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A Guide to the Project Management Body Of Knowledge
(PMBOK® Guide), Fourth Edition
by Project Management Institute
Project Management Institute, Inc.. (c) 2008. Copying Prohibited.
Reprinted for Daniel Stachula, IBM
Daniel.Stachula@pl.ibm.com
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All rights reserved. Reproduction and/or distribution in whole or in part in
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Chapter 3: Project Management Processes for a
Project
Overview
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. As explained in
and
, the project manager
must consider organizational process assets and enterprise environmental factors. These must be
taken into account for every process, even if they are not explicitly listed as inputs in the process
specification. Organizational process assets provide guidelines and criteria for tailoring the
organization’s processes to the specific needs of the project. Enterprise environmental factors may
constrain the project management options.
In 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 expectations, and
·
Balance the competing demands of scope, time, cost, quality, resources, and risk to produce
the specified product, service, or result.
The project processes are performed by the project team and generally fall into one of two major
categories:
·
Project management processes
ensure the effective flow of the project throughout its
existence. These processes encompass the tools and techniques involved in applying the
skills and capabilities described in the Knowledge Areas (
through
.
·
Product−oriented processes
specify and create the project’s product. Product−oriented
processes are typically defined by the project life cycle (as discussed in
and
vary by application area. The scope of the project cannot be defined without some basic
understanding of how to create the specified product. For example, various construction
techniques and tools must be considered when determining the overall complexity of the
house to be built.
This standard describes only the project management processes. Although product−oriented
processes are outside the scope of this standard, they should not be ignored by the project
manager. Project management processes and product−oriented processes overlap and interact
throughout the life of a project.
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  A Guide to the Project Management Body Of Knowledge (PMBOK® Guide), Fourth Edition
2
Project management processes apply globally and across industry groups. Good practice means
there is general agreement that the application of project management processes has been shown
to enhance the chances of success over a wide range of projects.
This does not mean that the knowledge, skills, and processes described
should always be applied uniformly on all projects. For any 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.
Project managers and their teams should carefully address each process and its constituent inputs
and outputs. This chapter should be used as a guide for those processes they must consider in
managing their project. This effort is known as tailoring.
Project management is an integrative undertaking requiring each project and product process to be
appropriately aligned and connected with the other processes to facilitate coordination. Actions
taken during one process typically affect that process and other related processes. For example, a
scope change typically affects project cost, but may not affect the communication plan or product
quality. These process interactions often require tradeoffs among project requirements and
objectives, and the specific performance tradeoffs will vary from project to project and organization
to organization. Successful project management includes actively managing these interactions to
meet sponsor, customer, and other stakeholder requirements. In some circumstances, a process or
set of processes will need to be iterated several times in order to achieve the required outcome.
Projects exist within an organization and cannot operate as a closed system. They require input
data from the organization and beyond, and deliver capabilities back to the organization. The project
processes may generate information to improve the management of future projects.
This standard describes the nature of project management processes in terms of the integration
between the processes, their interactions, and the purposes they serve. Project management
processes are grouped into five categories known as Project Management Process Groups (or
Process Groups):
·
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.
·
Those processes required to establish the scope of the project,
refine the objectives, and define the course of action required to attain the objectives that the
project was undertaken to achieve.
·
Those processes performed to complete the work defined in
the project management plan to satisfy the project specifications.
·
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.
·
Those processes performed to finalize all activities across all
Process Groups to formally close the project or phase.
The remainder of this chapter provides information for project management of a single project
organized as a network of interlinked processes, details the project management processes, and
includes the following major sections:
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A Guide to the Project Management Body Of Knowledge (PMBOK® Guide), Fourth Edition
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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 detailed
here. Most experienced project management practitioners recognize there is more than one way to
manage a project. 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 many processes are repeated during the
project.
The integrative nature of project management requires the Monitoring and Controlling Process
Group to interact with the other Process Groups, as shown in
. In addition, since
management of a project is a finite effort, the Initiating Process Group begins the project, and the
Closing Process Group ends it.
Figure 3−1:
Project Management Process Groups
Project Management Process Groups are linked by the outputs they produce. The Process Groups
are seldom either discrete or one−time events; they are overlapping activities that occur throughout
the project. The output of one process generally becomes an input to another process or is a
deliverable of the project. The Planning Process Group provides the Executing Process Group with
the project management plan and project documents, and, as the project progresses, it often entails
updates to the project management plan and the project documents.
illustrates how the
Process Groups interact and shows the level of overlap at various times. If the project is divided into
phases, the Process Groups interact within each phase.
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