Chapter 3 focuses on project management processes, emphasizing the importance of applying knowledge, skills, and techniques to meet project requirements. It details five process groups: initiating, planning, executing, monitoring and controlling, and closing, outlining the interrelated actions needed for successful project management. Furthermore, it highlights the iterative nature of these processes and the need for constant stakeholder involvement to ensure project objectives are met.

1. CHAPTER 3
PROJECT MANAGEMENT PROCESSES
FOR A PROJECT
FOR A PROJECT
Ahmad H. Maharma
PMP®

2. Project Management
Project management is the application of knowledge, skills, tools, and
techniques to project activities to meet project requirements.
This application of knowledge requires the effective management of
appropriate processes.
A process is a set of interrelated actions and activities performed to
achieve a pre‐specified product, result, or service.
Each process is characterized by its inputs, the tools and techniques
that can be applied, and the resulting outputs.

3. Project Management Approach
ln order for a project to be successful, the project team must:
ln order for a project to be successful the project team must:
• Select appropriate processes required to meet the project
objectives,
• Use a defined approach that can be adopted to meet
requirements,
• Comply with requirements to meet stakeholder needs and
Comply with requirements to meet stakeholder needs and
expectations, and
• Balance the competing demands of scope, time, cost, quality,
resources, and risk to produce the specified product, service, or
result.
result

4. Project Management Process Groups
• initiating Process Group: Those processes performed to define a new project
or a new phase of an existing project by obtaining authorization to start the
project or phase.
• Planning Process Group: Those processes required to establish the scope of
the project, refine the objectives, and define the course 0f action required to
attain the objectives that the project was undertaken to achieve.
j p j
• Executing Process Group: Those processes performed to complete the work
defined in the project management plan to satisfy the project specifications.
• Monitoring and Controlling Process Group: Those processes required to track,
review, and regulate the progress and performance of the project; identify any
areas in which changes to the plan are required; and initiate the corresponding
changes.
• Closing Process Group: Those processes performed to f l
l h f d finalize all activities
ll
across all process groups to formally close the project or phase.

5. 3.1 Common Project Management Process interactions
The project management processes are presented as discrete
elements with well‐defined interfaces.
However, in practice they overlap and interact in ways that are not
completely d
l l detailed h
l d here.
Most experienced project management practitioners recognize there
is more than one way to manage a project.

6. 3.1 Common Project Management Process interactions
The required process groups and their constituent processes are
guides for applying appropriate project management knowledge and
skills during the project.
The application of the project management processes is iterative, and
h l f h d
many processes are repeated during the project.

9. 3.2 Project Management Process Groups
A process group includes the constituent project management
processes that are linked by the respective inputs and outputs where
the result or outcome of one process becomes the input to another.
The process groups are not project phases.
When large or complex projects are separated into distinct phases or
subprojects such as feasibility study, concept development, design,
prototype, build, test, etc.,
all of the process groups would normally be repeated for each phase
or subproject.

10. Table 3‐1 reflects the mapping of the
42 Project management processes
5 Project Management Process Groups
9 Project Management Knowledge Areas.
The project management processes are shown in the process group in
which most of the activity takes place.
y p
For example, when a process that normally takes place in the
Planning Process Group is updated in the Executing Process Group, it
is not considered a new process.

13. PM Knowledge Areas & Process Groups
PM Process Initiating Process Planning Process Group Executing Process Monitoring & Controlling Closing
Groups / Group Group Process Group Process
Knowledge Group
Area Processes
Project Develop Project Charter Develop Project Management Direct and Manage Project Monitor and Control Project Work Close Project
Management Plan Execution Integrated Change Control
Integration
Project Scope Collect requirements Verify Scope
Management Define Scope Control Scope
Create WBS
Project Time Define Activity
y Schedule Control
Management Sequence Activity
Estimating Resource
Estimating Duration
Develop Schedule
Project Cost Estimating Cost Control Cost
Management Budgeting Cost
Project Quality Quality Planning Perform Quality Assurance Perform Quality Control
Management
Project HR Human Resources Planning Acquire Project Team
Management Develop Project Team
Manage Project Team
Project
P j t Identify Stakeholders
Id tif St k h ld Plan Communications
Pl C i ti Distribute Information
Di t ib t I f ti Performance Reporting
P f R ti
Communications Manage stakeholders
Management expectations
Project Risk Plan Risk Management Risk Monitoring and Control
Management Risk Identification
Qualitative / Quantitative Risk
Analysis
Risk R
Ri k Response Planning
Pl i
Project Plan procurement Conduct procurement Administer Contract Close
Procurement procurement
Management

