Understanding Process Groups in Project Management

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) Monitoring and Controlling Process Group PMBOK's next process group constitutes processes essential for tracking, evaluating and regulating project performance and progress, recognizing project areas wherein the blueprint needs to be modified, and introducing subsequent changes to the plan (Snijders, Wuttke & Zandhuis, 2013; Project Management Institute Global Standard, 2008).

The controlling and monitoring group includes all knowledge areas, with the exception of human resources. At this stage, project performance is assessed and, depending on performance data analysis, requisite action is undertaken. A comparison between original blueprint and executing stage outcomes is made, and in case of presence of any differences, corrective activities are carried out (either the plan is altered, or execution method is modified) (Team, 2013).

This process group entails: • Monitoring, appraising and regulating project progress • Measurement of progress, status reporting, and forecasting • Resource, cost, scope, risk, schedule, and quality reporting • Project control and modification in project document • Scope, risks, schedule, and cost control • Formalization of deliverables' acceptance (labeled by PMBOK as scope verification) • Recording of quality control outcomes • Implementation of risk treatment strategies and activities • Procurement administration (Team, 2013) Key Monitoring and Controlling Process Group outputs are: • Status and progress reports • Risks registers • Updates to the blueprint • Deliverables/products • Requests for change The Closing Process Group PMBOK's fifth.