Page 22, PMI Process Group:

A Practice Guide PROCESS GROUPS & KNOWLEDGE AREAS TABLE

Project Management Process Groups
Monitoring &
Initiating Planning Executing Controlling Closing

Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Monitor and Control Project Work Close Project or Phase
Identify Stakeholders Plan Scope Management Manage Project Knowledge Perform Integrated Change Control
Collect Requirements Manage Quality Validate Scope
Define Scope Acquire Resources Control Scope
Create WBS Develop Team Control Schedule
Plan Schedule Management Manage Team Control Costs
Define Activities Manage Communications Control Quality
Sequence Activities Implement Risk Responses Control Resources
Estimate Activity Durations Conduct Procurements Monitor Communications
Develop Schedule Manage Stakeholder Engagement Monitor Risks

Predictive Project Management Terms

Plan Cost Management Control Procurements
Estimate Costs Monitor Stakeholder Engagement
Determine Budget
Plan Quality Management
Plan Resource Management
Estimate Activity Resources
Plan Communications Management
Plan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Plan Procurement Management
Plan Stakeholder Engagement

Process Process Groups

 Inputs, Outputs and Tools/Techniques combined to  Initiating: Used to define a project or phase
execute a specific purpose on the project of an existing project. Done to authorized the
 Input start of the project and assign the project
 Starting point for the process, the raw materials to begin manager.
the execution
Could be the output of a previous process  Planning: Done to establish the scope of the
project, define the course of action required


 Tools and Techniques

 The actions or methods that are used to transform the raw to attain the objectives
materials into the output
 Executing: Done to complete the work
 Output defined in the project management plan
The end result of our efforts. The raw materials into a
Monitoring and Controlling: Done to track,

polished stone 
 Maybe the input into another process review, and regulate the progress and
performance of the project. Looks for any
areas in which changes to the plan are
Input Process Output required and initiate the corresponding
changes
 Closing: Done to formally complete or close
Tools and the project, phase, or contract.
techniques

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 Process Groups Process
 Inputs, Outputs and Tools/Techniques combined to
execute a specific purpose on the project
 Input
 Starting point for the process, the raw materials to begin
the execution
 Could be the output of a previous process
 Tools and Techniques
 The actions or methods that are used to transform the raw
materials into the output
 Output
 The end result of our efforts. The raw materials into a
polished stone
 Maybe the input into another process

Input Process Output

Tools and
techniques

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Inputs, Tools, Techniques,

and Outputs (ITTO)
Common ITTO’s
 660+ Inputs, Tools, Techniques, and
Outputs across the 49 process
 Many process has the same ITTO’s
 Don’t memorize ITTO’s
 Understand them and why there are
their

Don’t Memorize Them

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 Common Inputs

 Common Inputs
 Project Management Plan
 Enterprise Environmental
Factors, (EEF)
 Organization Process Assets,
(OPA)
 Project Documents

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Enterprise Environmental Enterprise Environmental

Factors (EEF) Factors (EEF)
 Things that impact the project but are not
part of the project itself Company’s Organizational Structure and Governance
 Influence the organization, Organizational Culture

the project, and its outcome Organization’s and Stakeholders’ Appetite for Risk
Organization’s Established Communication Channels
 It is essential to consider these internal Internal
Information Technology Software

and external factors while planning the Geographic Distribution of Facility and Resources

project to determine their influence

Infrastructure

Resource Availability
 Can enhance or constrain project Employee Capability
management options and may have Political Climate

negative or positive influences on the External

Government or Industry Standards
Commercial Databases
outcomes Legal Restrictions
Financial Considerations