14. PM Knowledge Areas & Process Groups/ by Rita

15. 3.3 Initiating Process Group
The initiating Process Group consists of those processes performed to
define a new project or a new phase of an existing project by
obtaining authorization to start the project or phase.
Within the initiating processes, the initial scope is defined and initial
financial resources are committed
committed.
internal and external stakeholders who will interact and influence the
overall outcome of the project are identified.
lf not already assigned, the project manager will be selected.
This information is captured in the Project Charter and stakeholder
register.
register

16. 3.3 Initiating Process Group
When the project charter is approved, the project becomes officially
authorized.
Although the project management team may help write the project
charter, approval and f d
h l d funding are h dl d external to the project
handled l h
boundaries
(Figure 3‐4).
3 4).

17. 3.3 Initiating Process Group
lnvoking the lnitiating processes at the start of each phase helps
keep the project focused on the business need the project was
undertaken to address.
The success criteria are verified, and the influence and objectives of
the project stakeholders are reviewed
reviewed.
A decision is then made as to whether the project should be
continued, delayed, or discontinued.
lnvolving the customers and other stakeholders during initiation
generally improves the probability of shared ownership, deliverable
acceptance,
acceptance and customer and other stakeholder satisfaction
satisfaction.

18. 3.3.1 Develop Project Charter
Develop Project Charter is the process 0f developing a document that
formally authorizes a project or a phase and documenting initial
requirements that satisfy the stakeholder's needs and expectations.
ln multiphase projects, this process is used to validate or refine the
decisions made during the previous iteration of Develop Project
Charter.

19. 3.3.2 ldentify Stakeholders
Id tif St k h ld is the process of identifying all people or
Identify Stakeholders
organizations impacted by the project, and documenting
relevant information regarding their interests, involvement,
and impact on project success.

20. 3.4 Planning Process Group
The Planning Process Group consists of those processes performed to
establish the total scope of the effort, define and refine the
objectives, and develop the course of action required to attain those
objectives.
The planning processes develop the project management plan and
the project documents that will be used to carry out the project.
p j y p j
The multi‐dimensional nature of project management creates
repeated feedback loops for additional analysis. As more project
information or characteristics are gathered and understood
understood,
additional planning may be required.

21. 3.4 Planning Process Group
Significant changes occurring throughout the project life cycle trigger
a need to revisit one or more of the planning processes and, possibly,
some of the initiating processes.
This progressive detailing of the project management plan is often
called "rolling wave planning," indicating that planning and
rolling planning,
documentation are iterative and ongoing processes.

23. 3.4.1 Develop Project Management Plan
Develop Project Management Plan is the process of documenting the
actions necessary to define, prepare, integrate, and coordinate all subsidiary plans.
The project management plan becomes the primary source of information for how
the project will be planned, executed, monitored and controlled, and closed.

24. 3.4.2 Collect Requirements
• Collect Requirements i th
is the process of defining and
f d fi i d
documenting stakeholders' needs to meet the
project objectives.

25. 3.4.3 Define Scope
• Define Scope i
is
the
th process of d l i a d t il d
f developing detailed
description of the project and product.

26. 3.4.4 Create WBS
• Create Work Breakdown Structureis the
i th process 0f
subdividing project deliverables and project work
into
i t smaller, more manageable components.
ll bl t

27. 3.4.5 Define Activities
is the
i th process of id tif i
• Define Activities f identifying th
the
specific actions to be performed to produce the
project d li
j t deliverables.
bl

28. 3.4.6 Sequence Activities
is the
i th process of id tif i and
• Sequence Activities f identifying d
documenting relationships among the project
activities.
ti iti

29. 3.4.7 Estimate Activity Resources
• Estimate Activity Resources i
the is
th process of estimating
f ti ti
the type and quantities of material, people,
equipment, or supplies required t perform each
i t li i d to f h
activity.

30. 3.4.8 Estimate Activity Durations
• Estimate Activity is th
i the process of
Durations f
approximating the number of work periods
needed t complete i di id l activities with
d d to l t individual ti iti ith
estimated resources.

31. 3.4.9 Develop Schedule
is the process of analyzing activity
i th
• Develop Schedule f l i ti it
sequences, durations, resource requirements, and
schedule constraints to create the project
h d l t i t t t th j t
schedule.

