It having 5 Project management processes groups with integration & scope management also with detailed description.

1. Project Management
Process Groups
Presented By:- Sourabh Kumar

2. Project Management Processes
It is a set of interrelated actions and activities performed &
effectively managed to create a predefined product, service or
results.
Project Mgmt. process groups are grouped into 5 categories:-
Initiating, Planning, Executing, Monitoring & Controlling and
Closing.
Each process has inputs, tools & techniques which are used to get
the pre-specified output.
It is globally applicable whether in India or in any country of
world and across all the industries like software development,
power generation etc.
Generally good and standard Engineering practices are followed.
Process groups are not project life cycle process.

3. 1. Initiating Process Group
 It is a process performed to define a new project or a new
phase of an existing project by obtaining authorization to
start the project or phase.
 Initial scope is defined & initial financial resources are
committed.
 Internal and external stakeholders the overall outcome of
the project are identified.
 Purpose of this group is to align the stakeholder’s
expectation with the project objectives.
 The project charter is prepared by Project sponsor or Project
initiator with the help of project Stakeholders.
 The project manager will be assigned.

4.  This all information is captured in the project charter and
stakeholder register, These will act as a medium of
communication for stakeholder and project manager & its
team, that is why these two are the major deliverables of
this process group.
 When the project charter is approved, the project becomes
officially authorized.
 Project manager responsibilities comes into effect after the
project authorized/approved. He is given the authority to
apply organizational resources to the subsequent project
activities.
1. Initiating Process Group

5.  Defining & refining objectives & selecting the best of the
alternative courses of action to attain the objectives that
the project was undertaken to address.
 As more project information or characteristics are
gathered and understood, additional planning will likely
be required, This progressive detailing of the project
management plan is called progressive elaboration,
indicating that planning and documentation are iterative
and ongoing activities.
 The Project Management Plan is the major deliverable of
this process group.
 Project plans may be same for all groups or different
groups.
2. Planning Process Group

6.  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, Managing stakeholder expectations, as well as
Integrating and performing the activities of the project in
accordance with the project management plan.
 Due to Bid management, testing , procurement etc, a
large portion of the project’s budget will be spend.
 During project execution, results may require planning
updates & Re-baselining (approved changes may be due
to project deviation, new risk etc).
3. Executing Process Group

7.  Those processes required to track, review, and regulate the
progress and performance. Performance is measured &
analyzed at regular intervals of time.
 This process helps in identifying the areas where changes in
the plan are required like estimation of man hours; Inputs
from concerned engineering disciplines etc.
 Every variance from Project Management Plan is recorded,
analyzed and shared with Client and Top administration.
This helps in adhering the performance of team and project
according to the required deliverables.
 Process helps in monitoring Efforts, Cost, Time & Resources.
 It helps project manager in configuration management.
4. Monitoring & Controlling Process Group

8.  Process performed to finalize all activities across all process
groups to formally close the project or phase. It verifies that
the defined process are completed or not in all process groups
so as to complete the project.
 It also establish the premature closure of the project. It
obtains acceptance by the client or sponsor to formally close
the project or phase.
 It concludes with post project analysis writing. A review has
to be written and handed over to client or to PMO to add in
OPA’s. It helps in recording impacts of tailoring to any
process i.e. analization of change in process inputs.
 Project team members and Project manager will write
assessments, releases project resources and handover all the
relevant document to his counterpart or client.
5. Closing Process Group

9. These process groups are linked by the result they produce-the
result or outcome of one often becomes an input to another.
 In each phase, monitoring and controlling is done simultaneously.
Process Interactions

10.  Most processes are iterative & repetitive in nature.
The process management processes are presented as discrete
elements with well defined interfaces but in reality, they overlap
and interact with each other.
Process Interactions

11. A knowledge area represents a complete set of concepts, terms &
activities that make up a professional field, project management
field or area of specialization.
Knowledge Areas

12.  It includes the processes and activities to identify,
define, combine, unify and co-ordinate the various
processes and project management activities with in
project management process groups.
 Basically the Project Manager has to see the inputs
and what are the outputs required. He has to manage
the interdependences among the project management
knowledge areas So according to inputs he has to
manage and make choices to achieve the required
deliverables.
 The project manager has to make trade-offs among the
competing objectives and alternatives i.e. he has to
make best selections considering market factors like
inflation, optimum cost etc.
1. Project Integration Management

13. Different Stages in Project Integration Management
Within each process group, the individual processes are linked
by their inputs & outputs. So each process is describe in terms
of its:-
 Input- documentable items that will be acted upon.
 Tools & Techniques- mechanisms applied on inputs.
 Output- documentable items that are a result of the process.

