Pmp 47 Processes Definitions Pmbok 5Th Ed.

Front 1

Develop Project Charter

Back 1

is the process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. The key benefit of this process is a well-defined project start and project boundaries, creation of a formal record of the project, and a direct way for senior management to formally accept and commit to the project.

Front 2

Identify Stakeholders

Back 2

is the process of identifying the people, groups, or organizations that could impact or be impacted by a decision, activity, or outcome of the project; and analyzing and documenting relevant information regarding their interests, involvement, interdependencies, influence, and potential impact on project success.
The key benefit of this process is that it allows the project manager to identify the appropriate focus for each stakeholder or group of stakeholders.

Front 3

Develop Project Management Plan

Back 3

is the process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan.
The key benefit of this process is a central document that defines the basis of all project work.

Front 4

Plan Scope Management

Back 4

is the process of creating a particular management plan that documents how the project scope will be defined, validated, and controlled.
The key benefit of this process is that it provides guidance and direction on how scope will be managed throughout the project.

Front 5

Collect Requirements

Back 5

is the process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives. The key benefit of this process is that it provides the basis for defining and managing the project scope including product scope.

Front 6

Define Scope

Back 6

is the process of developing a detailed description of the project and product.
The key benefit of this process is that it describes the project, service, or result boundaries by defining which of the requirements collected will be included in and excluded from the project scope.

Front 7

Create WBS

Back 7

is the process of subdividing project deliverables and project work into smaller, more manageable components.
The key benefit of this process is that it provides a structured vision of what has to be delivered.

Front 8

Plan Schedule Management

Back 8

is the process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.
The key benefit of this process is that it provides guidance and direction on how the project schedule will be managed throughout the project.

Front 9

Define Activities

Back 9

is the process of identifying and documenting the specific actions to be performed to produce the project deliverables.
The key benefit of this process is to break down work packages into activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work.

Front 10

Sequence Activities

Back 10

is the process of identifying and documenting relationships among the project activities.
The key benefit of this process is that it defines the logical sequence of work to obtain the greatest efficiency given all project constraints.

Front 11

Estimate Activity Resources

Back 11

is the process of estimating the type and quantities of material, human resources, equipment, or supplies required to perform each activity.
The key benefit of this process is that it identifies the type, quantity, and characteristics of resources required to complete the activity which allows more accurate cost and duration estimates.

Front 12

Estimate Activity Durations

Back 12

is the process of estimating the number of work periods needed to complete individual activities with estimated resources.
The key benefit of this process is that it provides the amount of time each activity will take to complete, which is a major input into the Develop Schedule process.

Front 13

Develop Schedule

Back 13

is the process of analyzing activity sequences, durations, resource requirements, and
schedule constraints to create the project schedule model.
The key benefit of this process is that by entering schedule activities, durations, resources, resource availabilities, and logical relationships into the scheduling tool, it generates a schedule model with planned dates for completing project activities.

Front 14

Plan Cost Management

Back 14

is the process that establishes the policies, procedures, and documentation for planning, managing, expending, and controlling project costs. The key benefit of this process is that it provides guidance and direction on how the project costs will be managed throughout the project.

Front 15

Estimate Costs

Back 15

is the process of developing an approximation of the monetary resources needed to complete project activities.
The key benefit of this process is that it determines the amount of cost required to complete project work.

Front 16

Determine Budget

Back 16

is the process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline.
The key benefit of this process is that it determines the cost baseline against which project performance can be monitored and controlled.

Front 17

Plan Quality Management

Back 17

is the process of identifying quality requirements and/or standards for the project and its deliverables, and documenting how the project will demonstrate compliance with relevant quality requirements.
The key benefit of this process is that it provides guidance and direction on how quality will be managed and validated throughout the project.

Front 18

Plan Human Resource Management

Back 18

is the process of identifying and documenting project roles, responsibilities, required skills, reporting relationships, and creating a staffing management plan.
The key benefit of this process is that it establishes project roles and responsibilities, project organization charts, and the staffing management plan including the timetable for staff acquisition and release.

Front 19

Plan Communications Management

Back 19

is the process of developing an appropriate approach and plan for project communications based on stakeholder’s information needs and requirements, and available organizational assets. The key benefit of this process is that it identifies and documents the approach to communicate most effectively and efficiently with stakeholders.

Front 20

Plan Risk Management

Back 20

is the process of defining how to conduct risk management activities for a project.
The key benefit of this process is it ensures that the degree, type, and visibility of risk management are commensurate with both the risks and the importance of the project to the organization.
The risk management plan is vital to communicate with and obtain agreement and support from all stakeholders to ensure the risk management process is supported and performed effectively over the project life cycle.

Front 21

Identify Risks

Back 21

is the process of determining which risks may affect the project and documenting their characteristics. The key benefit of this process is the documentation of existing risks and the knowledge and ability it provides to the project team to anticipate events.

Front 22

Perform Qualitative Risk Analysis

Back 22

is the process of prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact. The key benefit of this process is that it enables project managers to reduce the level of uncertainty and to focus on high-priority risks.

Front 23

Perform Quantitative Risk Analysis

Back 23

is the process of numerically analyzing the effect of identified risks on overall project objectives. The key benefit of this process is that it produces quantitative risk information to support decision making in order to reduce project uncertainty.

Front 24

Plan Risk Responses

Back 24

is the process of developing options and actions to enhance opportunities and to reduce threats to project objectives.
The key benefit of this process is that it addresses the risks by their priority, inserting resources and activities into the budget, schedule and project management plan as needed.