32. 3.4.10 Estimate Costs
is the process of developing an
i th
• Estimate Costs fd l i
approximati0n of the monetary resources needed
to complete project activities.
t l t j t ti iti

33. 3.4.11 Determine Budget
• Determine Budget i th
is the process of aggregating the
f ti th
estimated costs of individual activities or work
packages to establish an authorized cost baseline.
k t t bli h th i d t b li

34. 3.4.12 Plan Quality
• Plan quality is the process of identifying quality requirements
Plan quality is the process of identifying quality requirements
and/or standards for the project and product, and documenting
how the project will demonstrate compliance.

35. 3.4.13 Develop Human Resource PIan
Develop Human Resource Plan is the process of identifying
• D l H R Pl is the process of identifying
and documenting project roles, responsibilities, and
required skills, reporting relationships, and creating a
required skills, reporting relationships, and creating a
staffing management plan.

36. 3.4.14 Plan Communications
• Plan Communications i th
is the process of determining
fd t i i
project stakeholder information needs and
defining a communication approach.
d fi i i ti h

37. 3.4.15 Plan Risk Management
• Plan Risk Management i th
is the process of defining how
f d fi i h
to conduct risk management activities for a
project.
j t

38. 3.4.16 ldentify Risks
• identify Risks i th
is the process of determining which
fd t i i hi h
risks may affect the project and documenting
their characteristics.

39. 3.4.17 Perform Qualitative Risk Analysis
Perform Qualitative Risk Analysis is the process of prioritizing
• P f Q lit ti Ri k A l i is the process of prioritizing
risks for further analysis or action by assessing and
combining their probability of occurrence and impact.
combining their probability of occurrence and impact.

40. 3.4.18 Perform Quantitative Risk Analysis
• Perform Quantitative Risk Analysis i th
is the process of
f
numerically analyzing the effect of identified risks
on overall project objectives.
ll j t bj ti

41. 3.4.19 Plan Risk Responses
• Plan Risk Responses i th
is the process of developing
fd l i
options and actions to enhance opportunities and
to reduce threats to project objectives.
t d th t t j t bj ti
•

42. 3.4.20 Plan Procurements
• Plan Procurements i th
is the process of documenting
fd ti
project purchasing decisions, specifying the
approach, and identifying potential sellers.
h d id tif i t ti l ll

43. 3.5 Executing Process Group
• The Executing Process Group consist of those processes
The Executing Process Group consist of those processes
performed to complete the work defined in the project
management plan to satisfy the project specifications.
management plan to satisfy the project specifications.
• This process group involves coordinating people
This process group involves coordinating people
• and resources as well as integrating and performing the
and resources, as well as integrating and performing the
activities of the project in accordance with the project
management plan (Figure 3 29).
management plan (Figure 3‐29).

45. Executing Process Group
The Executing Process Group consist of those
processes performed to complete the work defined
in the project management plan to satisfy the
project specifications.
This process group involves coordinating people and
resources, as well as integrating and performing the
esou ces, e teg at g a d pe o gt e
activities of the project in accordance with the
p oject a age e t p a ( gu e 3 9).
project management plan (Figure 3‐29).

46. 3.5.1 Direct and Manage Project Execution
• Di t and M
Direct Project Execution is the process of
d Manage P j t E ti
performing the work defined in the project management
plan to achieve the project's objectives.
project s

47. 3.5.2 Perform Quality Assurance
• P f Quality Assurance is the process of auditing the
Perform Q lit A
quality requirements and the results from quality control
measurements to ensure appropriate quality standards
and operational definitions are used.

48. 3.5.3 Acquire Project Team
is the
i th process of confirming
• Acquire Project Team f fi i
human resource availability and obtaining the
team necessary t complete project assignments.
t to l t j t i t

49. 3.5.4 Develop Project Team
• D l Project Team is the process of improving the
Develop P j t T
competencies, team interaction, and the overall team
environnent to enhance Project performance.

50. 3.5.5 Manage Project Team
• Manage Project Team is the process of tracking team member
performance, providing feedback, resolving issues, and managing
changes to optimize project performance.

51. 3.5.6 Distribute lnformation
Distribute information is the process of making relevant
• Di t ib t i f ti
information available to project stakeholders as planned.

52. 3.5.7 Manage Stakeholder Expectations
• M
Manage Stakeholder
St k h ld Expectations
E t ti is the process of
communicating and working with stakeholders to meet
their needs and addressing issues as they occur.

53. 3.5.8 Conduct Procurements
Conduct Procurements is the process of obtaining seller
• C d t P t
responses, selecting a seller, and awarding a contract.

54. 3.6 Monitoring and Controlling Process Group
The Monitoring and Controlling Process Gr0up consists of those
processes required to track, review, and regulate the progress and
performance of the project; identify any areas in which changes to
the plan are required; and initiate the corresponding changes.
The key benefit of this process group is that project performance is
observed and measured regularly and consistently to identify
g y y y
variances from the project management plan.

