PMBOK 5h – Chapter 3 – Project Management Processes

Project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. This application of knowledge requires the effective management of the project management
processes.

A set of interrelated actions and activities performed to create a pre-specified product, service or result.

– Project management processes
– Product-oriented processes

Processes ensure the effective flow of the project throughout its life cycle.

Processes specify and create the project’s product. Product-oriented processes are typically defined by the project life cycle and vary by application area as well as the phase of the product life cycle.

– Common Project Management Process Interactions
– Project Management Process Groups
– Initiating Process Group
– Planning Process Group
– Executing Process Group
– Monitoring and Controlling Process Group
– Closing Process Group
– Project Information
– Role of the Knowledge Areas

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– Initiating Process Group
– Planning Process Group
– Executing Process Group
– Monitoring and Controlling Process Group
– Closing Process Group

The processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.

The processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve.

The processes performed to complete the work defined in the project management plan to satisfy the project specifications.

The processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required and initiate the corresponding changes.

The processes performed to finalize all activities across all Process Groups to formally close the project or phase.

Data and information collected throughout the life cycle of the project to be analysed, transformed and distributed in various formats to project team members and other stakeholders. (p59)

– Work performance data
– Work performance information
– Work performance reports

The raw observations and measurements identified during activities performed to carry out the project work. Examples include reported percent of work physically completed, quality and technical performance measures, start and finish dates of schedule activities, number of change requests, number of defects, actual costs, actual durations.
(left of the Project Execution)

The performance data collected from various controlling processes, analyzed in context and integrated based on relationships across areas. Examples of performance information are status of deliverables, implementation status for change requests, and forecasted estimates to complete.
(left of the Controlling Processes)

Work performance reports. The physical or electronic representation of work performance information compiled in project documents, intended to generate decisions or raise issues, actions, or awareness.
Examples include status reports, memos, justifications, information notes, electronic dashboards, recommendations, and updates.
(left of the Overall Project Control)

Represents a complete set of concepts, terms and activities that make up a professional field, project management field or area of specialisation.

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1 Project Integration Management
2 Project Scope Management
3 Project Time Management
4 Project Cost Management
5 Project Quality Management
6 Project Human Resource Management
7 Project Communications Management
8 Project Risk Management
9 Project Procurement Management
10 Project Stakeholder Management