{"id":19005,"date":"2021-05-24T00:00:00","date_gmt":"2021-05-24T05:00:00","guid":{"rendered":"https:\/\/blog.planview.com\/project-management-process-the-basics\/"},"modified":"2022-04-11T17:00:58","modified_gmt":"2022-04-11T22:00:58","slug":"project-management-process-the-basics","status":"publish","type":"post","link":"https:\/\/blog.planview.com\/project-management-process-the-basics\/","title":{"rendered":"Project Management Process: The Basics"},"content":{"rendered":"<p><!-- .post-meta --><\/p>\n<p><span style=\"font-weight: 400;\">Pioneering quality control guru W. Edwards Deming once wrote that \u201cif you cannot describe what you are doing as a process, you do not know what you are doing.\u201d While it is a safe bet that Mr. Deming was not specifically or exclusively referring to the overall <strong>project management process<\/strong>, his wise advice \u2013 or if you wish, his stark warning \u2013 certainly applies.<br \/>\n<\/span><br \/>\n<img class=\"lazyload\" title=\"Project Management Process\" alt=\"Project Management Process: The Basics\" height=\"501\" data-src=\"https:\/\/media.planview.com\/clarizen\/wp-content\/upload\/2021\/01\/project-management-process-blog.jpg\" \/><\/p>\n<div id=\"ez-toc-container\" class=\"ez-toc-v2_0_80 counter-hierarchy ez-toc-counter ez-toc-grey ez-toc-container-direction\">\n<div class=\"ez-toc-title-container\">\n<p class=\"ez-toc-title\" style=\"cursor:inherit\">Table of Contents<\/p>\n<span class=\"ez-toc-title-toggle\"><a href=\"#\" class=\"ez-toc-pull-right ez-toc-btn ez-toc-btn-xs ez-toc-btn-default ez-toc-toggle\" aria-label=\"Toggle Table of Content\"><span class=\"ez-toc-js-icon-con\"><span class=\"\"><span class=\"eztoc-hide\" style=\"display:none;\">Toggle<\/span><span class=\"ez-toc-icon-toggle-span\"><svg style=\"fill: #999;color:#999\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" class=\"list-377408\" width=\"20px\" height=\"20px\" viewBox=\"0 0 24 24\" fill=\"none\"><path d=\"M6 6H4v2h2V6zm14 0H8v2h12V6zM4 11h2v2H4v-2zm16 0H8v2h12v-2zM4 16h2v2H4v-2zm16 0H8v2h12v-2z\" fill=\"currentColor\"><\/path><\/svg><svg style=\"fill: #999;color:#999\" class=\"arrow-unsorted-368013\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" width=\"10px\" height=\"10px\" viewBox=\"0 0 24 24\" version=\"1.2\" baseProfile=\"tiny\"><path d=\"M18.2 9.3l-6.2-6.3-6.2 6.3c-.2.2-.3.4-.3.7s.1.5.3.7c.2.2.4.3.7.3h11c.3 0 .5-.1.7-.3.2-.2.3-.5.3-.7s-.1-.5-.3-.7zM5.8 14.7l6.2 6.3 6.2-6.3c.2-.2.3-.5.3-.7s-.1-.5-.3-.7c-.2-.2-.4-.3-.7-.3h-11c-.3 0-.5.1-.7.3-.2.2-.3.5-.3.7s.1.5.3.7z\"\/><\/svg><\/span><\/span><\/span><\/a><\/span><\/div>\n<nav><ul class='ez-toc-list ez-toc-list-level-1 ' ><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-1\" href=\"https:\/\/blog.planview.com\/project-management-process-the-basics\/#Project_Management_Process_Groups\" >Project Management Process Groups<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-2\" href=\"https:\/\/blog.planview.com\/project-management-process-the-basics\/#Project_Management_Process_Flow\" >Project Management Process Flow<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-3\" href=\"https:\/\/blog.planview.com\/project-management-process-the-basics\/#Project_Management_Process_Steps\" >Project Management Process Steps<\/a><\/li><\/ul><\/nav><\/div>\n<h2><span class=\"ez-toc-section\" id=\"Project_Management_Process_Groups\"><\/span>Project Management Process Groups<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p><span style=\"font-weight: 400;\">In the Project Management Body of Knowledge (PMBOK), the<\/span><a href=\"https:\/\/www.pmi.org\/about\/learn-about-pmi\/what-is-project-management\" target=\"_blank\" rel=\"noopener\"> <span style=\"font-weight: 400;\">Project Management Institute<\/span><\/a><span style=\"font-weight: 400;\"> (PMI) outlines five <strong>project management process groups<\/strong>:\u00a0<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\"><b>Initiating<\/b><span style=\"font-weight: 400;\">: processes that are required to define and authorize a new project, or a new phase of an existing project.\u00a0<\/span><\/li>\n<li style=\"font-weight: 400;\"><b>Planning<\/b><span style=\"font-weight: 400;\">: processes that are required to create the project scope, evaluate objectives, and establish the plan to accomplish these objectives.<\/span><\/li>\n<li style=\"font-weight: 400;\"><b>Executing<\/b><span style=\"font-weight: 400;\">: processes that are required to carry out the plan, in a manner that satisfies all project requirements.<\/span><\/li>\n<li style=\"font-weight: 400;\"><b>Monitoring<\/b> <b>&amp; Controlling<\/b><span style=\"font-weight: 400;\">: processes required to track, assess, and regulate project performance and progress, as well as identify and initiate changes as necessary.\u00a0\u00a0<\/span><\/li>\n<li style=\"font-weight: 400;\"><b>Closing<\/b><span style=\"font-weight: 400;\">: processes required to formally end a project, or a phase of a project.