56. Monitoring and Controlling
The Monitoring and Controlling Process Group also
includes:
• Controlling changes and recommending preventive action
in anticipation of possible problems,
• Monitoring the ongoing project activities against the
project management plan and the project
performance baseline and
baseline,
• influencing the factors that could circumvent integrated
change control so only approved changes are
implemented.

57. Monitoring and Control
This continuous monitoring provides the project team insight
into the health of the project and identifies any areas
requiring additional attention.
The Monitoring and Controlling Process Group not only
monitors and controls the work being done within a process
group, but also monitors and controls the entire project
effort.
ln multi‐phase projects, the Monitoring and Controlling
Process Group coordinates project phases in order to
implement corrective or preventive actions to bring the
p p g
project into compliance with the project management plan.

58. Monitoring and Control
This review can result in recommended and
approved updates to the project management plan.
For example a missed activity finish date may
example,
require adjustments to the current staffing plan,
reliance on overtime or trade‐offs between budget
overtime,
and schedule objectives.

59. 3.6.1 Monitor and Control Project Work
• Monitor and Control Project Work is the process of tracking tracking,
reviewing, and regulating the progress to meet the performance
objectives defined in the project management plan.
• Monitoring includes status reporting, progress measurement, and
forecasting.
• Performance reports provide information on the project's project s
performance with regard to scope, schedule, cost, resources,
quality, and risk, which can be used as inputs to other processes.

60. 3.6.2 Perform Integrated Change Control
• Perform integrated Change Control is the process of reviewing all
change requests, approving changes, and managing changes to the
deliverables, organizati0nal process assets, project documents, and
the project management plan.

61. 3.6.3 Verify Scope
• Verify Scope i
is
the
th process of f
f formalizing acceptance
li i t
of the completed project deliverables.

62. 3.6.4 Control Scope
Control Scope is the process of monitoring the status of the
• C t lS
project and product scope and managing changes to the
scope baseline.

63. 3.6.5 Control Schedule
• C t l S h d l is the process of monitoring the status of
Control Schedule
the project to update project progress and managing
changes to the schedule baseline.

64. 3.6.6 Control Costs
• C t l C t is the process of monitoring the status of the
Control Costs
project to update the project budget and managing
changes to the cost baseline.

65. 3.6.7 Perform Quality Control
Perform Q lit C t l is the process of monitoring and
• P f Quality Control
recording results of executing the quality activities to
assess performance and recommend necessary changes.

66. 3.6.8 Report Performance
• R t Performance is the process of collecting and
Report P f
distributing performance information including status
reports, progress measurements, and forecasts.

67. 3.6.9 Monitor and Control Risks
• M it and C t l Ri k is the process of implementing
Monitor d Control Risks
risk response plans, tracking identified risks, monitoring
residual risks, identifying new risks, and evaluating risk
process effectiveness throughout the project.

68. 3.6.1 0 Administer Procurements
• Administer Procurements is the process of managing procurement
relationships, monitoring contract performance, and making
changes and corrections as needed.

69. 3.7 Closing Process Group
The Closing Process Group consists of those processes performed to
finalize all activities across all project management process groups to
formally complete the project, phase, or contractual obligations.
This process group, when completed, verifies that the defined
processes are completed within all the process groups to close the
project or a project phase, as appropriate, and formally establishes
that the project or project phase is complete.

70. Closing Process Group
At project or phase closure, the following may occur:
At project or phase closure the following may occur:
• obtain acceptance by the customer 0r sponsor,
• Conduct post project or phase end review
Conduct post‐project or phase‐end review,
• Record impacts of tailoring to any process,
• DDocument lessons learned,
tl l d
• Apply appropriate updates to organizational process
assets,
assets
• Archive all relevant project documents in the Project
Management information System (PMIS) to be used
Management information System (PMIS) to be used
as historical data, and
• Close out procurements.
Close out procurements.

72. 3.1.1 Close Project or Phase
• Close Project or Phase i th
is the process of finalizing all
f fi li i ll
activities across all of the management process
groups to formally complete the project or phase.
t f ll l t th j t h

73. 3.7.2 Close Procurements
• Close Procurements i th
is the process of completing each
f l ti h
project procurement

74. For more information do not hesitate to contact me.
Ahmad H. Maharma ‐ PMP®
• Ramallah, Palestine
• Phone: + (972) (2) 2968644
• Mobile: + (972) (599) 001155
Mobile: + (972) (599) 001155
E‐Mail: ahmad.maharma@gmail.com