Online PMP Prep Material for PMP Exam - Project management process groups

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Project Management Process
Groups
Chapter 3

Chapter 3
Objectives
Common Inputs, Tools & Techniques, Outputs (ITTOs)
Initiating Process Groups - 2 Processes
Planning Process Groups - 24 Processes
Executing Process Groups - 8 Processes
Monitoring & Controlling Process Groups - 11 Processes
Closing Process Groups - 2 Processes
All the above 47 Processes & their Inputs, Tools & Techniques,
Outputs (ITTOs)
This chapter entails one to
understand the 5 different
Process Groups, 47
Processes, their Inputs,
Tools & Techniques,
Outputs.
Detailed understanding
about each of these 47
processes with practical and
theoretical knowledge.
Understand some of the
important concepts of
project management
process groups and
processes with the aid of
samples and examples.

Project Management Process Groups
Based on the W. Edward Deming Plan-Do-Check-Act
cycle and groups are largely derived from same.
Project Management is Integration of these processes
running across the project. Actions taken during one
process typically need alignment and coordination with
interfacing processes. These project management
processes are grouped into five groups.
1. Initiating Process Group: Processes
performed to define and authorize the new
project and start.
2. Planning Process Group: Processes
performed to scope the project, refine
project objectives, and define course of
action to acheive project objectives.
3. Executing Process Group: Processes
performed to complete the defined work
inline with specifications.
4. Monitoring & Controlling Process
Group: Processes perfomed to monitor the
work being performed to the specifications
and perform processes to adopt changes in
order to bring back the work being
performed inline to the specifications.
5. Closing Process Group: Processes
performed to closure of all activities and
finally the project end formally.
Planning
Execution
Monitoring
Controlling

8 Initiating Domain Process Group Tasks
1. Perform project assessment based upon available
information, lessons learned from previous projects,
and meetings with relevant stakeholders, in order to
support the evaluation of the feasibility of new
products or services within the given assumptions
and/or constraints.
2. Identify key deliverables based on the business
requirements, in order to manage customer
expectations and direct the achievement of project
goals.
3. Perform stakeholder analysis using appropriate
tools and techniques, in order to align expectations
and gain support for the project.
4. Identify high level risks, assumptions, and
constraints based on the current environment,
organizational factors, historical data and expert
judgment, in order to propose an implementation
strategy.
5. Participate in the development of the project charter
by compiling and analysing gathered information, in
order to ensure project stakeholders are in
agreement on its elements.
6. Obtain project charter approval from the sponsor, in
order to formalize the authority assigned to the
project manager and gain commitment and
acceptance for the project.
7. Conduct benefit analysis with stakeholders
(including sponsor, customer, subject matter
experts), in order to validate project alignment with
organizational strategy and expected business
value.
8. Inform stakeholders of the approved project charter,
in order to ensure common understanding of the
key deliverables, milestones, and their roles and
responsibilities.

13 Planning Domain Process Group Tasks
1. Review and assess detailed project requirements,
constraints, and assumptions with stakeholders
based on the project charter, lessons learned, and
by using requirement gathering techniques, in order
to establish detailed project deliverables.
2. Develop a scope management plan, based on the
approved project scope and using scope
management techniques, in order to define,
maintain, and manage the scope of the project.
3. Develop the cost management plan based on the
project scope, schedule, resources, approved
project charter and other information, using
estimating techniques, in order to manage project
costs.
4. Develop the project schedule based on the
approved project deliverables and milestones,
scope, and resource management plans, in order to
manage timely completion of the project.
5. Develop the human resource management plan by
defining the roles and responsibilities of the project
team members, in order to create a project
organizational structure and provide guidance
regarding how resources will be assigned and
managed.
6. Develop the communications management plan
based on the project organization structure and
stakeholder requirements, in order to define and
manage the flow of project information.
7. Develop the procurement management plan based
on the project scope, budget, and schedule, in
order to ensure that the required project resources
will be available.
8. Develop the quality management plan and define
the quality standards for the project and its
products, based on the project scope, risks, and
requirements, in order to prevent the occurrence of
defects and control the cost of quality.

13 Planning Domain Process Group Tasks
9. Develop change management plan by defining how
changes will be addressed and controlled, in order
to track & manage change.
10. Develop the risk management plan by identifying,
analysing, and prioritizing project risks, and defining
risk response strategies, in order to manage
uncertainty and opportunity throughout the project
life cycle.
11. Present the project management plan to the
relevant stakeholders according to applicable
policies and procedures, in order to obtain approval
to proceed with project execution.
12. Conduct kick-off meeting, communicating the start
of the project, key milestones, and other relevant
information, in order to inform and engage
stakeholders and gain commitment.
13. Develop the stakeholder management plan by
analysing needs, interests, and potential impact, in
order to effectively manage stakeholders’
expectations and engage them in project decisions.

