The document discusses the Project Management Body of Knowledge (PMBOK) which provides guidance on project management processes. It recognizes five process groups (initiating, planning, executing, monitoring and controlling, closing) and ten knowledge areas (integration, scope, time, cost, quality, human resources, communication, risk, procurement, stakeholder management). Project processes are characterized by inputs, tools and techniques, and outputs. The five process groups ensure projects are properly initiated, planned, executed, monitored, and closed.

1. Project Management Body Of Knowledge
(PMBOK Guide)
The five basic process groups are:
Initiating
Planning
Executing
Controlling and Monitoring
Closing.
Processes are described in terms of:
- Inputs (documents, plans, designs, etc.)
- Tools and Techniques
(mechanisms applied to inputs)
- Outputs (documents, products, etc.)
PMBOK recognizes 5 basic process groups and 10 knowledge areas typical
of almost all projects. The basic concepts are applicable to projects, programs
and operations.
10 Knowledge Areas
1. Integration
2. Scope
3. Time
4. Cost
5. Quality
6. Human Resources
7. Communication
8. Risk
9. Procurement
10. Stakeholder Management

3. ⚫ Aprocess is aset of interrelated actions and activities performed to
achieve project deliverables.
⚫ Eachprocessischaracterized byits inputs, the tools and techniques (
ITTOs) that can be applied,and the resulting outputs.
PM Processes

4. ⚫ 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 expectations,
and
⚫ Balance the competing demands of scope, time, cost, quality, resources, and
risk to produce the specified product, service, or result.
This does not mean that the knowledge,skills,and processes described should always be
applied uniformly onall projects. Forany given project, the project manager, in
collaboration with the project team, is always responsible for determining which
processes are appropriate,and the appropriate degree of rigor for each process.
(PMBOK)
PM Processes

5. 1. Initiating Process Group
Definesand authorizes the project or project phase
2. Planning Process Group
Definesand refines the objectives,plans the course of action to be taken to attain the objectives
andscope undertaken
3. Executing Process Group
Integrates people and other resources to carry out the project management plan for the project
4. Monitoring and Controlling Process Group
Regularly measure and monitor the progress to identify variance from project management plan
so that corrective actions can be taken to meet project objectives
5. Closing Process Group
Formalizeacceptance of the project and brings the project or project phase to orderly end
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are guides for applying appropriate
project management knowledge and skills during the project.

6. ⚫ Processesare Iterative and Interfaced
PM Process Groups

7. Process Groups Overlap & Interaction:
PM Process Groups

8. Initiating Process Group
• The Initiating Process Group consists of
the processes that facilitate the formal
authorization to start a new project or a
project phase.
• Initiating processes are often done
external to the project’s scope of control
by the organization or by program or
portfolio processes.

9. Planning Process Group
• Required to plan and manage a successful project for
the organization.
• Helps gather information from many sources with each
having varying levels of completeness and
confidence.
• Develop the project management plan.
• Identify, define and mature the project scope, project
cost, an schedule the project activities.
• Additional dependencies, requirements, risks,
opportunities, assumptions, and constraints, identified,
or resolved.

10. Executing Process Group
• The Executing Process Group consists of the processes
used to complete the work defined in the project
management plan to accomplish the project’s
requirements.
• Involves coordinating people and resources
• Integrating and performing the activities of the project in
accordance with the project management plan.
• Addresses the scope defined in the project scope
statement and implements approved changes.

11. Monitoring and Controlling Process Group
• The Monitoring and Controlling Process Group consists of those
processes performed to observe project execution so that potential
problems can be identified in a timely manner and corrective action can
be taken, when necessary, to control the execution of the project.
• Project performance is observed and measured regularly to identify
variances from the project management plan.
• Includes controlling changes and recommending prevention action in
anticipation of possible problems.
o Monitoring the ongoing project activities against the project
management plan and the project performance base line.
o Influencing the factors that could circumvent integrated change control so
only approved changes are implemented.

12. Closing Process Group
• The Closing Process Group includes the processes
used to formally terminate all activities of a project or a
project phase, hand off the completed product to others
or close a cancelled project.
• 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 finished.

13. PMBOK
The Project Management Knowledge Areas
⚫ Project Integration Management
⚫ Ensure that various elements of the project are properly coordinated and integrated
⚫ Processes: Project Plan Development, Project Plan Execution,Overall Change Control
⚫ Project ScopeManagement
⚫ Ensure that the project includes all the work required,
⚫ Andonly work required, to complete the project successfully
⚫ Processes:Initiation, Scope Planning,Scope Definition,
ScopeVerification,Scope ChangeControl
⚫ ProjectTime Management
⚫ Ensure timely completion of the project
⚫ Processes: Activity Definition,Activity Sequencing,
Activity Duration Estimating,Schedule Development, Schedule Control

14. PMBOK
⚫ Project Cost Management
⚫ Ensure that the project is complete within the approved budget
⚫ Processes: Resource Planning,
Cost Estimating, Cost Budgeting, Cost Control
⚫ Project Quality Management
⚫ Ensure that the project will satisfythe requirements
⚫ Processes: Quality Planning, QualityAssurance,
QualityControl
⚫ Project Human Resources Management
⚫ Makethe most effective use of people involvedwith the project
⚫ Processes: Organizational Planning,
StaffAcquisition,TeamDevelopment
The Project Management Knowledge Areas

