3.1 Project Processes | 3.2 Process Groups | 3.3 Process Interactions | 3.4 Customizing Process Interactions | 3.5 Mapping of Project Management Processes |
Integration | Scope | Time | Cost | Quality | Resource | Communications | Risk | Procurement |
Project management processes can be organized into five groups of one or more
processes each:
Initiating processes—authorizing the
project or phase.
Planning processes—defining and
refining objectives and selecting the best of the alternative courses of action to attain the
objectives 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 regularly to identify variances from plan so that corrective
action can be taken 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. These
connections are illustrated in
Figure 3-1.
In addition, the project management process
groups are not discrete, one-time events; they are overlapping activities that occur
at varying levels of intensity throughout each phase of the project.
Figure 3-2
illustrates how the process groups overlap and vary within a phase.
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