Project Management Process

Directory

1. Interaction between project management processes

2. Project Management Process Group

3. Start the Process group

4. Planning Process Group

5. Execute the Process group

6. Monitoring Process Group

7. Finishing Process Group

8 Project information

9 Role of the field of knowledge

A process is a series of interrelated actions and activities that are performed to create a predetermined product, service, or result. Each process has its own inputs, tools, and techniques and corresponding outputs.

To achieve a successful project, the project team should:

Select the applicable process to achieve the project objectives, use the defined methods to meet the requirements, establish and maintain appropriate communication and interaction with stakeholders, observe and maintain appropriate communication and interaction with stakeholders, comply with requirements to meet stakeholder needs and expectations, and in scope, schedule, budget, quality, Competing constraints, such as resources and risk, to achieve a specific product, service or outcome. The project team implements the project process and interacts with the stakeholders. These processes can generally be divided into two categories:

Project management process. Product-oriented process. The product-oriented process is typically defined by the project life cycle and varies depending on the application area, as well as the stage of the product life cycle. From the start to the end of the project, the project management process and the product-oriented process always overlap and interact with each other.

The project management process can be summarized into five categories, namely the five major project management process groups:

Start the process group. Define a new phase of a new project or an existing project, authorizing the start of a set of procedures for that project or stage. Planning process groups. A set of processes that define the scope of the project, optimize the objectives, and develop an action plan for achieving the goals. Execute the engineering team. A set of processes that complete the work identified in the project management plan to meet the project specification requirements. Monitor the process group. Track, review, and adjust the performance of project progress, identify necessary plan changes, and initiate a set of processes for corresponding changes. Finishing the process group. End all activities of all project process groups and formally close a set of processes for the project or stage.

1. Interaction between project management processes

The integrated nature of project management requires that the monitoring process group interact with all other process groups. The outputs generated by each project management process group are interconnected. Process groups are very small, isolated or one-off events, and overlap each other throughout the project. The output of one process is usually the input to another, or a deliverable for a project, subproject, or project phase.
2. Project Management Process Group
The five process groups have clear interdependencies, which usually need to be implemented in each project and have strong interactions with each other. They are not related to the field of application or industry. Before the project is completed, it is often necessary to implement the process groups and their processes repeatedly. Each process may interact within the same process group or across different process groups. In fact, it is likely that all process groups will be executed in one phase.
3. Start the process group
The startup process group contains a new phase that defines a new project or an existing project, authorizing a set of procedures to begin a project or a phase change. In the start-up process group, define the initial scope and implement the initial financial resources, identify the internal and external stakeholders who interact and influence the overall results of the project, and select the project manager. This information should be reflected in the Register of Regulations and project stakeholders. Once the project charter has been approved, the project is duly authorized. A project boundary refers to a project or project phase from the point at which it is granted to the point at which it is completed. The main purpose of this process group is to ensure consistency between stakeholder expectations and project objectives, to enable stakeholders to understand the scope and objectives of the project, and to make stakeholders aware of their involvement in the project and project phases to help achieve their expectations. This group of processes helps set the project vision-what needs to be done.
4. Planning Process Group
The planning process group contains a set of processes that define the scope of the project, identify and refine the goals, and develop action plans for achieving the goals. The planning Process group develops project management plans and project documents to guide project implementation. Due to the complexity of project management, multiple feedback may be required for further analysis. As the collection and mastery of project information or features increases, the project is likely to require further planning. Significant changes that occur in the project life cycle can cause one or more planning processes to be re-initiated, even some startup processes. The gradual refinement of this project management plan is called "progressive detail", indicating that the documentation of the project plan is a recurring and ongoing activity. The primary role of the planning process group is to identify strategic, tactical and action programmes or routes for the completion of the project or phase of the results. Effective management of the planning process group makes it easier to obtain stakeholder recognition and participation.
5. Execute the Process groupThe execution process group contains a set of procedures that complete the work identified in the project management plan to meet the project specification requirements. The results of project execution can lead to planned updates and baseline rebuilds, including changing the expected duration of activities, changing resource productivity and availability, and taking into account unforeseen risks.
6. Monitoring Process GroupThe monitoring process group contains a set of processes that track, review, and adjust the progress and performance of the project, identify the necessary plan changes, and initiate the corresponding changes. The role of this process group is to regularly measure and analyze project performance to identify deviations from project management plans. The monitoring process group involves: Controlling changes, recommending corrective actions, or recommending preventive measures for possible problems, monitoring ongoing project activities against project management plans and project performance metrics, and influencing factors that lead to circumvention of overall change control or configuration management, ensuring that only approved changes are implemented.7. Finishing Process GroupThe end-of-process group contains all the activities that have been completed for all project management process groups, formally ending a project or stage or contractual responsibility. When this process group is completed, it indicates that all processes required to complete a project or project phase are complete, marking the formal end of the project or project phase.
This process group is also used to formally deal with the case of project early termination. Projects that end prematurely may include aborted items, canceled projects, or projects with serious problems.
When a project or stage is closed, the following work may be required: obtaining acceptance by the customer or sponsor to formally close the project or stage, conducting a post-project or phase-out evaluation, documenting the impact of any process, documenting lessons learned, and updating the organizational process assets appropriately; When all relevant project documents are archived in the project management Information system for use as historical data; end all procurement activities to ensure the improvement of all relevant agreements; Evaluate team members and release project resources
8. Project Information
Throughout the project lifecycle, large amounts of data and information need to be collected, analyzed, and processed, and distributed to project team members and other stakeholders in various forms.

9 Role of the field of knowledge
47 Project management processes are grouped into ten areas of knowledge: Project integration management, project scope management, project time management, project cost management, project Quality management, project human resources management, Project Communication Management, Project risk management, project procurement management, project stakeholder management.

Knowledge areas	Start a process group	Planning Process Groups	Execute a process group	Monitoring Process Group	Finishing Process Group
Project Integration Management	1. Development of the Project Charter	2. Develop project management plan	3. Directing and Managing project work	4. Monitoring Project Work 5. Implementing the overall change control	6. Closing a project or stage
Project Scope Management		1. Planning Scope Management 2. Collecting Requirements 3. Definition of scope 4. Create a WBS		5. Scope of Confirmation 6. Control Range
Project Time Management		1. Planning Progress Management 2. Defining activities 3. Arrange the sequence of activities 4. Estimating Activity Resources 5. Estimating Activity Duration 6. Make a progress plan		7. Control Progress
Project Cost Management		1. Planning Cost Management 2. Estimating costs 3. Budget development		4. Controlling costs
Project Quality Management		1. Planning Quality Management	2. Implementation of Quality Assurance	3. Control quality
Project Human Resource Management		1. Planning Human Resources Management	2. Build a project team 3. Construction project Team 4. Managing the project Team
Project Communication Management		1. Planning Communication Management	2. Management Communication	3. Control communication
Project Risk Management		1. Planning for Risk Management 2. Identify risks 3. Implementation of qualitative risk analysis 4. Implement Quantitative risk analysis 5. Planning for risk response		6. Controlling risk
Project Procurement Management		1. Planning Procurement management	2. Implementation of procurement	3. Control of procurement	End Purchase
Project Stakeholder Management	1. Identify stakeholders	2. Planning Stakeholder Management	3. Managing Stakeholder involvement	4. Controlling Stakeholder involvement