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3. Project Management Processes

- A process is a set of interrelated actions and activities performed to create a pre-specified product, service or result.
- PMBOK® 5th edition has 10 knowledge areas and 5 process groups. There are 47 processes in total.
- Although there are 47 processes, not all the processes maybe used in a project, it is up to the discretion of the project manager to make a judicious decision.
- Although Project Management Processes appear as discrete elements in PMBOK®, they tend to overlap in a project environment
- Project management Processes can be iterated several times to achieve the project objective.
- Product-oriented processes are defined by project life cycle and vary by application area.
- The Project Management Plan is one of the most iteratively developed document
- Project life cycle is different from Process groups while the former is domain-specific, the latter is project management-specific
- The Statement of Work (SoW) is issued by the client / sponsor.
- Organizational Process Assets are experiences gained from previous projects in the form of artifacts and used to tailor future projects. Organizational Policies, processes and procedures are organizational assets.
- Enterprise Environmental Factors are an organization’s external or internal factors affecting the normal project workflow. They are normally considered constraints.
- The process groups can be iterated within each project phase.
- Monitoring and Controlling Processes are applied all through the project phases since they deal with weekly performance , progress updates , doing corrective , preventive actions and defect repairs.
- Planning and Executing process groups are iterative by nature – what has been planned can only be executed, something that needs to be executed needs to be planned in detail first.
- The Project Manager and stakeholders are identified in the Initiating process group.
- Since business needs drive a project, the initiating process group at start of each phase, helps in checking if the project is inline with the business needs.
- Progressive Elaboration technique is used extensively in Planning process group.
- Progressive Elaboration is about getting better insight into the project scope and it mostly happens as the planning phase progresses.
- Project management Plan is the master plan and other process plans are subsidiary plans. Since PM Plan has the most information initially, PM Plan is an input to create other plans.
- Most of the project budget gets spent in the executing process group since resources are ramped up to finish the work.
- Change Requests are documented changes to project scope and they go through a workflow before being approved or rejected.
- Change Requests arise during executing as well as monitoring and controlling processes.
- The PM plan is base lined when it is approved by the client and any (approved) changes happening there after will result in a rebase lining wherein a new version will be given to the plan document.
- Project Charter should not undergo “changes” since it has the business needs.

Match the Following

1. Closing Group – a. Change Requests
2. Planning Group - b. Deliverables
3. Executing Group – c. Phase-end review
4. Initiating - d. Baselining
5. Monitoring and Controlling – e. Project Authorization

Match the Following (Answers)

1. Closing Group – c. Phase-end review
2. Planning Group - d. Baselining
3. Executing Group – b. Deliverables
4. Initiating - e. Project Authorization
5. Monitoring and Controlling – a. Change Requests