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The Project Processes

Project Management Process Groups

The Initiating Process The Planning Process The Executing Process The Monitoring (Controlling) Process The Closing Process Review Questions and Answers

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Processes are a series of actions with a common, parent goal, to create a result. Processes within project management monitor and move the phases along. People perform processes. The processes are not the individual activities, but the control of individual activities to complete a project phase.
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There are two types of processes:

Product-orientated processes
These processes are the activities that complete a projects

phase and life cycle. The product-orientated processes within a project complete phases, which in turn complete the project. The processes within a project are unique to each project.

Project management processes

These processes are the activities that are universal to all

projects. These activities comprise the bulk of the project management body of knowledge. These processes are common to all projects from construction to technology.
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The following are the five project management process groups and what occurs under each:

Initiating - The project is authorized. Planning The project objectives are determined, as well as how to reach those objectives with the given constraints. Executing - The project is executed utilizing acquired resources. Monitoring and Controlling The project performance is monitored and measured to ensure the project plan is being implemented to design specifications and requirements. Closing - The project and its various phases are brought to a formal end.
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Not only will process groups overlap, but some process groups may be repeated based on the activities within the project. Specifically, planning, controlling, and executing processes are revisited throughout the project. The closing process of a project phase can serve as input for the next phase within the project.

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Identifying Needs

Projects are selected based on business needs first.

A project is generally called upon to provide a solution to a problem or to take advantage of an opportunity. The needs of the current state are then answered by the deliverables of the proposed project. These needs might have to do with:
Reducing costs Increasing revenues

Eliminating waste
Increasing productivity and efficiency Solving a business or functional problem Taking advantage of market opportunities
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Feasibility Study

A feasibility study is conducted to prove a problem actually exists, document the opportunities at hand, and then determine if a project can be created to resolve the problem or take advantage of any opportunities.
A feasibility study may also look at the cost of a solution relative to the possible rewards.

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Business Needs

The business needs will examine the problem, the opportunity, and the solution to see how a project and its expected outcome may fit within the business vision and goals.

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Product Description

The initial product description will describe what the expected outcome of the project is to be.

Project Manager

The project manager is officially named in the project charter. However, the involvement of the project manager will likely come earlier on in the project.

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Project Charter

The project charter authorizes the project, officially naming the project manager and authorizing the project work.

Project Statement of Work

The Statement of Work (SOW) is a summary of what the project will provide. The SOW includes the following:
The business need for the project. The product scope description. How the project fits within the strategic plan.
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Preliminary Project Scope

The preliminary project scope statement defines what the project will accomplish, create, and deliver.
It defines the purpose of the project, in detail, so that all stakeholders may share a common understanding of the project.

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The Planning Process is iterative in nature. Throughout the entire project, the project manager and the project team, will be returning to The Planning Process as often as needed.

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Scope Statement

The scope statement is a document that describes the required work necessary to meet the project objectives. The scope statement may, with adequate reason, be updated to reflect changes in the project work.

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Project Team

The project team completes the project work. The project manager relies on the project team to do several tasks, including:
Complete the project work. Provide information on the work needed to complete the

project scope.
Provide accuracy in project estimating.

Report on their progress.

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Work Breakdown Structure

The work breakdown structure (WBS) is an organized collection of the project deliverable components to be created by project work.
The WBS will offer major input into planning, estimating, and scheduling processes throughout the project.

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Initial Risk Assessment

The initial risk assessment allows the project manager and the project team to determine any high-level risks which may influence the feasibility, resources, and requirements in order to complete the project.
The initial risk assessment may also steer the project toward a different solution.

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Network Diagram

The network diagram, also called the Project Network Diagram (PND), illustrates the flow of activities to complete the project and/or the project phase.
It identifies the sequencing of activities identified within the work breakdown structure (WBS) and determines which activities may be scheduled sequentially (series) versus in tandem (parallel).