7 Executing Domain Process Group Tasks
1. Acquire and manage project resources by following
the human resource and procurement management
plans, in order to meet project requirements.
2. Manage task execution based on the project
management plan by leading and developing the
project team, in order to achieve project
deliverables.
3. Implement the quality management plan using the
appropriate tools and techniques, in order to ensure
that work is performed in accordance with required
quality standards.
4. Implement approved changes and corrective
actions by following the change management plan,
in order to meet project requirements.
5. Implement approved actions by following the risk
management plan, in order to minimize the impact
of the risks and take advantage of opportunities on
the project.
6. Manage the flow of information by following the
communications plan, in order to keep stakeholders
engaged and informed.
7. Maintain stakeholder relationships by following the
stakeholder management plan, in order to receive
continued support and manage expectations.

7 Monitoring & Controlling Domain Process
Group Tasks
1. Measure project performance using appropriate
tools and techniques, in order to identify and
quantify any variances and corrective actions.
2. Manage changes to the project by following the
change management plan, in order to ensure that
project goals remain aligned with business needs.
3. Verify that project deliverables conform to the
quality standards established in the quality
management plan by using appropriate tools and
techniques, in order to meet project requirements
and business needs.
4. Monitor and assess risk by determining whether
exposure has changed and evaluating the
effectiveness of response strategies, in order to
manage the impact of risks and opportunities on the
project.
5. Review the issue log, and update if necessary, and
determine corrective actions by using appropriate
tools and techniques, in order to minimize the
impact on the project.
6. Capture, analyze, and manage lessons learned
using lessons learned management techniques, in
order to enable continuous improvement.
7. Monitor procurement activities according to the
procurement plan, in order to verify compliance with
project objectives.

7 Closing Domain Process Group Tasks
1. Obtain final acceptance of the project deliverables
from relevant stakeholders, in order to confirm that
project scope and deliverables were achieved.
2. Transfer the ownership of deliverables to the
assigned stakeholders in accordance with the
project plan, in order to facilitate project closure.
3. Obtain financial, legal, and administrative closure
using generally accepted practices and policies, in
order to communicate formal project closure and
ensure transfer of liability.
4. Prepare and share the final project report according
to the communications management plan, in order
to document and convey project performance and
assist in project evaluation.
5. Collate lessons learned that were documented
throughout the project and conduct a
comprehensive project review, in order to update
the organization’s knowledge base.
6. Archive project documents and materials using
generally accepted practices, in order to comply
with statutory requirements and for potential use in
future projects and audits.
7. Obtain feedback from relevant stakeholders, using
appropriate tools and techniques and based on the
stakeholder management plan, in order to evaluate
their satisfaction.

Understand PMBOK
5 Process Groups
Initiating Process Group
Planning Process Group
Executing Process Group
Monitoring & Controlling Process Group
Closing Process Group
10 Knowledge Areas
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communication Management
Risk Management
Procurement Management
Stakeholder Management
Initiating
Planning
Executing
Closure
Monitoring & Controlling

Client
Project
Vendor
Vendor
Work
PM
Client
PM
Vendor
PM
Vendor
PM
Internal StakeholdersExternal Stakeholders External Stakeholders
Organization 1
Organization 2
Organization 3
Organization 4
Internal
External
External
For effective preparation,
consider yourself to be in the center
of entire project engagement during
PMBOK Study
Foundation: PMBOK Study Assumption

47 Processes
Knowledge
Area
Initiating
(2P) 13%
Questions
Planning (24 P)
24% Questions
Executing (8P)
30% Questions
Monitoring &
Controlling (11P)
25% Questions
Closing (2P)
8%
Questions
Integration
4.1 Develop
Project
Charter
4.2 Develop Project
Management Plan
4.3 Direct And
Manage Project
Work
4.4 Monitor And
Control Project
Work
4.5 Perform
Integrated Change
Control
4.6 Close
Project Or
Phase
Scope
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
Time
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Resources
6.5 Estimate Activity Duration
6.6 Develop Schedule
6.7 Control
Schedule
Cost
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
7.4 Control Costs
Quality 8.1 Plan Quality Management
8.2 Perform Quality
Assurance
8.3 Control Quality
Each process has
 Inputs to the process
 Tools & Techniques applied to the process
 Outputs from the process
Table Continued…

