PMBOK process groups: initiating, planning, executing, monitoring, and closing

Companies have been progressively integrating project management practices into their operations; executive and managerial meetings have also been increasingly incorporating specialist project management language. The trend will persist and managers have to familiarize themselves with the terminology, systems and functions of project management. This paper will attempt to acquire an understanding of the constituents of each process group, and processes required to be carried out in individual groups in the course of a project. Process groups are as follows: initiating process group (2 processes); planning process group (24 processes); executing process group (8 processes); monitoring & controlling process group (11 processes); and closing process group (2 processes).

Initiating process group

PMBOK (Project Management Body of Knowledge) defines initiating processes as those conducted for outlining any new phase in a project or new project itself, through procurement of sanctions for beginning with the phase/project (Snijders, Wuttke & Zandhuis, 2013). These processes define the phase/project's initial scope; finances needed for starting the project/phase are also allotted here. This straightforward initiation stage also identifies external and internal stakeholders who work together and shape the project's ultimate result. The key aim is verifying business needs, outlining the project's scope and clarifying that all possible options have been taken into account before finalizing the project (the reason for project choice should also be stated). The initiating process group only comprises two processes: preparation of the project charter and identification of stakeholders (Team, 2013).

These processes culminate in the creation of a formal document authorizing the phase/project and recording initial requirements that satisfy the expectations and demands of stakeholders. Numerous inputs are needed in this process group, which:

• Involves processes required for defining a new project phase/project • Entails acquiring sanction(s) for a phase/project • Outlines goals, results, and criteria for success

• Often assigns a manager to oversee project operations

• Sets aside requisite material, human and financial resources (Team, 2013).

Listed below are the many key outputs generated from this process group:

• Project feasibility analysis

• Project Charter and • Documents pertaining to stakeholders (i.e., list of stakeholders, stakeholder management strategy) (Team, 2013).

Planning Process Group

This process group offers instructions for combining all the various kinds of planning required for project functioning. All ten knowledge fields the PMBOK outlines include planning processes (Snijders, Wuttke & Zandhuis, 2013). Planning should be repetitively carried out; this is crucial, as projects go along unfamiliar paths; novel facts are continually discovered during the course of the project. A part of project management skills is being able to assess the right amount of effort and time to be devoted to individual planning stages (Team, 2013). This process group entails:

• Project scope outlining

• Devising a strategy for achieving project aims

• Deciding upon end-result of the project and work needed

• Task systematization and development of work schedule

• Estimation of effort and resources required

• Cost estimation and budget development (Team, 2013)

Listed below are the main outputs resulting from these processes:

• Project Management Blueprint

• Work Breakdown Structure (WBS)

• Budget

• Schedule

• Other secondary plans (Team, 2013)

Executing Process Group

PMBOK's project management guide lists project execution as the third process group, defined as the processes carried out for completion of the work outlined by the blueprint in the planning process stage, for fulfilling the goals of the project (Snijders, Wuttke & Zandhuis, 2013; Project Management Institute Global Standard, 2008). The Executing process group entails coordination of human and material resources, as well as integration and carrying out of project tasks according to the project management blueprint. This group's ultimate aim is organizing teams for accomplishing project tasks effectively and efficiently, in order to ensure that the phase/project does not veer off target, in terms of its preset goals and scope. At this stage, the major portion of work is performed; it is at this juncture that deliverables and products are assembled, manufactured, fabricated, and developed. Team development and procurement also occur here (Team, 2013).

This process group entails:

• Instituting and overseeing project team

• Coordination of material and human resources

• Observation of team performance

• Contracting of procurements

• Supervising and running project implementation

• Information dissemination

• Carrying out quality assurance tasks (Team, 2013)

Listed below are the major outputs of this process group:

• Issue and risk management responses, in addition to preventative and corrective action

• Deliverables and information on work performance

• Modification requests in relation to quality plan's adoption and efficiency

• Influence and negotiation for guaranteeing appointment of the right staff in the project team

• Team mentoring and motivation for superior performance

• Problem solving and conflict resolution

• Negotiation and execution of contracts and procurements

• Updating of organizational process resources due to implementation of project management plan (Team, 2013)

The Closing Process Group

PMBOK's fifth and last process group covers those processes carried out for the purpose of formally concluding project/phase activities, and passing the completed product on to others. It also includes activities for terminating a cancelled venture (Snijders, Wuttke & Zandhuis, 2013). Team managers must ascertain that project is concluded in a controlled manner, via a meticulously structured concluding phase, in which:

• All deliverables are transferred formally to others.

• All lessons acquired from the phase/project are recorded and stored.

• All project contracts are formally concluded.

The main activities in this group include:

• Obtaining sponsor/customer acceptance (in other words, permission for closure)

• Releasing resources and team members

• Team performance reporting and recording lessons learnt

• Updating or finalization of project records, documents, and outcomes

• Procurement finalization

• Conducting quality assurance tasks

• Information archiving or storage (Team, 2013).

This group's major outputs are:

• Closeout Report / Certificate of Project Completion

• Final deliverables/services • Team work assignments

• Plan updates

• Resource calendars (Team, 2013)

Conclusion

Effective projects adopt a procedure for ensuring proper project management and achievement of project aims. The PMBOK Guide is one among the most commonly-adopted frameworks. This paper discusses inputs as well as outputs of PMBOK's five process groups in project management, which are the base of this system.