14. Develop Project Charter
It is developed by continuous updations and iterations &
documented by project initiator with his team members to get
the authorization from Project Stakeholders. If this document
is authorized then Project manager gets Business case approval
from stakeholders and now he is authorized to apply
organizational resources to project activities.

15. 1. Business case- It is developed by Project Manager or the
top management. It describes the necessary information
from business point of view to determine whether the project
is worthy for the required investment or not.
 To develop a Business Case we have to take some of the
constraints into consideration like market demand,
organizational need (vision comes from CEO), customer
requirement, technological advancement, Legal
requirements, Ecological Impacts, social needs .
2. Project Statement of work (SOW)- It is detailed
narrative descriptive statement of product and its
specifications, services or results to be delivered is present in
project charter. List of all project stakeholders is also
prepared while making PSOW.
Develop Project Charter-Input

16.  Product scope Description contains full detailed
description of objectives & product specifications which
are discussed with project stakeholders for get approval.
 Strategic Plan- It is the vision, goals & objectives of the
CEO of the company or client & may contain high level
mission statement.
3. Agreements-It define initial intentions for the project
i.e. from where you get the raw material, how you pay for
that, Whether you want to share profit with the suppliers
etc. Agreements can be done in different forms like
From Supplier's in the form of contract, Letter of intent
(Binding in nature), Memorandum of Understandings
(MoUs) ie Non - binding in nature, Verbal Agreements,
Service Level Agreements (SLA) etc.
Develop Project Charter-Input

17. Develop Project Charter-Tools & Techniques
1. Expert Judgement- i.e. advice from program manager
and his technical team. It refers specifically to a technique in
which judgment is made based upon a specific set of criteria
and/or expertise that has been acquired in a specific
knowledge area, or product area, a particular discipline, an
industry, etc.
2. Facilitation techniques- are used for information
collecting, decision making, communication, brain storming
meeting management and client objectives.

18.  Project Charter It is a authorized document issued by
Project initiators which legally prove the existence of the
project. This document authorizes then the role of project
manager to use the organizational resources to project
activities.
 Project purpose or justification : Feasibility reports,
Statutory clearances, Social and environmental impacts etc.
 Measurable project objectives and related success criteria's.
 High - Level Requirements.
 Assumptions and constraints : Governing Factors and Future
Forecasts with the help of expert judgement and marketing
analysis of atleast 5 – 10 years.
Develop Project Charter-Output

19.  High Level project descriptions and boundaries.
 High level risks.
 Summary milestone schedules.
 Summary budget.
 Stakeholder's List.
 Project Approval Requirements.
 Assigned project manager, responsibility and authority
level and Name & authority of the sponsor or the
person(s) authorizing the project charter.
Develop Project Charter-Output

20. Develop Project Management Plan
 Process of defining, preparing & coordinating all subsidiary plans
and integrating them into a comprehensive project management
plan.
 Project uses output from other planning process, including
strategic planning , to create a consistent, coherent document that
can be used to guide project execution and project control. This is an
iterative process.
 All chapters for scope management, cost management plan, risk
management plan, procurement management plan will be there in
PMP.

21. Direct & Manage Project Work
 The process of leading & performing the work
mentioned in the project management plan, and
implementing the approved changes to achieve the
project objectives.

22. Monitoring and Controlling Project Work
 The process of tracking, reviewing and reporting
project progress against the performance objectives
defined in the project management plan.

23. Monitoring and Controlling Project Work-Tools & Techniques
Regression Analysis
Grouping Analysis
Casual Analysis
Root Cause Analysis
Forecasting Methods
Failure Mode and Effect Analysis (FMTA)
Fault Tree Analysis (FTA)
Earned Value Analysis
Trend Line Analysis
Variance Analysis
Reserve Analysis
 Tools & Techniques:-

24. Perform Integrated Change Control
 The process of reviewing and controlling all
change request, approved changes and managing
changes in deliverables, OPA's, project documents
and project management plan.

25. Close Project or Phase
 The process of finalizing all activities across all of
the project management process groups to formally
complete the phase or project along with lessons
learned, archiving, returning organizational
resources back.

