The Project Management Process outlines what you need in order to manage a project. The diagram shows the process. It is made up of five interrelated groups: Initiating and Planning, Executing and Monitoring and Controlling, Closing and Closing.
It is important to remember that Project Management Processes are universal and industry-independent. To manage a project, you don’t need to have industry-specific knowledge. But, being proficient in certain areas will increase your efficiency and decrease the hassle. You will be able to choose from a wide range of career options if you are proficient in Project Management. Additional information on the project’s exact start and end.
In one of my previous posts, I used a metaphor to describe project management. If you haven’t seen it, please take a look.
Our tools are the processes. There are tools that allow us to identify the product we want to create (initiating). Some tools help us plan how we will produce the product (planning). A combination of tools and techniques is necessary to actually craft the product (executing). Tools are available to measure the product and ensure that it is being done correctly (monitoring, controlling). There are also tools that can pack the product and deliver it to the customer, as well as ensure that he is satisfied (closing).
Complex projects often consist of multiple phases (or subprojects) that may be consecutive. Each phase creates a piece that is required to deliver the entire product (result or service) of the project. In this case, you will apply the project management process to each phase. A project can be managed by one project manager cycle, which covers the entire project lifecycle from beginning to end.
A performing organization is one that has the resources, expertise, and capabilities to do the work.
How does it work? A customer or a sponsor of the project contacts a performing organization. A performing organization assigns a project manager to the project and some resources to help with its assessment.
The customer is contacted by the project manager to discuss their business case, requirements, budget constraints, high-level risk factors, and deliverables. The project manager uses this information to determine if the project can be achieved within the constraints. If the project is feasible, the project manager creates a Project Charter. This document includes all the information mentioned above. If not, the project manager must negotiate changes to the scope, deadlines, or budget.
The Project Charter is signed by the sponsor. This gives official approval for the project’s existence. The Project Manager is authorized to use allotted resources.
During initiation, the project manager also creates a list all Stakeholders and logs them in to the Stakeholder Register. It will be used throughout the project to gather requirements and expectations.
After the project has been approved, the project manager must create a detailed and realistic Project Management Plan. He will need to work with the project management team to cover all knowledge areas. They will need to determine how to plan, execute, and control scope, cost, schedule, quality and risks.
These processes are organized in a specific order. The plan must cover all aspects of the project.
The customer should approve the final plan. The plan should be approved by the customer.
Executing group process
Here, the project team works towards delivering deliverables. The project manager organizes the work and ensures that it is as close to the plan as possible. He must ensure that the procedures and processes are followed by the team.
The team should produce performance data (e.g. Daily reports should be generated by the team to help control the project.
The Project Manager works closely to all stakeholders.