15. PMBOK
The Project Management Knowledge Areas
⚫ Project Communication Management
⚫ Ensure timely and appropriate generation,collection,storage
⚫ Andultimate disposition of project information
⚫ Processes:
CommunicationsPlanning, Information Distribution,
Performance Reporting
⚫ Project Risk Management
⚫ Concernedwith identifying,analyzing,and responding to project risk.
⚫ Maximizing the results of positive events
⚫ Minimizingthe consequences of negativeevents
⚫ Processes: RiskIdentification,RiskQuantification,
RiskResponseDevelopment,RiskResponseControl

16. The Project Management Knowledge
⚫ Project Procurement Management
⚫ Acquiregoods and services from outside the performing organization
⚫ Processes: Procurement Planning,Solicitation Planning,Solicitation,Source
Selection,ContractAdministration,Contract Close-out
⚫ Project Stakeholder Management
⚫ Managingthe relationship between everyone involvedin project directly or
indirectly–The Stakeholder
⚫ Processes: Identify stakeholder, Planstakeholder Management, manage
stakeholder engagement &control stakeholder

17. Key Knowledge Area & Their Tools/Technologies
Knowledge
Area/Category
Tools andTechniques
Integration Management Project selectionmethods, project managementmethodologies, project charters, project management
plans, project management software, change requests, changecontrol boards, project review
meetings,lessons-learned reports
Scope Management Scope statements, work breakdown structures, mind maps, statements ofwork,
requirements analyses, scopemanagementplans, scopeverificationtechniques, andscopechange
controls
Time Management Gantt charts, project network diagrams,critical-path analyses, crashing,fasttracking, schedule
performanceMeasurements
Cost Management Net present value,return on investment, paybackanalyses, earned valuemanagement,project portfolio
management,cost estimates,cost management plans,cost baselines
HR Management Motivationtechniques, empathic listening, responsibilityassignmentmatrices, project organizational
charts,resource histograms,team buildingexercises
Communication Management Communications managementplans, kickoff meetings, conflictmanagement,communications
media selection,status and progress reports, virtual communications,Template,Web sites
Risk Management Riskmanagement plans,risk registers,probability/impact matrices, risk rankings
Procurement Management Make-or-buyanalyses, contracts, requestsfor proposalsor quotes, sourceselections, supplierevaluation
Matrices
Stakeholder Management Stakeholderregisters, stakeholderanalyses,issue logs, interpersonalskills,reporting systems

18. Project Plan & Scheduling: Microsoft Project is an Industry

19. The need for Project Integration Managementis evident
in situations where individual processes interact.
Project Integration Management includes the processes
andactivitiesneededto identify, define, combine,
unify, and coordinate the variousprocesses and
project management activities within the Project
Management Process Groups.
Project Integration Management

20. The KeytoOverall Project Success:
Good Project Integration Management
Project managers must coordinate all of the
other knowledge areas throughout a
project’s life cycle
Many new project managers have trouble
looking at the “big picture” and want to
focus on too many details

21. Develop Project Charter (Process)
Project Charter is a
document that formally
recognizes the
existence of aproject.
It providesthe project
manager with the
authority to apply
organizational resources
to project activities.

22. When aProject is performed under Agreement (contract) then
such signed document will generally serve asProject Charter for
the Seller.
It establishesapartnership between the performing organization
and the requesting organization (or customer, in the case of external
projects).
The approved project charter formally initiates the project.
Aproject manager isidentified and assigned asearlyin the
project asis feasible,preferably while the project charter is being
developed and alwaysprior to the start of planning.
Develop Project Charter

23. Key details in Project Charter includes but not
limited to:
• ProjectTitle & Description
• Project ManagerAssigned andAuthority Level
• Business Need
• Project Justification
• Resources Pre-assigned
• Stakeholders
• Stakeholders Requirements as Known
• Product Description/Deliverables
• Constraints andAssumptions
• Project SponsorApproval
Develop Project Charter

24. SOW-a narrative description of the work to be
accomplished and includes:
• Objectives / Purpose of the project
• Description of the work/End Product (Deliverable)
• Activities to be performed.Resources Necessary
• Anticipated Performance Standards…… Performance Consequences
• Interface Requirements
• Timeframe /Milestone Schedule
• Generic Description of the Project Environment (Identification of
Concerns of the StakeholdersasApplicable) and Identification of Success
Parameters
Develop Project Charter

25. Common Causes of misinterpretation with SOW’s
• Use of imprecise language…Ambiguity
• No Pattern, structure or chronological order
• T
oo much emphasis on specifications
• Lack of consensus… no third party review
• Not clear as to what is covered… what is not
Such misinterpretations must be avoided since these
can cause lot of problems to the Project itself.
Develop Project Charter

26. Develop Project Management Plan
⚫ Process of documenting the actions necessary to
define, prepare, integrate, and coordinate all
subsidiary plans.
⚫ The project management plan defines how the project
is executed, monitored and controlled, and closed.
⚫ The project management plan is developed through a
series of integrated processes until project closure.
⚫ This process results in a project management plan
that is progressively elaborated by updates and
controlled and approved through the Perform
Integrated Change Control process.

27. Following can be part of project plan or can be maintained
separately
• Scope management
• Schedule management
• Cost management
• Quality management
• Staff management
• Communication management
• Procurement management
• Risk management
• Stakeholder management
Develop Project Management Plan