\u00a0<\/span><\/li>\n<\/ul>\n<h2><span class=\"ez-toc-section\" id=\"Project_Management_Process_Flow\"><\/span>Project Management Process Flow<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p><span style=\"font-weight: 400;\">The following chart illustrates the integrated nature of all five <strong>project management process groups<\/strong>:<\/span><\/p>\n<p><img class=\"lazyload\" title=\"Project Management Process Flow Chart\" alt=\"project management process flow chart\" height=\"295\" data-src=\"https:\/\/media.planview.com\/clarizen\/wp-content\/upload\/2021\/01\/process-diagram-3_2-1024x295.jpg\" \/><\/p>\n<p style=\"text-align: center;\"><span style=\"font-weight: 400;\">Source: PMI: Project Management Body of Knowledge (PMBOK Guide)<\/span><\/p>\n<h2><span class=\"ez-toc-section\" id=\"Project_Management_Process_Steps\"><\/span>Project Management Process Steps<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p><span style=\"font-weight: 400;\">Below is a highly simplified overview of the five project management process groups:\u00a0<\/span><\/p>\n<h3>Initiating<\/h3>\n<p><span style=\"font-weight: 400;\">The initiating project management process group governs the tasks and steps that are needed to define and formally authorize a new project, or a major new phase of an existing project. It also ensures that project selection aligns with overall organizational strategy. Typically, there are two critical outputs of this process: the project charter, and the stakeholder register.\u00a0<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">The project charter formally authorizes a project, and includes elements such as a high-level scope statement, timeline and cost estimate, as well as a list of key risks, opportunities and stakeholders. Once the project charter is formally accepted by all required stakeholders, it grants the project manager the necessary authority to obtain and allocate organizational resources (personnel, equipment and capital), in order to ultimately carry out project activities.<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">The stakeholder register identifies the expectations of each stakeholder\/stakeholder group, and is used by the project manager (together with other members of the executive project team) to align expectations. This can be a difficult and time consuming task, but it is absolutely essential to ensure long-term support for projects once they begin.\u00a0\u00a0<\/span><\/li>\n<\/ul>\n<h3>Planning<\/h3>\n<p><span style=\"font-weight: 400;\">The planning project management process group governs the tasks and steps that are necessary to establish the complete scope of the project (effort, resources and objectives), and the actions necessary to carry out the scope.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Planning is the most detailed and largest process group, and typically leads to several key outputs include:\u00a0<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Scope management plan<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Requirements management plan<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Schedule management plan<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Cost management plan<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Quality management plan<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Resource management plan<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Communications management plan<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Risk management plan<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Procurement management plan<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Stakeholder engagement plan<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Change management plan<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Configuration management plan<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Scope baseline<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Schedule baseline<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Cost baseline<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Performance measurement baseline<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Project life cycle description<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Development approach\u00a0<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">Each of these planning-related documents should be developed in collaboration with all relevant stakeholders. The time and effort invested in developing the Project Charter and Stakeholder Register will pay big dividends here.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Once the overall project management plan is approved (which as noted above is composed of multiple sub-plans, baselines, and other documents), then the project is formally authorized to start.\u00a0\u00a0<\/span><\/p>\n<h3>Executing<\/h3>\n<p><span style=\"font-weight: 400;\">The executing project management process group governs the tasks and steps necessary to carry out the work defined in the project management plan. In other words, this is where the \u201crubber hits the road\u201d and the project takes flight.