Introduction to the 47 Processes of Project Management
Project management is a complex discipline that involves a multitude of tasks, each critical to the success of a project. The Project Management Institute (PMI) has identified 47 processes that are considered essential for managing projects effectively. These processes are grouped into five Process Groups and ten Knowledge Areas, as outlined in the PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide). Understanding and implementing these processes can significantly enhance the efficiency and outcomes of any project. In this article, we will delve into each of these processes, providing insights and examples to illustrate their importance in the project management landscape.
Project Management Process Groups
The 47 processes of project management are organized into five distinct Process Groups. These groups represent the stages of a project lifecycle and help organize the processes into a logical flow. The five Process Groups are:
- Initiating
- Planning
- Executing
- Monitoring and Controlling
- Closing
Initiating Process Group
The Initiating Process Group involves processes that define a new project or a new phase of an existing project. The key processes in this group are:
- Develop Project Charter
- Identify Stakeholders
Develop Project Charter is the process of creating a document that formally authorizes a project or phase. It includes key project details such as objectives, requirements, and stakeholders. An example of this process in action is when a company decides to launch a new product and creates a charter to outline the project’s purpose and its alignment with organizational goals.
Identify Stakeholders is the process of identifying all people or organizations impacted by the project and documenting their interests, involvement, and impact on project success. For instance, when constructing a new building, the project team must identify and engage with stakeholders such as local government, future tenants, and contractors.
Planning Process Group
The Planning Process Group consists of processes required to establish the scope of the project, refine objectives, and define the course of action required to attain those objectives. This group includes processes such as:
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- Develop Project Management Plan
- Plan Scope Management
- Collect Requirements
- Define Scope
- Create Work Breakdown Structure (WBS)
Develop Project Management Plan is the cornerstone process that consolidates all subsidiary plans and baselines. For example, a project management plan for a software development project would include plans for scope, schedule, cost, quality, resources, communications, risk, procurement, and stakeholder engagement.
Plan Scope Management ensures that the project scope is accurately defined and mapped. Collect Requirements involves gathering inputs from stakeholders to define project deliverables. Define Scope is the process of developing a detailed description of the project and its products. Create Work Breakdown Structure (WBS) is the process of subdividing project deliverables and project work into smaller, more manageable components.
Executing Process Group
The Executing Process Group involves processes used to complete the work defined in the project management plan to satisfy the project specifications. This group includes processes such as:
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- Direct and Manage Project Work
- Manage Project Knowledge
- Acquire Resources
- Develop Team
- Manage Team
Direct and Manage Project Work is the process of leading and performing the work defined in the project management plan. Manage Project Knowledge involves using existing knowledge and creating new knowledge to achieve the project’s objectives. Acquire Resources includes obtaining the team members and physical resources necessary to complete the project. Develop Team and Manage Team are processes that focus on improving competencies, team member interaction, and overall team environment.
Monitoring and Controlling Process Group
This group consists of processes required to track, review, and regulate the progress and performance of the project. It also involves managing changes to the project management plan. Key processes include:
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- Monitor and Control Project Work
- Perform Integrated Change Control
- Validate Scope
- Control Scope
- Control Schedule
Monitor and Control Project Work is the process of tracking, reviewing, and reporting the progress to meet the performance objectives defined in the project management plan. Perform Integrated Change Control reviews all change requests, approves changes, and manages changes to deliverables. Validate Scope involves formalizing acceptance of the completed project deliverables, while Control Scope monitors the status of the project and product scope and manages changes to the scope baseline. Control Schedule is the process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline.
Closing Process Group
The Closing Process Group consists of processes performed to finalize all activities across all Process Groups to formally close the project or phase. The key process in this group is:
- Close Project or Phase
Close Project or Phase is the process of finalizing all activities across all of the Project Management Process Groups to formally close the project or phase. This includes handing over deliverables, releasing project resources, and obtaining formal acceptance of the project by the customer. An example is the completion of a marketing campaign project, where the project team delivers the final report, closes out contracts, and conducts a post-mortem analysis to capture lessons learned.
Project Management Knowledge Areas
The 47 processes are also categorized into ten Knowledge Areas, which are areas of specialization within project management. These Knowledge Areas include:
- Project Integration Management
- Project Scope Management
- Project Schedule Management
- Project Cost Management
- Project Quality Management
- Project Resource Management
- Project Communications Management
- Project Risk Management
- Project Procurement Management
- Project Stakeholder Management
Each Knowledge Area encompasses a set of processes that are related to a specific aspect of project management. For example, Project Scope Management includes processes like Plan Scope Management, Collect Requirements, Define Scope, Create WBS, Validate Scope, and Control Scope.
Project Integration Management
Project Integration Management is the Knowledge Area that includes processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups. It includes processes like Develop Project Charter, Develop Project Management Plan, Direct and Manage Project Work, Monitor and Control Project Work, Perform Integrated Change Control, and Close Project or Phase.
Applying the 47 Processes in Real-World Scenarios
To illustrate the application of the 47 processes, let’s consider a case study of a construction project. The project manager would begin by initiating the project through the development of a project charter and identifying stakeholders. During the planning phase, they would collect requirements from stakeholders, define the scope, create a WBS, and develop comprehensive plans for schedule, cost, quality, resources, communications, risk, procurement, and stakeholder engagement.
As the project moves into execution, the project manager would direct and manage project work, acquire and develop the project team, and ensure effective communication and stakeholder engagement. Throughout the project, monitoring and controlling processes would be vital to manage changes, track progress, control the budget, and ensure quality standards are met. Finally, upon project completion, the closing processes would involve obtaining customer acceptance, finalizing deliverables, releasing resources, and capturing lessons learned.
FAQ Section
What is the purpose of the 47 processes of project management?
The 47 processes provide a framework for managing projects effectively and are designed to ensure that all aspects of a project are planned, executed, monitored, controlled, and closed in a structured manner. They help project managers to deliver projects on time, within budget, and to the satisfaction of stakeholders.
Do all projects require the use of all 47 processes?
Not all projects will require the use of all 47 processes. The size, complexity, and specific needs of a project will determine which processes are necessary. Project managers must use their judgment to tailor the processes to suit the project’s requirements.
How do the 47 processes relate to the five Process Groups?
The 47 processes are distributed among the five Process Groups (Initiating, Planning, Executing, Monitoring and Controlling, and Closing) to align with the phases of a project’s lifecycle. Each process belongs to one of these groups based on its purpose and timing within the project.
Can the 47 processes be applied to any type of project?
Yes, the 47 processes are designed to be generic enough to apply to any type of project across various industries. However, they may need to be adapted to fit the specific context and constraints of different projects.
