| ecycle of project can be broken down into five | | | | Management Plan to carry out, or execute, the plan |
| distinct phases or process groups. These five PMBOK | | | | for the project. As you can imagine, the outputs of |
| Process Groups describe and organize the project | | | | this process are the project deliverables, any changes |
| from start to finish. In this article, we will take a high | | | | such as change requests, preventive actions, defect |
| level look at each of these process groups and how | | | | repairs, and performance information about how the |
| they relate and depend on each other to guide the | | | | project plan performed. |
| project to a successful end. It is important to note | | | | Monitoring and Controlling |
| that these process groups are not the | | | | Throughout the project there is a need to control |
| sub-components that make up the project but of | | | | change and monitor that the project is on time and |
| the project lifecycle. | | | | on budget while still producing a quality deliverable. |
| Initiating | | | | The Monitoring and Controlling Process group is |
| The Initiating phase of the project lifecycle is where | | | | where these actions take place. It is here that |
| the project gets defined and authorized by | | | | project change requests get approved or rejected, |
| management. The inputs to this phase are usually a | | | | that defect repairs are approved, and that any |
| statement of work or a contract given to you by | | | | updates to the Project Scope and Project |
| the project sponsor. Other inputs are the | | | | Management Plan are reviewed and approved. This is |
| environmental factors of your organization such as | | | | the process group that is ultimately responsible for |
| policies, procedures, and cultures to name a few. The | | | | approving the final deliverables of the project. |
| output of the Initiating process is a Project Charter | | | | Closing |
| and a Preliminary Project Scope Statement. | | | | After all the deliverables of the project are created, |
| Planning | | | | the closing process group still has to close the overall |
| As you've probably guessed, the inputs to the | | | | project and provide the deliverables to the customer. |
| Planning Process is the Project Charter and the | | | | The inputs to this process group are the |
| Preliminary Project Scope Statement that were the | | | | administrative and contract closeout procedures. You |
| outputs of the Initiating Process. The purpose of the | | | | may have had an internal or external vendor that |
| Planning Process is to refine the project objectives | | | | supplied part of the deliverables that needs to get |
| and then plan the steps necessary to achieve those | | | | paid. You may have a asset management systems |
| objectives within the project scope that was given. | | | | that you now need to update with the new product. |
| The output of the Planning Process is the Project | | | | You may have other procedures and accounts that |
| Management Plan. | | | | need to be updated. It is here that formal |
| Executing | | | | acceptance of the product or service is obtained |
| The Executing Process Group takes the Project | | | | from the customer and a orderly close to the project |
| Management Plan as input. It is here that people and | | | | occurs. |
| other resources are combined with the Project | | | | |