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Key outputs typically created during the executing process include:\u00a0\u00a0<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Deliverables<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Work performance data<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">I<\/span><span style=\"font-weight: 400;\">ssue logs<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Change requests\u00a0\u00a0<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Updates to the project management plan<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Updates to project documents<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Updates to organizational process assets\u00a0<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Updates to environmental factors<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Lessons learned register<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Quality reports<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Test and evaluation documents<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Project team assignments<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Resource calendars<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Team performance assessments<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Selected vendor lists<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Vendor agreements\u00a0<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">As noted above, change requests are a key output of the executing process group. Determining how, what and when to change any aspect of the project plan can be (and usually is) difficult and challenging. This is because the project plan is not modular. Changing one aspect can triggers changes in another \u2014 which in some cases may be positive, and in others negative. To make the situation even more complex, sometimes it is not clear whether proposed changes will be positive or negative. Or alternative, a change that was expected to have a positive impact turns out to have a negative consequence.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">The bad news for project managers and other members of the project executive team, is that there is no crystal ball, magic mirror, or other handy device that reveals whether a proposed change will be rewarding or regrettable. The good news, however, is that advanced<\/span><a href=\"https:\/\/www.clarizen.com\/resource\/capacity-planning-video\/\"> <span style=\"font-weight: 400;\">project management software<\/span><\/a><span style=\"font-weight: 400;\"> supports scenario (i.e. \u201cwhat if?\u201d) planning, that highlights the likely impact of decisions such as potential resource reallocation.\u00a0<\/span><\/p>\n<h3>Monitoring &amp; Controlling<\/h3>\n<p><span style=\"font-weight: 400;\">The monitoring &amp; controlling project management process group governs the tasks and steps in three key areas: tracking, reviewing and optimizing project progress and performance; identifying areas in which changes to the project plan are beneficial or necessary; and carrying out approved changes.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Key outputs typically created during the monitoring &amp; controlling process include:\u00a0<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Project management plan updates<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Approved change requests<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Accepted deliverables<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Updated schedule forecasts<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Updated cost forecasts<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Quality control measurements<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Closed procurements\u00a0<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">Before moving to the next and final process group (closing), it is helpful to pause and focus on an issue that can confuse and frustrate some new project managers, as well as those outside of the formal project management professional who nevertheless find themselves working on projects.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Project \u201ccontrol\u201d in the context of project management does not mean rigidly executing the project plan. Rather, it means continuously measuring actual project progress against planned estimates and expectations. It is a foregone conclusion that there will be a variance between actual vs. planned performance, and it is the responsibility of the executive project management team (led by the project manager) to determine if corrective action is necessary. This analysis and decision-making should be documented so that it may guide the current project, and potentially enhance future <a href=\"\/what-are-the-basic-project-planning-steps\">project planning<\/a> and execution.\u00a0<\/span><\/p>\n<h3>Closing<\/h3>\n<p><span style=\"font-weight: 400;\">The closing project management process group governs the tasks and steps necessary to formally close out a project, or close out a major phase of an existing project.