Project Management Process Framework. Numbered Sequentially

Contents

Project Management Process Framework – Numbered Sequentially... 1

Introduction... 2

Objective... 2

1 Initiating... 4

2 Planning... 4

3 Executing... 8

4 Monitoring and Controlling... 10

5 Closing... 12

Conclusions... 13

References... 13

Tables... 13

Figure... 13

Introduction

Before preparing a lesson in project management according to the PMBOK^® Guide, A Guide to the Project Management Body of Knowledge, sixth Edition, from the Project Management Institute (PMI), every teacher must consider the essential question of whether to present project management according to knowledge areas or according to the project lifecycle. This might seem like a simple question, but literature about Project Management Professional (PMP) certification offer both options, depending on the goal and the audience. Will readers search by knowledge area or by the project stage they find themselves in? Newcomers to project management will make different choices than certified project managers.

According to PMI, professional project management is characterized by an effective process framework. PMI is a global project management organisation and provides a respected project management standard, which is summarised in the PMBOK^® Guide. This guide contains process inputs, project management tools and process outputs, and shows the reader how to execute a project in a professional manner.

The PMI project management process framework is arranged in a matrix with five project process groups and ten knowledge areas as the dimensions - please refer to Table 1. The PMBOK^® Guide explains the processes according to knowledge areas. When outlining the project management processes based on knowledge areas, readers must evaluate their query and guess what knowledge area it is related to. Checking product quality, for example, might be related to checking the completeness of the deliverables, as in the Process Validate Scope 4.3. However, it also involves checking the quality of the final deliverables, as in Process Control Quality 4.7. The reader must therefore guess to investigate either the knowledge area scope or quality. In comparison, in the chronological process order, the reader simply checks the process group monitoring and controlling in order to find the correct process description.

While the PMBOK^® Guide explains the processes according to knowledge areas, this article gives an overview of them numbered sequentially in groups, which shows the storyline of the processes ordered according to the theoretical project lifecycle.

Objective

Each process group within the project management process framework is numbered and contains processes that are numbered sequentially. Table 1 provides an overview of the numbering of the newly ordered 49 processes. Following this new ordering, a project starts when it is initiated by developing a project charter (Process Group 1, Process 1.1) and identifying the project stakeholders (Process 1.2). The project manager then begins to plan the project (Process Group 2, Processes 2.1 to 2.24). The project manager thus goes through all of these processes before the project even begins, thereby guaranteeing very careful planning. Once all planning processes have been organised, the project is executed by the project team (Process Group 3). In this executing phase (Processes 3.1 to 3.10), quality, resources, communications, risks, procurement and stakeholders are the entire project manager’s responsibility. The project manager ensures that the team executes the project according to plan. While the project is executed, it is monitored and controlled (Process Group 4) by the project manager. From Processes 4.1 to 4.12, the project manager’s main tasks are to control, clarify issues, ensure quality and handle requests for changes. His duty is to know the project status and to control all knowledge areas. Finally, the project is completed and closed (Process Group 5) by completing all actions for closing the project or phase (Process 5.1).

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Table 1: Project management process framework numbered sequentially in groups [1]

The following sections explain all 49 PMI processes and thereby serve as a summary. The newly ordered processes are presented one by one, embedded in the theoretical storyline of a project. Detailed information about process inputs, tools and outputs such as procedures, techniques and figures can be read in the PMBOK^® Guide. For those not yet involved in projects or familiar with the PMI processes framework, this article offers a convenient overview of the process framework. Others such as project managers may gain some inspiration, be reminded of their duties and use this article as a compass.

1 Initiating

Initiating the project means producing a general overview of the project. The project manager collects therefore key project figures on a high level and analyses the project stakeholders’ relation to the project. After clarifying and justifying the initial project plan with company management, the project begins. Every new project starts with the Initiating process group, but existing projects must also obtain authorisation. Table 2 shows the two Initiating processes.

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Table 2: Initiating Process Group (1) [2]

Process 1.1: Develop Project Charter

From the very start, the project manager and management must both know the precise intentions and aims of the project. Those responsible for the project and its available budget must both be clearly defined. The project manager writes the project charter, outlining the key project figures, what needs to be done in the project and how the project supports the organisation’s strategy. If management formally accepts the project charter, the project officially begins, thus providing the necessary authorization for the project manager.

Process 1.2: Identify Stakeholders

Stakeholders have a major influence on the project. At the start of a project, it is therefore important for project managers to familiarise themselves with the stakeholders and think about their relation to the project. Project stakeholders are anyone directly or indirectly involved with the project or its results. This includes the team members who execute the project, people taking responsibility for the project, the customer, company management, loyal parties, neighbours, other company divisions, the general public and the project managers themselves. During this process, project managers therefore describe and analyse the stakeholders.

[1] Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK ^® Guide) , p. 25

[2] Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK ^® Guide) , p. 25