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    Lecture 5 CM

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    Shyra Dela Cruz
    The document discusses project management processes and knowledge areas. It describes the five process groups of initiating, planning, executing, monitoring and controlling, and closing. It also outlines ten knowledge areas including integration, scope, schedule, cost, quality, resource, communication, risk, procurement, and stakeholder management.

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    Lecture 5 CM

    Uploaded by

    Shyra Dela Cruz
    16 views2 pages
    The document discusses project management processes and knowledge areas. It describes the five process groups of initiating, planning, executing, monitoring and controlling, and closing. It also outlines ten knowledge areas including integration, scope, schedule, cost, quality, resource, communication, risk, procurement, and stakeholder management.

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    LECTURE-5-CM

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    The document discusses project management processes and knowledge areas. It describes the five process groups of initiating, planning, executing, monitoring and controlling, and closing. It also outlines ten knowledge areas including integration, scope, schedule, cost, quality, resource, communication, risk, procurement, and stakeholder management.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    16 views2 pages

    Lecture 5 CM

    Uploaded by

    Shyra Dela Cruz
    The document discusses project management processes and knowledge areas. It describes the five process groups of initiating, planning, executing, monitoring and controlling, and closing. It also outlines ten knowledge areas including integration, scope, schedule, cost, quality, resource, communication, risk, procurement, and stakeholder management.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 2

    LECTURE 5: PROJECT MANAGEMENT,PROCESS

    GROUPS, AND KNOWLEDGE AREAS


    PROCESS GROUP
    PROJECT MANAGEMENT
    A logical grouping of project management processes to
    The application of knowledge, skills, tools, and techniques to achieve specific project objectives.
    project activities to meet project requirements is accomplished
    through the appropriate application and integration of the MANAGEMENT PROCESS GROUPS
    project management processes identified for the project.
    A. INITIATING PROCESS GROUP
    SCOPE
    Those processes performed to define a new project or a new
    1. Identifying project requirements. phase of an existing project by obtaining authorization to start
    2. Addressing the various needs, concerns, and the project or phase.
    expectations of stakeholders.
    B. PLANNING PROCESS GROUP
    3. Establishing and maintaining active communication
    with stakeholders. Those processes required to establish the scope of the project,
    4. Managing resources. refine the objectives, and define the course of action required
    5. Balancing the competing project constraints (scope, to attain the objectives that the project was undertaken to
    schedule, cost, quality, resources, risk). achieve.
    IMPORTANCE C. EXECUTING PROCESS GROUP
    1. Meet business objectives. Those processes performed to complete the work defined in
    2. Satisfy stakeholder expectations. the Project management plan to satisfy the project
    3. Be more predictable. requirements.
    4. Increase chances of success.
    5. Deliver the right products at the right time. D. MONITORING AND CONTROLLING PROCESS
    6. Resolve problems and issues. GROUP
    7. Respond to risks in a timely manner.
    Those processes required to track, review, and regulate the
    8. Optimize the use of organizational resources.
    progress and performance of the project; identify any areas in
    9. Identify, recover, or terminate failing projects.
    which changes to the plan are required; and initiate the
    10. Manage constraints (e.g., scope, quality, schedule,
    corresponding changes.
    costs, resources).
    11. Balance the influence of constraints on the project E. CLOSING PROCESS GROUP
    (e.g., increased scope may increase cost or
    schedule). Those processes performed to formally complete or close the
    12. Manage change in a better manner. project, phase, or contract.

    SCENARIOS MANAGEMENT BODY OF KNOWLEDGE

    1. Stand-alone project (outside a portfolio or program). KNOWLEDGE AREA


    2. Within a program.
    3. Within a portfolio. An identified area of project management defined by its
    knowledge requirements and described in terms of its
    PORTFOLIO component processes, practices, inputs, outputs, tools, and
    techniques.
    Defined as projects, programs, subsidiary portfolios, and
    operations managed in a coordinated manner to achieve A. PROJECT INTEGRATION MANAGEMENT (check
    strategic objectives. Portfolios may include work that is chart)
    operational in nature.
    Includes the processes and activities to identify, define,
    PROGRAM combine, unify, and coordinate the various processes and
    project management activities within the Project Management
    Defined as related projects, subsidiary programs, and program Process Groups.
    activities managed in a coordinated manner to obtain benefits
    not available from managing them individually. Programs B. PROJECT SCOPE MANAGEMENT
    include program related work outside the scope of the discrete
    projects in the program. Programs may also include work that Includes the processes required to ensure the project includes
    is operational in nature. all the work required, and only the work required, to complete
    the project successfully.
    ORGANIZATIONAL PROJECT MANAGEMENT
    C. PROJECT SCHEDULE MANAGEMENT
    A strategy execution framework. utilizing portfolio, program,
    and project management. It provides a framework that enables Includes the processes required to manage the timely
    organizations to consistently and predictably deliver on completion of the project.
    organizational strategy, producing better performance, better
    results, and a sustainable competitive advantage.
    D. PROJECT COST MANAGEMENT

    Includes the processes involved in planning, estimating,


    budgeting, financing, funding, managing, and controlling costs
    so the project can be completed within the approved budget.

    E. PROJECT QUALITY MANAGEMENT

    Includes the processes for incorporating the organization's


    quality policy regarding planning, managing, and controlling
    project and product quality requirements, in order to meet
    stakeholders' expectations.

    F. PROJECT RESOURCE MANAGEMENT

    Includes the processes to identify, acquire, and manage the


    resources needed for the successful completion of the project.

    G. PROJECT COMMUNICATIONS MANAGEMENT

    Includes the processes required to ensure timely and


    appropriate planning, collection, creation, distribution, storage,
    retrieval, management, control, monitoring, and ultimate
    disposition of project information.

    H. PROJECT RISK MANAGEMENT

    Includes the processes of conducting risk management


    planning, identification, analysis, response planning, response
    implementation, and monitoring risk on a project.

    I. PROJECT PROCUREMENT MANAGEMENT

    Includes the processes necessary to purchase or acquire


    products, services, or results needed from outside the project
    team.

    J. PROJECT STAKEHOLDER MANAGEMENT

    Includes the processes required to identify the people, groups,


    or organizations that could impact or be impacted by the project,
    to analyze stakeholder expectations and their impact on the
    project, and to develop appropriate management strategies for
    effectively engaging stakeholders in project decisions and
    execution.

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