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Key outputs typically created during the closing process include:\u00a0<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">F<\/span><span style=\"font-weight: 400;\">inal product, service, or result transition<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Final report\u00a0<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">This process group should also include documentation and any other project assets that address the early termination or suspension of a project (which may or may not have anything materially to do with the project itself; e.g. major changes in the marketplace, new regulations, etc.).<\/span><span style=\"font-weight: 400;\">\u00a0<\/span><\/p>\n<div id=\"content-cta\">\n<div id=\"content-cta-text\">Increase your business agility with Planview AdaptiveWork\u2019s project management software<\/div>\n<div id=\"content-cta-button\"><a title=\"\" href=\"https:\/\/info.planview.com\/clarizen-_demo-on-demand_prm_en_reg.html\" target=\"_blank\" rel=\"noopener\">Take a Product Tour<\/a><\/div>\n<\/div>\n<h3>Project Management Process Chart<\/h3>\n<p><span style=\"font-weight: 400;\">Project teams typically use a variety of charts to help map and manage process groups. These include (but are not limited to):\u00a0<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\"><a title=\"\" href=\"\/a-new-kind-of-gantt-what-are-the-benefits-of-a-modern-gantt-chart\"><span style=\"font-weight: 400;\">Gannt charts<\/span><\/a><\/li>\n<li style=\"font-weight: 400;\"><a title=\"\" href=\"https:\/\/success.clarizen.com\/hc\/en-us\/articles\/115000780793-Bubble-and-Scatter-Charts-Overlap-Detections\" target=\"_blank\" rel=\"noopener\"><span style=\"font-weight: 400;\">Bubble and Scatter charts<\/span><\/a><\/li>\n<li style=\"font-weight: 400;\"><a title=\"\" href=\"\/what-is-a-raci-chart-in-project-management\"><span style=\"font-weight: 400;\">RACI charts<\/span><\/a><\/li>\n<li style=\"font-weight: 400;\"><a title=\"\" href=\"https:\/\/success.clarizen.com\/hc\/en-us\/articles\/360003452393-Burn-Down-Chart\" target=\"_blank\" rel=\"noopener\"><span style=\"font-weight: 400;\">Burndown charts<\/span><\/a><\/li>\n<\/ul>\n<h3>High Level Project Management Process<\/h3>\n<p><span style=\"font-weight: 400;\">In conclusion, keep in mind that all of the above captures a high level <strong>project management process<\/strong>. It is up to each organization to determine the approach and configuration that helps them drive more successful projects, healthier portfolios, and happier customers and other key stakeholders.<\/span><\/p>\n<div class=\"client-logo\"><a title=\"Siemens Energy\" href=\"https:\/\/www.clarizen.com\/customers\/\"><img class=\"lazyload\" alt=\"Siemens Energy\" data-src=\"https:\/\/media.planview.com\/clarizen\/wp-content\/upload\/2020\/08\/siemens_energy-200x100.png\" \/><\/a> <a title=\"IIROC Success\" href=\"https:\/\/www.clarizen.com\/customers\/\"><img class=\"lazyload\" alt=\"IIROC Success\" data-src=\"https:\/\/media.planview.com\/clarizen\/wp-content\/upload\/2020\/07\/IIROC_logo-200x100.gif\" \/><\/a> <a title=\"Financial Services Institution\" href=\"https:\/\/www.clarizen.com\/customers\/\"><img class=\"lazyload\" alt=\"Financial Services Institution\" data-src=\"https:\/\/media.planview.com\/clarizen\/wp-content\/upload\/2020\/04\/FINANCIAL-SERVICES-IMG-200x100.jpg\" \/><\/a> <a title=\"M Squared\" href=\"https:\/\/www.clarizen.com\/customers\/\"><img class=\"lazyload\" alt=\"M Squared\" data-src=\"https:\/\/media.planview.com\/clarizen\/wp-content\/upload\/2020\/03\/m-squared-logo-200x100.jpg\" \/><\/a> <a title=\"Aliancys Success\" href=\"https:\/\/www.clarizen.com\/customers\/\"><img class=\"lazyload\" alt=\"Aliancys Success\" data-src=\"https:\/\/media.planview.com\/clarizen\/wp-content\/upload\/2019\/12\/aoc_aliancys-logo-800x400-200x100.jpg\" \/><\/a> <a title=\"Bonfiglioli Success\" href=\"https:\/\/www.clarizen.com\/customers\/\"><img class=\"lazyload\" alt=\"Bonfiglioli Success\" data-src=\"https:\/\/media.planview.com\/clarizen\/wp-content\/upload\/2019\/11\/bonfiglioli_logo-800x400-200x100.jpg\" \/><\/a><\/div>\n","protected":false},"excerpt":{"rendered":"<p>Pioneering quality control guru W. Edwards Deming once wrote that \u201cif you cannot describe what you are doing as a process, you do not know what you are doing.\u201d While it is a safe bet that Mr. Deming was not specifically or exclusively referring to the overall project management process, his wise advice \u2013 or&#8230;<\/p>\n","protected":false},"author":205,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_editorskit_title_hidden":false,"_editorskit_reading_time":4,"_editorskit_is_block_options_detached":false,"_editorskit_block_options_position":"{}","footnotes":""},"categories":[35],"tags":[],"class_list":["post-19005","post","type-post","status-publish","format-standard","hentry","category-pmo-project-management-organizations"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v26.8 (Yoast SEO v26.8) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ 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