.
5
What is
Project
STAKEHOLDER
Management and it's
Processes
Project Stakeholder Management
- includes the processes required to identify the people, groups, or
organizations that could impact or be impacted by the project, to
analyze stakeholder expectations and their impact on the project,
and to develop appropriate management strategies for effectively
engaging stakeholders in project decisions and execution. The
processes support the work of the project team to analyze
stakeholder expectations, assess the degree to which
they impact or are impacted by the project, and develop strategies
to effectively engage stakeholders in support of project decisions
and the planning and execution 5of the work of the project.
Processes:
1. Identify Stakeholders — The process of identifying project
stakeholders regularly and analyzing and documenting relevant
information regarding their interests, involvement,
interdependencies, influence, and potential impact on project
success.
2. Plan Stakeholder Engagement — The process of developing
approaches to involve project stakeholders based on their needs,
expectation, interests, and potential impact on the project.
3. Manage Stakeholder Engagement — The process of
communicating and working with 5stakeholders to meet their needs
and expectations, address issues, and foster appropriate
stakeholder engagement involvement.
4. Monitor Stakeholder Engagement — The process of monitoring
project stakeholder relationships and tailoring
strategies for engaging stakeholders through the modification of
engagement strategies and plans.
5
THANK YOU!
Engr. BEA MAE U. UNTALAN Engr. ELEONOR E. JULATON Engr. JHON MARXSON A. Engr. RAY MARK R. RAMOS
The 5 Project Management Process Groups MANE Role of Knowledge
Project Information
Areas
GROUP 3