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Estimates

Time and cost estimates are completed within the planning process. Time estimates reflect the amount of time to complete each activity within the work breakdown structure. Cost estimates can be calculated several different ways, such as through top-down estimates or bottom-up estimates.
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Estimates (continued)

The process of top-down estimating takes the actual cost of a historical project as a basis for the current project. The cost of the historical project is applied to the cost of the current project, taking into account the scope and size of the current project as well as other known variables.
Top-down estimating is a form of expert judgment. This estimating approach takes less time to complete than other estimating models, but is also less accurate. This top-down approach is good for fast estimates to get a general idea of what the project may cost.
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Estimates (continued)

Bottom-up estimating starts from zero, accounts for each component of the WBS, and arrives at a sum for the project. It is completed with the project team and can be one of the most time-consuming methods used to predict project costs.
While this method is more expensive, because of the time invested to create the estimate, it is also one of the most accurate.

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Critical Path

The critical path is the chain of activities within the Project Network Diagram (PND) that cannot be delayed without delaying the project end date.

Project Schedule

The project schedule is dependent on the creation of the WBS, the PND, and the availability of the resources.

With a constraint of a deadline enforced on the project, all activities must be scheduled, from the projects start to its completion, to ensure the project can finish on time.
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Project Budget

The project budget is the cost of the project, cash flow projections, and how the monies will be spent. The project budget should cover the cost of the teams time, facilities, and all foreseeable expenses.

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Risk Assessment

Risk assessment is an in-depth analysis of the project risks through qualitative and quantitative analysis.
Qualitative risk analysis calls for a probability and impact

matrix.
Risks are typically categorized as high, medium, and low.

Quantitative risk analysis is a more in-depth study of the

identified risks.
This technique calls for a risk matrix based on probability and impact.

Quantitative analysis also uses simulations and decision tree

models.
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Risk Response Planning

The risks are analyzed for both positive and negative impacts, entered through a risk matrix and then planned accordingly.
Risks may be accepted, avoided, mitigated (diminished), countered, or planned for through a contingency plan. Risks can also be assigned to risk owners who will monitor thresholds and triggers.
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Quality Management Plan

The quality management plan details how the project will map to the organizational quality policy; for example, ISO 9000 or Six Sigma specifics.

The quality management plan also sets the guidelines for how the project will adhere to quality control mechanisms and ongoing quality improvement.

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Stakeholder Analysis

As part of planning, the stakeholders expectations and requirements must be analyzed. The stakeholders expectations must be documented, prioritized, and balanced between competing objectives.

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Change Control Plan

Based on the scope statement, the project scope should not changeunless it is absolutely necessary. A change control plan that will specify how the project scope may be changed, what the procedure to change the scope is, and what the requirements are to make a change.

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Organizational Plan

The organizational plan determines who does what.

It documents the roles and responsibilities of the project stakeholders, including the project team, project sponsor, project manager, functional managers, and suppliers.

Communications Plan

The communications plan determines who needs what information, how they need it, and when it will be delivered.
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Project Plan

This formal document guides the project execution and control through the project phase(s). The primary purpose of the project plan is to communicate the assumptions, decisions, and risks to the stakeholders. In addition, the project plan documents the schedule, cost, and scope as baselines.

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Launching the Project

Once the project has reached a collective state of agreement between the project manager, management, the project team, and the customer, the project is officially allowed to begin.

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Executing processes allows the project work to be performed. The Executing Process is the execution of the project plan and supplier management, as well as the management of the project implementation.

The project manager works with suppliers to ensure their work is completed on time, meets quality standards, and adheres to the agreed contracts.
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Authorizing the Project Work

A work authorization system is a method that allows work to begin according to schedule and circumstance.
It verifies suppliers track records and authorizes them to begin project activities.

Supplier Solicitation

Supplier solicitation includes obtaining quotations, bids, and proposals for the services or the goods to be purchased for the project completion.
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Supplier Sourcing

A supplier is considered sourced once a decision has been made which identifies a particular supplier as the source for the service or good being purchased.

