Vincent McKeown PMP, MBA

PROJECT MANAGEMENT PROFESSIONAL

 Vincent McKeown PMP, MBA

PROJECT MANAGEMENT PROCESS TABLE

5 Process Groups

Initiation, Planning, Executing, Monitoring & Controlling, and

Closing
10 Knowledge Areas

Integration, Scope, Time, Cost, Quality, Human Resources,

Communication, Risk, Procurement, and Stakeholder.
47 Total Processes

Processes are categorized by Process Group and Knowledge

Area.

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 Vincent McKeown PMP, MBA

PROJECT MANAGEMENT PROCESS TABLE

Integration 1 1 1 2 1
Scope 4 2
Time 6 1
Cost 3 1
Quality 1 1 1
Human Resources 1 3
Communications 1 1
Risk 5 1
Procurement 1 1 1 1
Stakeholder 1 1 1 1

3
 Initiation Planning Executing Monitoring & Closing
Controlling
Develop Develop PMP Direct & Manage Project M&C Project Work Close Project or Phase
Integration Project Charter Work Perform Integrated Change
Control
Plan Scope Management Validate Scope
Scope Collect Requirements Control Scope
Define Scope
Create WBS
Plan Schedule Mngt Control Schedule
Time Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity durations
Develop Schedule
Plan Cost Management Control Costs
Cost Estimate Costs
Determine Budget

Plan Quality Management Perform Quality Assurance Control Quality

Quality
Plan HR Management Acquire Project Team
Human Develop Project Team
Resources Manage Project Team

Plan Communication Mngt Manage Communications Control Communications

Communications
Plan Risk Management Control Risk
Risk Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Plan Procurement Management Conduct Procurements Control Procurements Close Procurements
Procurement

Identify Stakeholder Plan Stakeholder Management Manage Stakeholder Mngt Control Stakeholder
Stakeholder Engagement
Initiation Executing/
Planning M&C Closing

Project Time
Project Time
 Functional Organization

CEO
Project Coordinator
Little to no authority
Functional Functional Functional Functional Limited Resource
Manager Manager Manager Manager Availability
(Accounting) (Engineering) (Production) (Sales) Functional Manager
handles budget
PM role is part time
Staff Staff Staff Staff Staff is part time

Staff Staff Staff

Staff Staff Staff

 Matrix Organization

CEO
WEAK Matrix
Project Coordinator
Functional Functional Functional Functional Little authority
Manager Manager Manager Manager Limited Resource
(Accounting) (Engineering) (Production) (Sales) Availability
Functional Manager
handles budget
Staff Staff Staff Staff PM role is part time
Staff is part time

Staff Staff Staff

Staff Staff Staff

 Matrix Organization

CEO
BALANCED Matrix
Project Manager
Functional Functional Functional Functional Little to moderate
Manager Manager Manager Manager authority
(Accounting) (Engineering) (Production) (Sales) Limited to moderate
Resource Availability
Functional Manager and
Staff Staff Staff Staff the PM handles budget
PM role is full time
Staff is part time

Staff Staff Staff

Staff Staff Staff

 Matrix Organization

CEO
STRONG Matrix
Project Manager
Functional Functional Functional Functional Moderate to High
Manager Manager Manager Manager authority
(Accounting) (Engineering) (Production) (Sales) Moderate to High
Resource Availability
PM handles budget
Staff Staff Staff Staff PM role is full time
Staff is full time

Staff Staff Staff

Staff Staff Staff

 Projectized Organization

CEO
Project Manager
High to total authority
Project Manager Project Manager Project Manager High Resource Availability
Project Manager
AV Install PM handles budget
Radio Upgrade New Technology IT install PM role is full time
Staff is full time

Staff Staff Staff Staff

Staff Staff Staff

Staff Staff Staff

 Composite Organization

CEO

Functional Functional Functional Functional

Manager of
Manager Manager Manager Manager
Project Managers
(Accounting) (Engineering) (Production) (Sales)

Staff Staff Staff Staff Project Manager

Staff Staff Staff Project Manager

Staff Staff Staff

Common Inputs to know:
Enterprise Environmental Factors
Organizational Process Assets

Common Tools to know:

Expert Judgment

Common Outputs in Monitoring & Controlling:

Change Requests
Enterprise Environmental Factors
Culture, Structure, governance
Government and Industry Standards
Infrastructure
Human Resources
Personnel Administration
Work Authorization Systems
Economic Conditions
Risk tolerances
Political Climate
Communication Channels
PMIS (Project Management Information Systems)
Enterprise Environmental Factors
Culture, Structure, governance
Government and Industry Standards
Infrastructure
Human Resources
Personnel Administration
Work Authorization Systems
Economic Conditions
Risk tolerances
Political Climate
Communication Channels
PMIS (Project Management Information Systems)
Organizational Process Assets
Standards, Policies, Procedures, and project documents
Financial Databases
Historical Information
Issue and Defect Management databases
Project Files from previous projects
Work Performance Data
Raw Data from Project Work

Work Performance Information

Analyzed data and the analysis result presented as a representation
of the state of the project.
Generally from Monitoring & Controlling processes.