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 Organization Process Assets
Project Documents
(OPA)
 Any documents that are
 Organizations have assets such as information, policies,
procedures, documents, or knowledge bases which are
called Organizational Process Assets (OPA) to help
them in achieving their objectives related to the project
 Kept in some central repository so that they can be
used whenever required
 Project documents are
 These elements affect several aspects of the project
 Project team members update and add to the
additional documents that
Organizational Process Assets throughout the project
are created and used
 Examples:
 Project templates throughout the 49
processes that are not
 Software tool
 Historical information

part of the project

 Project closure guidelines
 Risk control procedures

management plan
 Change control procedures
 Issue and defect management procedures

 “include but are not limited

to.”
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Project Documents
Project Document Knowledge Area Where Created
1. Activity attributes Schedule Management
2. Activity list Schedule Management
3. Assumption log Integration Management
4. Basis of estimates Cost Management
5. Change log Integration Management
6. Cost estimates Cost Management
7. Cost forecasts Cost Management
8. Duration estimates Schedule Management
9. Issue log Integration Management
10. Lessons learned register Integration Management
11. Milestone list Schedule Management
12. Physical resource assignments Resource Management
13. Project calendars Schedule Management
14. Project communications Communications Management
15. Project schedule Schedule Management
16. Project schedule network diagram Schedule Management
17. Project scope statement Scope Management
18. Project team assignments Resource Management
19. Quality control measurements Quality Management
20. Quality metrics Quality Management
21. Quality report Quality Management
22. Requirements documentation Scope Management
23. Requirements traceability matrix Scope Management
24. Resource breakdown structure Resource Management
25. Resource calendars Resource Management
26. Resource requirements Resource Management
27. Risk register Risk Management
28. Risk report Risk Management
29. Schedule data Schedule Management
30. Schedule forecasts Schedule Management
Page 33, PMI Process Group: A Practice Guide 31. Stakeholder register Stakeholder Management
32. Team charter Resource Management
33. Test and evaluation documents Quality Management
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 Project Management Plan Project Management Plan

 Defines how the project is Project Plan Process Where Made

executed, monitored and Scope Management Plan

Requirement Management Plan
Plan Scope Management
Plan Scope Management

controlled, and closed Schedule Management Plan

Cost Management Plan
Plan Schedule Management
Plan Cost Management
Quality Management Plan Plan Quality Management
 18 components, 14 plans and Resource Management Plan
Communication Management Plan
Plan Resource Management
Plan Communications Management
4 baselines Risk Management Plan
Procurement Management Plan
Plan Risk Management
Plan Procurement Management

 “include but are not limited

Stakeholder Management Plan Plan Stakeholder Management
Change Management Plan Develop Project Management Plan

to.”
Configuration Management Plan Develop Project Management Plan
Scope Baseline Create WBS
Schedule Baseline Develop Schedule
Cost Baseline Determine Budget
Performance Measurement Baseline Develop Project Management Plan
Project Life Cycle Description Develop Project Management Plan
Development Approach Develop Project Management Plan

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Expert Judgement Data Gathering, Data Analysis,

Data Representation, Decision
 One of the most common Making
tools in the planning process
Data
 Includes hiring an expert or Gathering

subject matter expert (SME) to

help you to plan a process or Data Analysis
conduct a process
 People with specialized
Data
knowledge or training in a Representation
particular process, industry, or
technology
Decision
Making

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 Data Gathering Data Analysis
 Gather data about a particular process that you’re working
on
 On certain processes, you will need to gather additional
 To analyze the data that has been
data before coming up with an output for that process gathered
 Methods:
 Brainstorming: Brainstorming is when you bring together a  Methods:
group of stakeholders to get ideas and analyze them.
Brainstorming sessions are generally facilitated by the project  Alternative analysis: Alternative analysis
manager. involves looking at different options or
Interviews: Any time you want to gather data from a particular
ways to accomplish something.

stakeholders, one of the best methods is to just interview them.
Ask them a series of questions and talk with them about their
thoughts and views.  Root cause analysis (RCA): A root cause
 Focus groups: A focus group is when you bring together
subject matter experts to understand their perspectives and
analysis is used to identify the main
how they would go about solving problems. underlining reason for particular event.
Checklist: A checklist is generally created by the organization
 Variance analysis: Variance analysis is

and then given to potential stakeholders on a project for them
to identify items they may want on a project, things they may
not want on the project, and some success criteria they may
used quite often to find the exact
have for the project. differences between different things.
Questionnaires and surveys: Questionnaires and surveys can
 Trend analysis: Trend analysis involves

be given to stakeholders to better understand what they may
be looking for on a project and to better understand their
needs. looking at data over a period of time to
see if a particular trend is forming.

