CHAPTER TWO

• THE PROJECT MANAGEMENT PROCESSES

AND
THE PROJECT MANAGEMENT KNOWLEDGE AREAS
Unit Objectives
• Analyze the different aspect of project management process
• Differentiate the Project management processes and Product-
oriented processes
• Explain the project management knowledge areas
• Analyze the major activates, input/output, tools and techniques in
project management knowledge areas
THE PROJECT MANAGEMENT
PROCESSES
• Projects are composed of processes. A process is a series of actions bringing
about a result.
• Project processes are performed by people and generally fall into one of two
major categories:
• Project management processes are concerned with describing and organizing the
work of the project.
• Product-oriented processes are concerned with specifying and creating the project
product. Product-oriented processes are typically defined by the project life cycle
• Project management processes and product-oriented processes overlap and
interact throughout the project.
• For example, the scope of the project cannot be defined in the absence of some basic
understanding of how to create the product.
PROJECT MANAGEMENT PROCESSES
 PROJECT MANAGEMENT PROCESSES

• Project management processes can be organized into five groups of one or more
processes each.
• Initiating processes—recognizing that a project or phase should begin and committing to do so.
• Planning processes—devising and maintaining a workable scheme to accomplish the business
need that the project was undertaken to address.
• Executing processes—coordinating people and other resources to carry out the plan.
• Controlling processes—ensuring that project objectives are met by monitoring and measuring
progress and taking corrective action when necessary.
• Closing processes—formalizing acceptance of the project or phase and bringing it to an orderly
end.
• The process groups are linked by the results they produce—the result or outcome of
one becomes an input to another.
• Among the central process groups, the links are iterated—planning provides
executing with a documented project plan early on, and then provides documented
updates to the plan as the project progresses.
PROJECT MANAGEMENT PROCESSES
• PROCESS GROUPS
• These connections are illustrated in previous figure.
• In addition, the project management process groups are not discrete,
one-time events; they are overlapping activities which occur at
varying levels of intensity throughout each phase of the project.
• Finally, the process group interactions also cross phases such that
closing one phase provides an input to initiating the next.
• For example, closing a design phase requires customer acceptance of the
design document. Simultaneously, the design document defines the product
description for the ensuing implementation phase.
PROJECT MANAGEMENT PROCESSES
THE PROJECT MANAGEMENT KNOWLEDGE AREAS
• Project Integration Management
• Project Scope Management
• Project Time Management
• Project Cost Management
• Project Quality Management
• Project Human Resource Management
• Project Communications Management
• Project Risk Management
• Project Procurement Management
 Project Integration Management