26.  It includes the processes required to ensure that
the project includes all the work required and only
the work required, to complete the project
successfully.
Project Scope Management Processes:-
2. Project Scope Management

27. Plan Scope Management
 The process of creating a scope management plan that
documents how the project scope will be defined, validated,
and controlled.
Plan Scope Management-Output
1. Scope Management Plan- Process of preparing a detailed
project scope statement. Sub Dividing (WBS)and interrelating
the project deliverables and work .

28. Plan Scope Management-Output
2. Requirement management plan- How the requirement
activities will be planned, tracked & reported. For a VDU and
CDU unit to be installed and constructed, Plant area should
have availability of drinking water, Steam generation from
package boilers for flushing, Demineralised water facility. So
for each unit first we have see the requirements and feed.
Configuration Management like how initiation of changes in
product, analyse Impacts, traced, tracked and reported.
Requirements prioritization Process- The rational of this
process is giving priority to activity on the basis of its
importance. Traceability structure is used to find the
movement of material & left where it is in work environment.
It helps in managing the requirement and needs of the project.

29. Collect Requirements
 It is the process of determining, documenting & managing
stakeholder needs and requirements to meet project objectives.
The benefit of this process is that it provides the basis for
defining and managing the project scope and product scope.

30. Collect Requirements- Output
1. Requirements Documentations:-
Documents describing how individual requirements (like from
indirect stakeholders giving them job or compensation) meet the
business need for the project.
Business Requirements
 To trace and track the objectives of Business and project.
Business rules & Guiding principle for the organization.
Stakeholders Requirements
 Impacts the organizational areas & other entities inside or
outside the performing organization. Stakeholder communication
and reporting requirements.
Solution Requirements
Functional and non functional requirements. Technology and
standard compliance requirements, support and training
requirements, reporting requirements : Stakeholder reporting

31. Collect Requirements- Output
Project Requirements
 Level of service, performance, Safety etc. Acceptance criteria.
Transition Requirements
 Requirements, assumptions, dependencies and constraints are
checked before Pre commissioning or commissioning, the Front
Engineering Design, HAZOP,HAZID & SIL study.
2. Requirements Traceability Matrix-
 A Grid matrix that links product requirements from their origin
to expected deliverables. Its implementation helps in ensuring
that each need and requirement will add business value by
linking it to the business and project objectives.
 It provides a tracking mechanism through out the project life
cycle and helps in ensuring that approved requirements in
requirements documentation are delivered

32. Define Scope
 Scope is the process of developing a detailed description of
the project and product.
 The benefit of this process is that it describes the project,
service, or result boundaries by defining which of the
requirements collected will be included in and excluded from
the project scope.

33. Define Scope- Output
1. Project Scope Document-
 The detailed description of the project scope, major
deliverables, assumptions & project constraints.
 It includes entire scope that is project and product scope.
 Provides understanding of project scope among all project
stakeholders like project team is also the stakeholder so project
manager will make every one to understand their working
deliverables in meetings.
 Enables the team to conduct detailed planning , guide the team
in executing phase, provide baseline for evaluation.
 Product scope description
 Acceptance criteria
 Deliverables
 Project execution
 Assumptions

34. Create WBS
 Creating WBS is the process of subdividing project
deliverables and project work into smaller and more
manageable components.
 The benefit of this process is that it provides a structured
vision of what has to be delivered.

35. Create WBS- Output
1. Work Breakdown Structure (WBS)-
 Work Breakdown Structure is a hierarchical decomposition
of total scope of work to be carried out by the project team to
accomplish the project objectives & create the required
deliverables.
 WBS organizes & defines the total scope of the project &
represents the work specified in current approval project.
 Planned work is contained with in the lowest level of WBS
components, which are called Work Packages. Work Packages
are created for specific task (Procurement engineering
package, control system package etc.) & are used to group the
activities.

36. Validate Scope
 Validating Scope is the process of formalizing acceptance
of the completed project deliverables.
 The benefit of this process is that it brings objectivity to the
acceptance process and increases the chance of final
product, service, or result acceptance by validating each
deliverable.

37. Control Scope
 Control Scope is the process of monitoring the status of
the project and product scope and managing changes to the
scope baseline.
 The benefit of this process is that it allows the scope
baseline to be maintained throughout the project.