What are the five process groups?
4) Monitoring and Controlling
Project Management Body of Knowledge
is a book which presents a set of standard terminology and guidelines (a body of knowledge) for project management
The Fifth Edition (2013) is the document resulting from work overseen by the Project Management Institute (PMI)
PMBOK Guide is process-based, meaning it describes work as being accomplished by processes
Inputs (documents, plans, designs, etc.)
Tools and Techniques (mechanisms applied to inputs)
Outputs (documents, plans, designs, etc.)
What are the ten knowledge areas?
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resource Management
Project Communications Management
Project Risk Management
Project Procurement Management
Materials for PMP exam
Rita Mulcahy’s prep book is a must read. So is the Head First PMP book, which explains everything in plain English.
1.Project Integration Management :
Project Integration Management includes the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.
2.Project Scope Management :
Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.
3.Project Time Management :
Project Time Management includes the processes required to manage the timely completion of the project.
4.Project Cost Management :
Project Cost Management includes the processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so that the project can be completed within the approved budget.
5.Project Quality Management :
Project Quality Management includes the processes and activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken.
6.Project Human Resource Management :
Project Human Resource Management includes the processes that organize, manage, and lead the project team.
7.Project Communications Management :
Project Communications Management includes the processes that are required to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and the ultimate disposition of project information.
8.Project Risk Management :
Project Risk Management includes the processes of conducting risk management planning, identification, analysis, response planning, and controlling risk on a project.
9.Project Procurement Management :
Project Procurement Management includes the processes necessary to purchase or acquire products, services, or results needed from outside the project team
10.Project Stakeholders Management :
Project Stakeholder Management includes the processes required to identify all people or organizations impacted by the project, analyzing stakeholder expectations and impact on the project, and developing appropriate management strategies for effectively engaging stakeholders in project decisions and execution.
head person in charge
This process consists of first being assigned as the HPIC, landing the client or project sponsor (the one who is shelling out the dough), and a meeting or two (maybe three) with all of your stakeholders. Stakeholder identification is easy. If someone has an interest in the project, they are a stakeholder and they can be internal or external. This process group is necessary to write the charter and scope of the project and set goals.
Here you determine and assign tasks in order to reach set goals. It’s really that simple: who will do what, when it will it be needed, and what’s the timeline?
Nope, the project doesn’t take a ride in the electric chair here, but instead, the project begins and your busy-as-a-bee teams and other stakeholders begin working on the assigned tasks you set in the planning phase.
Monitoring and Controlling
As the HPIC, you need to be the conductor of the project and ensure the project flow is where it should be, assess risks, and control those risks. Skipping this process group essentially means you will have no idea what the project outcome will be. It’s sort of like making a movie with no director.
Is this process group really needed? You bet. Before you turn over the finished project, your team and all the stakeholders can analyze what worked, what didn’t and how problems were solved, etc. You’ll also need to prepare a closing statement, deliver the project, answer questions, reward your team, and document the project for use in other projects.
This is generally how the five process groups work, but then there are those nine nasty knowledge areas that fall within those five groups.
The nine knowledge areas offered by the PMBOK are extensive in that they fall within process groups only with more detail.
Integration Management – Think of this area as everything you need from project start to end. This knowledge area basically consists of the five process groups only closer monitoring and overseeing is required.
Scope Management – Scope creep and how to manage it is key in this knowledge area. You need to control and prevent scope creep and stick to the scope statement prepared or you’ll find the project out of control.
Time Management – You can’t rely on the hope that milestones and goals will just appear. Time management requires paying close attention to schedules to ensure deliverables can be achieved.
Cost Management – Are you over or under budget? Utilizing this knowledge area allows you to gain the upper hand on project costs and stop or intercede when overruns appear.
Quality Management – As the HPIC, you can’t have a sloppy, disorganized project. This knowledge area is all about ensuring quality and controlling missteps. Human Resource Management – This knowledge area is tricky because it contains the “human” element. Not only must you deal with change management issues but also team conflict. From choosing to monitoring teams to managing external stakeholders, the HPIC must mix all these “human” elements to flow in tune to realize a successful outcome.
Communications Management – Communication is king in any project. You must have a communication plan accessible to everyone and one that allows for interaction. This knowledge area also means holding those dreaded status meetings and ensuring everyone is on the same page. In other words, if anything changes, everyone working on the project every stakeholder must be aware of changes, additions or improvements.
Risk Management – You aren’t playing the famous board game here. Risk management means you have to assess and prioritize risks, monitor and control risks, and create a risk register showing how risks will be and are dealt with. Procurement Management – This knowledge area is often a constant throughout the project. Everything from software to equipment to vendors to who will offer services and what type are included in procurement management. Think of this knowledge area as your purchasing department.
Scope creep in project management refers to uncontrolled changes or continuous growth in a project’s scope. This can occur when the scope of a project is not properly defined, documented, or controlled. It is generally considered harmful.
allow project management to much more accurately determine whether or not the project is on schedule
Milestones are like dashboard reviews of a project
Number of activities which were planned at the beginning of the project with their individual timelines are reviewed for their status. It also gives an opportunity to check the health of the project.