Chapter 3

Project Management
(CoE 422)
4th Year – Department of Computer Engineering
By
Dr. Ali Haddad
3. The Project Management
Process Groups
3.1 Project Management Process Groups
3.1.1 Project Management Processes:
 The project life cycle is managed by a series of activities known as project management processes.
 Every project management process produces one or more outputs from one or more inputs by using
appropriate project management tools and techniques. The output can be a deliverable or an outcome.
 Project management processes are logically linked by the outputs they produce. An output may be:
 an input to another process, or
 a deliverable of the project or project phase.
 Processes are not mutually exclusive and may contain activities that overlap throughout the project.
 The number of process iterations and interactions between processes varies based on project needs:
 Processes used once or at predefined points in the project (e.g., processes: Develop Project Charter and Close
Project or Phase).
 Processes that are performed periodically as needed (e.g., process Acquire Resources is performed as resources
are needed, process Conduct Procurements is performed prior to needing the procured item).
 Processes that are performed continuously throughout the project (e.g., process Define Activities may occur
throughout the project life cycle, especially if the project uses an adaptive life cycle; many of the monitoring and
control processes are ongoing from the start of the project until it is closed out).
The Project Management Process Groups | 3

3.1.2 Project Management Process Groups:
 A Project Management Process Group is a logical grouping of project management processes to achieve
specific project objectives. Every project and project phase include all five process groups:
 Initiating processes: include defining and authorizing a project or project phase. For example, in the close-out
phase, initiating processes are used to ensure that the project team completes all the work, that someone
documents lessons learned, and that the customer accepts the work.
 Planning processes: include devising and maintaining a workable scheme to ensure that the project addresses the
organization’s needs. For example, a project team must develop a plan to define the work needed for the project,
to schedule activities related to that work, to estimate costs for performing the work, and to decide what
resources to procure to accomplish the work. To account for changing conditions on the project and in the
organization, project teams often revise plans during each phase of the project life cycle.
 Executing processes: include coordinating people and other resources to carry out the various plans and create
the products, services, or results of the project or phase. Examples of executing processes include directing and
managing project work, managing project knowledge, acquiring resources, and conducting procurements.
 Monitoring and controlling processes: include regularly measuring and monitoring progress to ensure that the
project team meets the project objectives. The project manager and staff monitor and measure progress against
the plans and take corrective action when necessary. A common monitoring and controlling process is reporting
performance, where project stakeholders can identify any necessary changes that may be required.
 Closing processes: include formalizing acceptance of the project or project phase and ending it efficiently.
Administrative activities are often involved in this process group, such as archiving project files, documenting
lessons learned, and receiving formal acceptance of the delivered work as part of the phase or project.

3.1.3 Project Life Cycle vs. Project
Management Process Groups:
 A project life cycle may include one or more phases.
 The interactions among the phases of a project
depend on whether it follows a predictive (waterfall)
or adaptive (agile or change-driven) life cycle.
 All projects and all project phases need to include all
five process groups.

3.1.4 Mapping Project Management
Process Groups to Knowledge Areas:
 In addition to Process Groups, project
management processes can also be categorized by
Knowledge Areas.

3.1.4 Mapping Project Management Process Groups to Knowledge Areas (cont.):
Project Management Process Groups
Knowledge
Areas Monitoring and
Initiating Planning Executing Closing
controlling
Direct and Manage Monitor and Control Close
Develop
Project Work, Project Work, Perform Project
Integration Project Develop Project Management Plan
Manage Project Integrated Change or
Charter
Knowledge Control Phase
Plan Scope Management, Collect
Validate Scope, Control
Scope Requirements, Define Scope,
Scope
Create Work Breakdown Structure
Plan Schedule Management,
Define Activities, Sequence
Schedule Control Schedule
Activities, Estimate Activity
Durations, Develop Schedule
Plan Cost Management, Estimate
Cost Control Costs
Costs, Determine Budget
Quality Plan Quality Management Manage Quality Control Quality

3.1.4 Mapping Project Management Process Groups to Knowledge Areas (cont.):
Project Management Process Groups
Knowledge
Areas Monitoring and
Initiating Planning Executing Closing
controlling
Acquire Resources,
Plan Resource Management,
Resource Develop Team, Control Resources
Estimate Activity Resources
Manage Team
Plan Communications Manage Monitor
Communications
Management Communications Communications
Plan Risk Management,
Identify Risks, Perform
Implement Risk
Risk Qualitative Risk Analysis, Monitor Risks
Responses
Perform Quantitative Risk
Analysis, Plan Risk Responses
Plan Procurement Conduct Control
Procurement
Management Procurements Procurements
Identify Plan Stakeholder Manage Stakeholder Monitor Stakeholder
Stakeholder
Stakeholders Engagement Engagement Engagement

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Project Management

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