47 Processes
Knowledge
Area
Initiating
(2P) 13%
Questions
Planning (24 P)
24% Questions
Executing (8P)
30% Questions
Monitoring &
Controlling
(11P)
25% Questions
Closing (2P)
8%
Questions
Human
Resources
9.1 Plan HR
Management
9.2 Acquire Project Team
9.3 Develop Project Team
9.4 Manage Project Team
Communications
10.1 Plan
Communications
Management
10.2 Manage
Communications
10.3 Control
Communications
Risk
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 Control
Risks
Procurement
12.1 Plan Procurement
Management
12.2 Conduct Procurements
12.3 Control
Procurements
12.4 Close
Procurement
Stakeholder
13.1 Identify
Stakeholders
13.2 Plan Stakeholder
Management
13.3 Manage Stakeholder
Engagement
13.4 Control
Stakeholder
Engagement
Each process has
 Inputs to the process
 Tools & Techniques applied to the process
 Outputs from the process

Common ITTO’s
Common
Inputs
• Project
Management
Plan
• Enterprise
Environmental
Factors
• Organizational
Process Assets
Common
Tools & Techniques
• Expert Judgment
Common
Outputs
• Project
Management
Plan updates
• Project
document
updates
• Change Requests

Common Inputs
Project Management Plan
•Is created across the processes in
summary or detailed manner.
•Is the basis for all the project work
to be accomplished based on the
approach defined in the plan.
Enterprise Environmental
Factors
•Factors which have direct or
indirect influence on the outcome
of Project.
•Could be Internal to the
organization or beyond
organization – external.
•Some of them are listed here:
•Organization Culture
•Organization Format & structure
•Human Resource Policies
•Political Climate
•Regulatory environment
•Government Environment Policy
•Financial & Market Conditions…
Organizational Process
Assets
•Organizational assets within the
organization to help & guide
project manager accomplish
project delivery.
•Some of them are listed here:
•Processes, Guidelines and
Procedures
•Examples: Financial Payment
Processes, Technical Guidelines,
Disaster Recovery Procedures
•Corporate Knowledge Base
•Examples: Historical Project Files
& Reports, Past lessons learned

Common Tools & Techniques
Expert Judgment
• Experts in their Subject Matter are considered to be the prime
source of information for the project manager to gather inputs on
any particular subject.
• This is one of the elements for decision making process for
project manager and management.
• Project Manager also utilizes the Expert skills to resolve issues in
that particular expertise domain. This ensures that project
manager is only a facilitator and not the problem solver
him/herself.

Common Outputs
Project Management
Plan Updates
• Is created across the
processes in summary or
detailed manner and
becomes the continuously
evolving output from each
process
• Is utilized by all project team
members
Project Document
Updates
• At any given point the project
documents need to be up to
date
• Documents which get
updated include:
• Requirements Document
• Project Issue Log
• Risk Register
• Stakeholder Register
• Performance Reports
• Communication Log
Change Requests
• All change requests derived
out of each input or process is
an output.
• This is also an input to
Integrated Change Control
Process which includes
Corrective, Preventive
actions, defect repairs and
scope changes.

We Learnt: Common ITTO’s
Common
Inputs
• Project
Management
Plan
• Enterprise
Environmental
Factors
• Organizational
Process Assets
Common
Tools & Techniques
• Expert Judgment
Common
Outputs
• Project
Management
Plan updates
• Project
document
updates
• Change Requests

Let us talk about Initiating
Key Purpose of this Group:
Align Stakeholder Expectations to
Project’s Purpose
Nature of aspects involved in Initiating:
Selection of the Project using
Business Case
Project feasibility check & Product
fitment
Selection of the Sponsor
Identification of all Stakeholders
Cultivate Stakeholder Management
Strategy
Gather preliminary information
required for Project establishment
including processes and lessons
learnt
Evaluate Initial requirements,
Identify Risks & Evaluate
Assumptions
Selection of the Project Manager
Develop Project Charter
Breakdown Project into phases
based on Strategy
Define High level objectives of the
Project

Exam Perspective on Initiating
Primary goals of Initiating are:
Develop project charter
Identify Stakeholders
Understand the following in Initiating:
Staffing is very low
Costs are very low
Chances of Project success are very low
Risks are higher
Stakeholders Influences are higher

Let us talk about Planning
Develop Project Management Plan
along with subsidiary Management Plans
Nature of aspects involved in Planning:
Planning all phases of the Project
Plan all subsidiary management plans
Detailed Scope Requirements & Develop
Scope Statement
Evaluation of Detailed Time(Schedule),
Cost(Budget) Needs, Quality (Benchmark
Standards, Adoption of Processes, Metrics)
Identify Procurement Needs(Purchases)
Define the Human Resource Requirements
including Roles, Responsibilities Matrix
WBS Creation & WBS Dictionary
Development
Create activity list, network diagrams,
resource requirements
Identification of Project Critical Path
Perform Risk Identification, Risk Qualitative
& Quantitative Analysis with Risk Response
Strategy
Develop detailed Procurement plan
Develop Process Improvement plan
Develop Change management plan
Develop Project Performance measurement
plan & Establish Baselines
Approval on the Project Plans
Kick Off Project Execution

