The document compares the project management process groups from the Project Management Process (PMP) to equivalent processes in all-hazards planning. It outlines the stages of initiating, planning, executing, monitoring and controlling, and closing a project based on PMP and maps them to similar stages in all-hazards planning known as the "legs of the P" - planning meetings and products, operations, and demobilization/after action reviews. It then breaks down each of the ten PMP knowledge areas and maps their components to equivalent all-hazards planning deliverables, processes, roles and responsibilities.

1. Developed by: Kevin Pannell, VaPEM, NREMT, PSC3 August 2017
1 *Sections filled in gray had no deliverables identified by the project areas and were not matched with all-hazard products or processes
PMP Project Management Process Groups and their All-Hazards Planning “P” Equivalents
PMP:
Initiating
All-Hazards:
Leg of “P”
PMP:
Planning
All-Hazards:
Meetings &
Products
PMP:
Executing
All-Hazards:
Ops “O”
PMP:
Monitor &
Control
All-Hazards:
Ongoing
Operations
PMP:
Closing
All-Hazards:
DMOB &
AARs
Project
Integration
Management
4.1 Develop
project
charter
- Initial
assessment
- Create initial
ICS 201
4.2 Project
mgmt plan
- Work
towards IAP
completion
- Stand up
C&G
4.3 Direct and
Manage
Project Work
- OSC
delegates and
oversees
progress
4.4 Monitor &
Control
Project Work
4.5 Perform
Integrated
Change
Control
- OSC receives
updates from
staff
- SITL
provides
ongoing
SITREPs
4.6 Close
Project or
Phase
- Follow
established
DMOB
process
- Schedule
AAR meeting
Project Scope
Management
5.1 Plan
Scope mgmt
5.2 Collect
Requirements
5.3 Define
scope
5.4 WBS
- Identify
issues
- Create
objectives
- Strategies
- Tactics
5.5 Validate
Scope
5.6 Control
Scope
- Re-validate
or change
objectives
each ops
period
- Expand or
contract Ops
org and
assignments
as needed
Project Time
Management
6.1 Plan
Schedule
mgmt
6.2 Define
Activities
6.3 Sequence
Activities
6.4 Estimate
Activity
Resources
6.5 Estimate
Activity
Durations
6.6 Develop
Schedule
- Set ops
periods
- Tactics Mtg
- Define Ops
org
- Complete
ICS 215s
- Set meeting
schedules
- Set PAR
schedules
- Set IAP form
due times
6.7 Control
Schedule
- Adjust Ops
periods based
on conditions
- Alter
scheduling
based on
conditions
and status
updates
- Monitor
work/rest
ratios
Project Cost
Management
7.1 Plan Cost
Mgmt
7.2 Estimate
Costs
7.3 Determine
Budget
- Work to AHJ
& agency
guidelines
- FSC burn
rate & budget
7.4 Control
Costs
- Release
personnel &
equipment
when possible

2. Developed by: Kevin Pannell, VaPEM, NREMT, PSC3 August 2017
2 *Sections filled in gray had no deliverables identified by the project areas and were not matched with all-hazard products or processes
Project Quality
Management
8.1 Plan
Quality Mgmt
- All monitor
staff
productivity
- OSC monitor
progress
8.2 Perform
Quality
Assurance
- OSC makes
resource
adjustments
based on
progress
- FOBs
provide
ongoing
information
8.43 Control
Quality
- Request
completion of
ICS 214s for
AAR
- Monitor
field activity
Project Human
Resource
Management
9.1 Plan HR
Mgmt
- RESL, LSC,
FSC establish
ordering
process based
off ICS 215
9.2 Acquire
Project Team
9.3 Develop
Project Team
9.4 Manage
Project Team
- RESL advises
OSC on
potential
issues with
resources
- Supervisors
aware of their
personnel’s
work
Project
Communications
Management
10.1 Plan
Comms Mgmt
- COML create
ICS 205 from
Tactics Mtg
-LOFR create
ICS 205A
- PIO creates
media release
plan
10.1 Manage
Comms
- ICC monitors
communicatio
ns
- GIS or other
tracking
resources
- PIO provides
scheduled
media
briefings
10.3 Control
Comms
- Monitor and
regulate
traffic
- No 10 codes
- Dedicated
channels
- JIS and JIC
coordinate
- Rumor
control
Project Risk
Management
11.1 Plan Risk
Mgmt
11.2 ID Risks
11.3 Perform
Qualitative
Risk Analysis
11.4 Perform
Quantitative
Risk Analysis
11.5 Plan Risk
Responses
- SOFR create
message per
Tactics Mtg
- MEDL
creates
medical
contingencies
- Ongoing
safety and
health
monitoring
- Develop
overall
contingency
plans
11.6 Control
Risks
- Staff with
enough SOFRs
or assistants
- Re-validate
safety and
medial
planning
- Adjust
contingency
plans as
needed

3. Developed by: Kevin Pannell, VaPEM, NREMT, PSC3 August 2017
3 *Sections filled in gray had no deliverables identified by the project areas and were not matched with all-hazard products or processes
Project
Procurement
Management
21.1 Plan
Procurement
Mgmt
- FSC and LSC
monitor
contracts and
ongoing costs
12.2 Conduct
Procurements
- LSC arranges
ongoing
feeding,
housing, &
other costs
12.3 Control
Procurements
- Ensure all
requests
move through
approved
processes,
e.g. RESL, LSC,
and FSC
12.4 Close
Procurements
- FSC closes
out financials
- DOCL closes
out
documentatio
n package
Project
Stakeholder
Management
31.1 ID
Stakeholders
- Identify
IC/UC
- Speak with
AA/Org Reps
- Speak with
AHJ
31.2 Plan
Stakeholder
Mgmt
- IC, LOFR, PSC
stay aware of
VIP, AA/Org,
AHJ issues
- Stand up
policy group
13.3 Manage
Stakeholder
Engagement
- IC, LOFR,
PSC actively
engage VIP,
AA/Org, AHJ
13.4 Control
Stakeholder
Engagement
- IC, LOFR,
PSC provide
regular
updates to
VIP, AA/Org,
AHJ