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Data Representation Decision Making

 Illustrate different ways that a  Have to make a decision on what to

do with that data
data could be shown to
 Methods:
stakeholders  Voting: Voting is used by a group to
determine whether to proceed, change,
 Methods generally include or reject something. Voting can be:
the use of charts, matrixes, majority wins, unanimity, where
everyone agrees; or plurality, where a
and different types of majority is not obtained but that
decision is chosen.
diagrams  Multicriteria decision analysis: This is
when you make a table (matrix) that
 Examples: lists different types of criteria, and then
evaluate an idea based on those
 Flowcharts criteria.
 Fishbone diagrams  Autocratic decision making: This is
when one person makes a decision for
 Histograms the entire team.

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 Interpersonal and Team Skills Meetings
 All project managers need to have good  Meetings can be done face-to-face or
interpersonal and team skills in order to manage virtually.
the different stakeholders that will be on the
project  Have an agenda and distribute it to all
 most important tool in real-life project attendees before the meeting.
management
 Meetings must be timed, including
 Methods: having set start and finish times for
 Active listening: Active listening is understanding, topics and the entire meeting.
acknowledging, and clarifying what others are saying to
you.  Make sure that the meeting always stays
 Conflict management: Anytime you bring a team
together, bound to have conflicts on that team.
on topic and does not go off topic.
 Facilitation: Facilitation is the art of managing a group.
This can include bringing the group together, generating
 Ensure that all attendees have input to
ideas, solving problems, and dissipating the team. the topics.
Meeting management: Meeting management

generally includes having an agenda, inviting the right  Distribute detailed meeting minutes
stakeholders, setting a time limit, and following up with once the meeting is complete.
meeting minutes and action items.

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Project Management
Information System (PMIS)
Change Request
 Automated system that is used to help  Proposal to change a document,
the project manager optimize the deliverable, or baseline
schedule or keep track of all the
documents and the deliverables  Can include a request to add or remove
work from the scope, finish the project
 Usually the computer system that a faster, or complete the project more
given organization uses to manage its cheaply
projects
 Implements
 It should include all the software and  Corrective action: is something that’s taken
hardware tools that we need to manage to ensure that the project gets back on
the project from start to finish track.
 Preventive action: is something you put in
 Includes the work authorization system place to ensure the project stays on track.
and the configuration management  Defect repair is done to fix a broken
system component on a project, such as if network
switch memory fails on a network upgrade
project.

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 Work Performance Data, Work Performance Data
Information, Report
 Work performance data is
simply raw data
 It is the status of the work
that was done but does not
have any analysis applied to
it.
 It is not useful by itself.
 Usually outputs of executing
processes

Page 24, PMI Process Group: A Practice Guide

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Work Performance Work Performance Report

Information
 Information of the work that  overall status report of the actual
project
was performed compared to
the plan  It takes all the work performance
information and puts it together
 It gives you actual status into one comprehensive document
about the deliverables  You take the work performance data
and compare it against the plan to
 Work performance come up with the work performance
information is usually the information. Then you take all the
output of most monitoring work performance information and
create the work performance reports.
and controlling processes In short, data feeds info and all the
info creates reports.

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 Updates (Project Management
Plan, Project documents, EEF,
OPA)
 Updates is a catchall term
 Updates can include project
documents, the project
management plan, OPA and EEF
updates
 Expect to see this output many
times throughout the book

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