• Project Integration Management includes the processes required to

ensure that the various elements of the project are properly
coordinated.
• It involves making tradeoffs among competing objectives and
alternatives in order to meet or exceed stakeholder needs and
expectations.
• It provides an overview of the following major processes.
• Project Plan Development—taking the results of other planning processes and
putting them into a consistent, coherent document.
• Project Plan Execution—carrying out the project plan by performing the
activities included therein.
• Overall Change Control—coordinating changes across the entire project
 PROJECT SCOPE MANAGEMENT
• Project Scope Management includes the processes required to ensure that the
project includes all the work required, and only the work required, to complete the
project successfully .
• It is primarily concerned with defining and controlling what is or is not included in
the project.
• provides an overview of the major project scope management processes:
• Initiation—committing the organization to begin the next phase of the project.
• Scope Planning—developing a written scope statement as the basis for future project decisions.
• Scope Definition—subdividing the major project deliverables into smaller, more manageable
components.
• Scope Verification—formalizing acceptance of the project scope.
• Scope Change Control—controlling changes to project scope.
•These processes interact with each other and with the processes in the other knowledge areas as
well. Each process may involve effort from one or more individuals or groups of individuals based on
the needs of the project. Each process generally occurs at least once in every project phase
 PROJECT TIME MANAGEMENT
• Project Time Management includes the processes required to ensure timely
completion of the project. It provides an overview of the following major processes.
• Activity Definition—identifying the specific activities that must be performed to produce the
various project deliverables.
• Activity Sequencing—identifying and documenting interactivity dependencies.
• Activity Duration Estimating—estimating the number of work periods which will be needed to
complete individual activities.
• Schedule Development—analyzing activity sequences, activity durations, and resource
requirements to create the project schedule.
• Schedule Control—controlling changes to the project schedule.
• These processes interact with each other and with the processes in the other
knowledge areas as well. Each process may involve effort from one or more
individuals or groups of individuals based on the needs of the project. Each process
generally occurs at least once in every project ph
 PROJECT COST MANAGEMENT
• Project Cost Management includes the processes required to ensure that
the project is completed within the approved budget.
• provides an overview of the following major processes:
• Resource Planning—determining what resources (people, equipment, materials)
and what quantities of each should be used to perform project activities.
• Cost Estimating—developing an approximation (estimate) of the costs of the
resources needed to complete project activities.
• Cost Budgeting—allocating the overall cost estimate to individual work items.
• Cost Control—controlling changes to the project budget
• These processes interact with each other and with the processes in the
other knowledge areas as well. Each process may involve effort from one or
more individuals or groups of individuals based on the needs of the project.
Each process generally occurs at least once in every project phase.
 PROJECT QUALITY MANAGEMENT
• Project Quality Management includes the processes required to ensure that the project will
satisfy the needs for which it was undertaken. It includes all activities of the overall
management function that determine the quality policy, objectives, and responsibilities
and implements them by means such as quality planning, quality control, quality assurance,
and quality improvement, within the quality system.
• provides an overview of the following major project quality management processes.
• Quality Planning—identifying which quality standards are relevant to the project and determining how
to satisfy them.
• Quality Assurance—evaluating overall project performance on a regular basis to provide confidence
that the project will satisfy the relevant quality standards.
• Quality Control—monitoring specific project results to determine if they comply with relevant quality
standards and identifying ways to eliminate causes of unsatisfactory performance.
• These processes interact with each other and with the processes in the other knowledge
areas as well. Each process may involve effort from one or more individuals or groups of
individuals based on the needs of the project. Each process generally occurs at least once in
every project phase.
PROJECT HUMAN RESOURCE MANAGEMENT
• Project Human Resource Management includes the processes
required to make the most effective use of the people involved with
the project.
• It includes all the project stakeholders—sponsors, customers,
individual contributors, and others.
• Organizational Planning—identifying, documenting, and assigning project
roles, responsibilities, and reporting relationships.
• Staff Acquisition—getting the human resources needed assigned to and
working on the project.
• Team Development—developing individual and group skills to enhance
project performance.
PROJECT COMMUNICATIONS MANAGEMENT
• Project Communications Management includes the processes required to ensure timely and
appropriate generation, collection, dissemination, storage, and ultimate disposition of project
information.
• It provides the critical links among people, ideas, and information that are necessary for success.
Everyone involved in the project must be prepared to send and receive communications in the project
language and must understand how the communications they are involved in as individuals affect the
project as a whole.
• provides an overview of the following major processes:
• Communications Planning—determining the information and communications needs of the stakeholders: who
needs what information, when will they need it, and how will it be given to them.
• Information Distribution—making needed information available to project stakeholders in a timely manner.
• Performance Reporting—collecting and disseminating performance information. This includes status reporting,
progress measurement, and forecasting.
• Administrative Closure—generating, gathering, and disseminating information to formalize phase or project
completion.
•These processes interact with each other and with the processes in the other knowledge areas as well. Each process
may involve effort from one or more individuals or groups of individuals based on the needs of the project. Each
process generally occurs at least once in every project phase.
PROJECT RISK MANAGEMENT
• Project Risk Management includes the processes concerned with identifying,
analyzing, and responding to project risk. It includes maximizing the results of positive
events and minimizing the consequences of adverse events.
• provides an overview of the following major processes:
• Risk Identification—determining which risks are likely to affect the project and documenting the
characteristics of each.
• Risk Quantification—evaluating risks and risk interactions to assess the range of possible project
outcomes.
• Risk Response Development—defining enhancement steps for opportunities and responses to
threats.
• Risk Response Control—responding to changes in risk over the course of the project.
• These processes interact with each other and with the processes in the other
knowledge areas as well. Each process may involve effort from one or more
individuals or groups of individuals based on the needs of the project. Each process
generally occurs at least once in every project phase.
 PROJECT PROCUREMENT MANAGEMENT
• Project Procurement Management includes the processes required to
acquire goods and services from outside the performing organization. For
simplicity, goods and services, whether one or many, will generally be
referred to as a product.
• provides an overview of the following major processes.
• Procurement Planning—determining what to procure and when.
• Solicitation Planning—documenting product requirements and identifying
potential sources.
• Solicitation—obtaining quotations, bids, offers, or proposals as appropriate.
• Source Selection—choosing from among potential sellers.
• Contract Administration—managing the relationship with the seller. 1
• Contract Close-out—completion and settlement of the contract, including
resolution of any open items.
Assignment (10%),
due data next week 12/8/2021

• The Project Management Knowledge Areas in table

No. Project Management Major Input output Tools and
Knowledge Areas activities techniques
 Activi   Activity list 
1
Project time Work breakdown Decomposition
structure 
Management ty  Scope statement  Supporting detail Templates

Defin  Historical
  information
ition  Constraints
 
   Assumptions
 
 
 
 
 
 
       

 Activity
Sequen
cing
 Activity
Duratio
n
Estima
ting