Pmp how many process groups

This includes changes to deadlines, costs, deliverables, and any other change to the project as envisioned. There are almost always a handful of tasks involved in closing the project and moving on, and they are usually high on the visibility scale to executives and project sponsors.

Contractual obligations must be completed and contracts closed, final details submitted, and funding requirements finalized. Bernie Roseke, P. As a bridge engineer and project manager, he manages projects ranging from small, local bridges to multi-million dollar projects. He is also the technical brains behind ProjectEngineer , the online project management system for engineers. He is a licensed professional engineer, certified project manager, and six sigma black belt.

He lives in Lethbridge, Alberta, Canada, with his wife and two kids. Your email address will not be published. Project Engineer has collaborated to provide the latest covid stats and prevention methods. Stay safe! Check Real Time Updates. Subscibe to ProjectEngineer. When developing the project schedule , activity sequences, durations, resource requirements, and schedule constraints are taken into consideration. This process defines the monitoring of the project status in order to update the project schedule as well as the management of changes to the schedule baseline.

This process is about defining the approaches and procedures to estimate, budget, manage, monitor and control project costs. Aggregation of the estimated cost of all activities and work packages which is the foundation of the authorized cost baseline. This process is about monitoring, managing and updating actual and planned project costs as well as the cost baseline. In this process, quality requirements and standards are identified. One of the outputs is the documentation of how they are maintained ongoing.

Thus, it facilitates achieving the quality goals and identifying ineffective processes and causes of poor quality. The content of this process is the monitoring and controlling of the results of quality management activities.

This also includes verifying that project deliverables and the project work are in line with the requirements for final acceptance. This process is about defining how the team and physical resources will be estimated, acquired, managed, and used during the project. This process contains the estimation of the team headcount and physical resources that are needed to perform project work.

In this process, team members are hired and on-boarded and physical resources are acquired. This includes the selection of sources as well as the assignment of resources to specific activities. This process aims to improve skills and competencies, interactions and the environment of project teams in order to enhance the overall project performance.

This process includes performance tracking, feedback, and management of changes and adjustments to the project team. The overarching piece of our matrix are the Knowledge Areas. Each Knowledge Area is made up of a set of processes, each with inputs, tools and techniques, and outputs. These processes, together, accomplish proven project management functions and drive project success.

Thus, the Knowledge Areas as shown in Figure 2, are formed by grouping the 47 processes of project management into specialized and focused areas. Knowledge Areas also assume specific skills and experience in order to accomplish project goals. The Matrix shows the Knowledge Areas down the side, the Process Groups along the top and then maps the difference processes in the relevant boxes where those two axes cross.

This table explains the project management process groups and knowledge areas mapping. But there are several other things that must happen during executing.

Since the project team is so important to successful execution, one must assume that developing the team is important to that cause. So there is an assumption that the project manager will not only acquire and manage the team, but also cultivate it by performing team-building exercises. Likewise, the PM is not only managing communications but also managing the stakeholder engagement, ensuring project and product quality and - if procurement is involved - supporting the effort to contract with a vendor.

It is in this area of Executing that most of the budget will be spent and the deliverables of the project will be produced. And it is likely here where we will begin to see stakeholder change requests. While the project team can implement approved changes, only the change control board can approve or reject these changes. Project execution could go on for days, weeks, months or years depending on its duration.

But it is not enough to execute only. One must make sure the project stays on track. That is where our next process group comes into play.

The Monitoring and Controlling process group is where the project manager assesses the overall performance of the project and makes necessary changes to keep it on track or to get back on track.

What does it encompass? In fact, it's likely as not that you won't. Monitoring and Controlling is where you get back on track, where you compare plan to actual, measure variance and take corrective action. Some examples of areas one might control are scope, cost, and schedule.

These all have variations in regards to which tools and techniques you would use to control them. But what each of these have in common is that they have baselines which were defined in planning. Since we're tracking our progress against these baselines, you don't make changes to them lightly.

They can be made. But as mentioned, changes will have to be controlled and approved on a case-by-case basis. One way to think about monitoring and controlling is to imagine that you were driving across the country according to your plan or a roadmap. But if you got lost and you didn't have a GPS you'd stop, ask for directions and get back on track, or maybe based on new information, such as a new road that would cut hours off the trip, you'd change or update your plan. The lesson learned here is that assuming that you'll somehow magically stay on track just because you've planned to be is a recipe for failure.

Only constant vigilance, tracking and reporting will keep the project focused towards meeting its objectives. From its name, it should be pretty obvious what happens here. Not only do you formally close the project but you also get sign-off and acceptance from the customer. While this should be self-evident, too often projects just fizzle out.

People stop coming to the meetings and everyone just shows up at the next one.