Exam Perspective on Planning
Primary goals of Planning are:
Finalize a Project Management Plan
Establish supporting Subsidiary Management Plans
Understand the following in Planning:
Project Management Plan and Subsidiary
Management Plans are not finalized until a thorough
Risk assessment and identification has been
performed
Before using any of these plans, all of them need to be
approved by the Project board/Sponsor/Stakeholders
Provisions should be made in the entire planning to
accommodate the changes which will arise across the
project dimensions

Let us talk about Executing
Get the work done as defined in the
management plans by using all defined
means
Nature of aspects involved in Executing:
Project Work Execution as per Baselines
Acquire & Deploy Procured Services,
Products & Resources
Select Sellers & Check Quality of
Deliverables from Procurement
Deploy & manage the Human Resources
Project Team Performance
Reinforcements, Rewards, Recognition,
Team Building
Conduct Meetings & Communicate
Information
Adherence to the Project Processes
Implement Approved Changes by CCB
(Change Control Board)
Quality Assurance & Quality Audits,
Continuous Process Improvements
Record Issues in the Issue Log, assist
the Conflict Resolution
Produce the Deliverables
Ramp down Resources and finally
release

Exam Perspective on Executing
Primary goals of Executing are:
Direct and Manage Project Work
Re-adopt and Refine the Project Work
as progression happens
Understand the following in Executing:
Project progression involves getting
the work accomplished along with the
re-planning, updates and re-baseline
the project upon approvals
Large amount of the entire project
sum is expensed in this stage

Let us talk about Monitoring &
Controlling
Is to measure the performance of the
project, address change requests,
recommended corrective and preventive
actions along with implement defect
repairs
Nature of aspects involved in Monitoring &
Controlling:
Measure work against the Project
performance baselines
Enable corrective and preventive actions
Enable approved baseline changes & re-
calibered Project plan
Seek approval for the Change Requests
Perform Quality Control
Perform Procurement Monitoring
Perform Risk Audits
Perform Integrated Change Control
Perform Forecast Management
Perform Configuration
Appraise Stakeholders with actionable
information
Get an approval on the deliverables from
Customer

Exam Perspective on
Monitoring & Controlling
Primary goals of Monitoring & Controlling are:
Monitor and Control Project Work and Integrate
Change Control
Pay more attention on these areas:
Perform root cause analysis
Secure additional funding
Perform validated defect repair
Calculate ETC(Estimate to Complete)
Reassess project control system for effectiveness
Understand the following in Monitoring & Controlling:
Project subsidiary plans are complete and realistic
Project performance is measured against metrics
Variances observed are rectified with corrective actions

Let us talk about Closing
Project performed is now brought to
a proper closure with all the proper
project details been documented,
archived, released and published
Nature of aspects involved in Closing:
Conformity to Product
Requirements
Procurement Closure
Phase Closure
Product Acceptance
Financial Closure
Stakeholder Appraisal of Project
Performance
Document Project Performance
Report
Document Project Lessons Learnt
Archive Project information for
Future use

Exam Perspective on Closing
Primary goals of Closing are:
Ensure Project Administrative Closure
on the Project is completed(without
which project is not marked complete)
Understand the following in Closing:
Project is not always only closed in
proper manner, it may also be subject
of Project termination
Reasons for Project termination has
to be detailed and documented
formally for future references
After the Project is closed formally, it
is time to Celebrate.

Chapter 3 - Debrief

THIS BRINGS TO CHAPTER 3 COMPLETION.
From what we have understood so far is:
Common Inputs, Tools & Techniques, Outputs (ITTOs)
Initiating Process Groups - 2 Processes
Planning Process Groups - 24 Processes
Executing Process Groups - 8 Processes
Monitoring & Controlling Process Groups - 11 Processes
Closing Process Groups - 2 Processes
All above 47 Processes & their Inputs, Tools & Techniques, Outputs (ITTOs)
Chapter 3

Acknowledgements & Disclaimer
PMI, PMBOK, PMP, CAPM, PgMP, PMI-
ACP, PMI-RMP, PMI-SP are registered
marks of Project Management Institute,
Inc.
All registered trademarks, symbols, names
are marks of their respective owners and
acknowledged.

Online PMP Prep Material for PMP Exam - Project management process groups

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Online PMP Prep Material for PMP Exam - Project management process groups