Administering Contracts

Procurement involves administering the contracts between the buyer and the seller. This may be handled by the project manager, or by the finance/accounting group within an organization.
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Quality Assurance

Failure to adhere to the quality assurance program may result in rework, penalties, and project delays.

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Project Information

Information must be passed along according to the communications plan.

There are milestone reports, variance reports, and status reports. Customers will have specific communications requirements. All of these demands should be documented within the communications plan and then followed through in the execution process.

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Team Development

The project manager must work with the project team members to ensure their skill level is in agreement with their responsibilities on the project.
This may involve classroom learning, shadowing between project team members, or on-the-job training.

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The Monitoring Processes are the activities that ensure the project goes according to plan. The Monitoring Processes also include those actions which will be implemented keep the project on course.

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Quality Control

Quality control (QC) measures work results to determine if they are in alignment with quality standards. If the work results are not of quality, QC uses methods to determine why the results are inadequate and how to eliminate the causes of the quality deficiencies.

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Scope Verification

Scope verification is the process of verifying that the work results are within the expectations of the scope. It is typically done at the project phase completion (stage gates) with the customer to formally accept the project teams completion of work for that particular stage of the project.

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Scope Change Control

The project manager must follow the change management plan to ensure unneeded changes to the project scope do not occur.
Scope change control ensures that the documented procedures to permit changes to scope are followed.

Configuration Management

This process ensures the description of the projects product is precise, complete, and that it meets the demands of the stakeholder requirements.
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Change Control

Needed changes must be proven, documented, and analyzed for impacts on cost, schedule, and risks.

Cost Control

Controlling the projects cost requires accurate estimates and then a check and balance against those estimates. Procurement management, cash flow, and fundamental accounting practices are required.
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Schedule Control

Schedule control requires constant monitoring of the projects progress, approval of phase deliverables, and task completion.
Slippage must be analyzed early in the project to determine the root cause of the problem.

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Risk Response

Risk management requires risk ownership and monitoring by the project team members. Risk response must be rapid and thoroughand their outcomes well-documented for historical reference for downstream activities and other projects (i.e. lessons learned).

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Performance Reporting

Performance reporting (status reporting) stems from accurate measurement by the project team, proof of work completion, and factual estimates.
The status reports are reflective of where the project has been, where it stands now, and where its heading.

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Project closure requires a final, complete effort by the project manager, the project team, the project stakeholders, and management to officially close the project and move onto other opportunities.

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Auditing Procurement Documents

The procurement audit process requires accountability for the monies that have been invested in the project.

Completing Scope Verification

Scope verification is a control process. At the end of the project the scope must be verified for final acceptance. Scope verification at the end of a project may require a formal sign-off from the customer that the project is complete and to their satisfaction.
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Closing Supplier Contracts

At the completion of a project or project phase the supplier contracts must be closed out. The supplier contracts may be audited to confirm the supplier responsibilities have been met.

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Closing Administrative Duties

When the project is completed, all reports must be finalized, the project experience documented, and provide evidence of customer acceptance.
A final report will be created reflecting the project success, or failure.

This report will provide information reflective of the project product and how it met the project requirements, and it will include the lessons learned documentation.
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Submitting Final Reports

The final reports will include variance reports, status reports, cost and schedule accountability, and team member performance reviews, as required by the performing organization.

Archiving Project Records

The project records should be archived so that other projects can use the information. The archives also serve as historical information for later reference.
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Reassigning the Project Team Members

At some point in the project, based on the organizational structure, team members will be reassigned to new projects.
Reassigning project team members is of utmost importance in a projectized organization where project team members are with a project full-time through completion.

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Celebrating!

At project completion, a celebration to thank and reward the project team for their hard work and dedication to the project is needed. Celebrations are also a good time to reflect on the work completed, the challenges of the project, and to come back together as a team before moving onto other projects and opportunities within the organization.

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