March 15, 2016

Project Management Processes for a Project

The Project Management Process Groups were already introduced in an earlier article.

Monitoring and Controlling

Planning and Executing are iterative. Monitoring and Controlling is exercised over Planning and Executing.

The process groups is not in sequence

The PM should tailor the choices of processes to fit in individual processes (tailoring) based on deliverables (they are often incremental in nature)


align project purposes with stakeholders’ expectations
assign a project manager
identify stakeholders and develop project charter
document business case (created by initiator, maybe well before the initiating process group) and cost-benfit analysis, identify high-level risks, identify project selection criteria
early in the process, the staffing, costs and chance of success are low, risk and stakeholder influence are high
may be performed at portfolio/program level (i.e. outside the project’s level of control)



Project Management Plan [why the project? what to deliver? who do what? when accepted? how executed?],

subsidiary documents (schedule baseline, cost baseline, performance management baseline, scope baseline (scope statement, WBS, WBS dictionary) and subsidiary management plans (scope, schedule, budget, quality, human resources [roles & responsibility, organization chart and staffing management plan include the staff need, rewards, safety and training need] , stakeholder, requirements, process improvement, communication, change, risk and procurement) – all are not finalized until a thorough risk management has been performed, need to be approved before work begins

All plan and documents can be formal or informal, generalized or detailed, depending on needs

Project Management Plan maybe continually updated during the project with rolling wave planning / progressive elaboration

Obtain approval of plan from designated stakeholders, changes to the project management plan and subsidiary documents/plans need formal procedures described in the change control system
hold kick-off meeting

Planning process group is the MOST important, with over 1/2 of all the 47 processes in this group.

May need re-planning based on the observations and feedback from  the executing/monitoring processes


Allocating resources and giving authority to concerned people to use resources.

Direct and manage project work to satisfy project specifications

Coordinating human/infrastructure resources in accordance with the project management plan

Updates and re-baselining the project management plan and subsidiary management plans
normal execution, manage contracts, acquire, develop & manager project team, perform quality assurance and manage stakeholder expectation/communication

(quality assurance)

continuous improvement process

Monitoring and Controlling

Measure performance, address change requests, recommend corrective/preventive measures and rectify defects
usually performed at regular intervals

Control the quality, inspection and reporting, problem solving, identify new risks
reassess control process

should there be any internal deviance from the stated plan, the PM should make correction (use contingency reserve if necessary)

monitor and control project work and integrate change control
make sure only approved changes (through integrated change control) are incorporated


When the Project is finished or cancelled

Final product verification, contract closure, produce final report (closeout documentation), obtain formal acceptance, archive, release resources, close project

Feedback, review and lessons learned (about the process), transition of deliverables to operation
procurement closure and administrative closure

Product-oriented Processes

planning and organizing

Tailoring PM Methodology for a Project

No comments:

Post a Comment