Work Performance Reports

The Tangible reports from work performance information.
 Vincent McKeown PMP, MBA

INTEGRATION MANAGEMENT

Develop Develop Project Direct and Monitor & Control Close Project or
Project Management Plan Manage Project Project Work Phase
Charter Work
Perform
Integrated
Change Control

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 Vincent McKeown PMP, MBA

Develop Project Charter

Develop the Project Charter processes creates the Project Charter.

The Inputs are: the Project Statement of Work, Business Case, and
Agreements.

The tool used is: Expert Judgment

 Vincent McKeown PMP, MBA

Develop Project Charter

Project Charter.

Gives justification to the Project

Includes;
Justification and purpose
Success Criteria
High Level Scope
Constraints and Assumptions
Goals for Time and Cost
Project Managers authority level
Stakeholders
Project Approval Requirements
 Vincent McKeown PMP, MBA

INTEGRATION MANAGEMENT

Develop Develop Project Direct and Monitor & Control Close Project or
Project Management Plan Manage Project Project Work Phase
Charter Work
Perform
Integrated
Change Control

21
 Vincent McKeown PMP, MBA

Develop Project Management Plan

Develop the Project Management Plan process creates the Project

Management Plan.

The Inputs are: the outputs from other processes

The too used is: Expert Judgment

 Vincent McKeown PMP, MBA

Planning

Plan Scope Management

Collect Requirements
Scope
Define Scope
Create WBS
Plan Schedule Mngt
Define Activities
Time
Sequence Activities
Estimate Activity Resources
Estimate Activity durations
Develop Schedule
Plan Cost Management
Estimate Costs
Cost
Determine Budget
Project Plan Quality Management
Quality
Management
Plan HR Management
Plan Human Resources
Plan Communication Mngt
Communications
Plan Risk Management
Identify Risks Risk
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Plan Procurement Management
Procurement
Plan Stakeholder Management
Stakeholder
 Sub-Management Plans in the PMP (Project Management Plan)

Scope Requirements Management Plan Procurement Management Plan

Procurement

Scope
Scope Management Plan Risk Management Plan Risk
Time Schedule Management Plan Stakeholder Management Plan Stakeholder
Cost Cost Management Plan Change Management Plan Integration

Quality Quality Management Plan Configuration Management Plan Integration

Communications Communications Management Plan

Human Resources Human Resource Management Plan
Other Documents in the PMP
Scope Requirements Cost Baseline Cost
Scope Requirements Traceability Matrix Quality Baseline Quality
Scope Scope Baseline Change Control Systems Integration
Scope Project Scope Statement Resource List/Calendar Human Resources

Scope Work Breakdown Structure Organizational Chart Human Resources

Time Milestone List Stakeholder Register Stakeholder

Time Activity List
Time Schedule Baseline
 Vincent McKeown PMP, MBA

INTEGRATION MANAGEMENT

Develop Develop Project Direct and Monitor & Control Close Project or
Project Management Plan Manage Project Project Work Phase
Charter Work
Perform
Integrated
Change Control

25
 Vincent McKeown PMP, MBA

Direct and Manage Project Work

Direct and Manage Project Work creates Deliverables, Work

Performance Data, and Change Requests.
The Inputs are: the Project Management Plan, Approved Change
Requests, Organizational Process Assets, and Enterprise
Environmental Factors
The tool used is: Expert Judgment, PMIS, and Meetings.
 Vincent McKeown PMP, MBA

INTEGRATION MANAGEMENT

Develop Develop Project Direct and Monitor & Control Close Project or
Project Management Plan Manage Project Project Work Phase
Charter Work
Perform
Integrated
Change Control

27
 Vincent McKeown PMP, MBA

Monitor and Control Project Work

Monitor and Control Project Work creates the Change Requests,

Work Performance Reports, and Project Management Plan
updates.

The Inputs are: the Project Management Plan, Schedule & Cost
Forecasts, Validated Change Requests, and Work Performance
Information.

The tool used is: Expert Judgment, Analytical Techniques, and

PMIS (Project Management Information System).
 Vincent McKeown PMP, MBA

INTEGRATION MANAGEMENT

Develop Develop Project Direct and Monitor & Control Close Project or
Project Management Plan Manage Project Project Work Phase
Charter Work
Perform
Integrated
Change Control

29
 Vincent McKeown PMP, MBA

Perform Integrated Change Control

Perform Integrated Change Conrol creates the Approved Change

Requests, Change Log, and Project Management Plan Updates.

The Inputs are: the Project Management Plan, Work Performance

Reports, and Change Requests.

The tool used is: Meetings, Change Request Tools, and Expert
Judgment
 Vincent McKeown PMP, MBA

Perform Integrated Change Control

When performing Integrated Change Control:

Determine what changes have been done, and what needs to be
done.
Review and approve change requests
Monitor and adjust baselines
Communicate status on the project regarding the implemented
changes.
 Vincent McKeown PMP, MBA

INTEGRATION MANAGEMENT

Develop Develop Project Direct and Monitor & Control Close Project or
Project Management Plan Manage Project Project Work Phase
Charter Work
Perform
Integrated
Change Control

32
 Vincent McKeown PMP, MBA

Close Project or Phase

The Close Project or Phase creates the Final Product, Service, or

Result.

The Inputs are: the Project Management Plan, and Accepted

Deliverables.

The tool used is: Expert Judgment, Meetings, and Analytical

Techniques.
Close Project or Phase