Front 25

Plan Procurement Management

Back 25

is the process of documenting project procurement decisions, specifying the approach, and identifying potential sellers.
The key benefit of this process is that it determines whether to acquire outside support, and if so, what to acquire, how to acquire it, how much is needed, and when to acquire it.

Front 26

Plan Stakeholder Management

Back 26

is the process of developing appropriate management strategies to effectively engage stakeholders throughout the project life cycle, based on the analysis of their needs, interests, and potential impact on project success.
The key benefit of this process is that it provides a clear, actionable plan to interact with project stakeholders to support the project’s interests.

Front 27

Direct and Manage Project Work

Back 27

is the process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project’s objectives. The key benefit of this process is that it provides overall management of the project work.

Front 28

Perform Quality Assurance

Back 28

is the process of auditing the quality requirements and the results from quality control measurements to ensure that appropriate quality standards and operational definitions are used.
The key benefit of this process is it facilitates the improvement of quality processes.

Front 29

Acquire Project Team

Back 29

is the process of confirming human resource availability and obtaining the team necessary to complete project activities.
The key benefit of this process consists of outlining and guiding the team selection and responsibility assignment to obtain a successful team.

Front 30

Develop Project Team

Back 30

is the process of improving competencies, team member interaction, and overall team environment to enhance project performance.
The key benefit of this process is that it results in improved teamwork, enhanced people skills and competencies, motivated employees, reduced staff turnover rates, and improved overall project performance.

Front 31

Manage Project Team

Back 31

is the process of tracking team member performance, providing feedback, resolving
issues, and managing team changes to optimize project performance.
The key benefit of this process is that it influences team behavior, manages conflict, resolves issues, and appraises team member performance.

Front 32

Manage Communications

Back 32

is the process of creating, collecting, distributing, storing, retrieving, and the ultimate disposition of project information in accordance to the communications management plan.
The key benefit of this process is that it enables an efficient and effective communications flow between project stakeholders.

Front 33

Conduct Procurements

Back 33

is the process of obtaining seller responses, selecting a seller, and awarding a contract.
The key benefit of this process is that it provides alignment of internal and external stakeholder expectations through established agreements.

Front 34

Manage Stakeholder Engagement

Back 34

is the process of communicating and working with stakeholders to meet their needs/expectations, address issues as they occur, and foster appropriate stakeholder engagement in project activities throughout the project life cycle.
The key benefit of this process is that it allows the project manager to increase support and minimize resistance from stakeholders, significantly increasing the chances to achieve
project success.

Front 35

Monitor and Control Project Work

Back 35

is the process of tracking, reviewing, and reporting the progress to meet the performance objectives defined in the project management plan.
The key benefit of this process is that it allows stakeholders to understand the current state of the project; the steps taken; and budget, schedule, and scope forecasts.

Front 36

Perform Integrated Change Control

Back 36

is the process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan; and communicating their disposition.
It reviews all requests for changes or modifications to project documents, deliverables, baselines, or the project management plan and approves or rejects the changes.
The key benefit of this process is that it allows for documented changes within the project to be considered in an integrated fashion while reducing project risk, which often arises from changes made without consideration to the overall project objectives or plans.

Front 37

Validate Scope

Back 37

is the process of formalizing acceptance of the completed project deliverables.
The key benefit of this process is that it brings objectivity to the acceptance process and increases the chance of final product, service, or result acceptance by validating each deliverable.

Front 38

Control Scope

Back 38

is the process of monitoring the status of the project and product scope and managing changes to the scope baseline.
The key benefit of this process is that it allows the scope baseline to be maintained throughout the project.

Front 39

Control Schedule

Back 39

is the process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan.
The key benefit of this process is that it provides the means to recognize deviation from the plan and take corrective and preventive actions and thus minimize risk.

Front 40

Control Costs

Back 40

is the process of monitoring the status of the project to update the project costs and managing changes to the cost baseline.
The key benefit of this process is that it provides the means to recognize variance from the plan in order to take corrective action and minimize risk.

Front 41

Control Quality

Back 41

is the process of monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes.
The key benefits of this process include:
(1) identifying the causes of poor process or product quality and recommending and/or taking action to eliminate them; and
(2)validating that project deliverables and work meet the requirements specified by key stakeholders necessary for final acceptance.

Front 42

Control Communications

Back 42

is the process of monitoring and controlling communications throughout the entire project life cycle to ensure the information needs of the project stakeholders are met.
The key benefit of this process is that it ensures an optimal information flow among all communication participants, at any moment in time.

Front 43

Control Risks

Back 43

is the process of implementing risk response plans, tracking identified risks, monitoring residual risks, identifying new risks, and evaluating risk process effectiveness throughout the project.
The key benefit of this process is that it improves efficiency of the risk approach throughout the project life cycle to continuously optimize risk responses.

Front 44

Control Procurements

Back 44

is the process of managing procurement relationships, monitoring contract performance, and making changes and corrections to contracts as appropriate.
The key benefit of this process is that it ensures that both the seller’s and buyer’s performance meets procurement requirements according to the terms of the legal agreement.

Front 45

Control Stakeholder Engagement

Back 45

is the process of monitoring overall project stakeholder relationships and adjusting strategies and plans for engaging stakeholders.
The key benefit of this process is that it will maintain or increase the efficiency and effectiveness of stakeholder engagement activities as the project evolves and its environment changes.

Front 46

Close Project or Phase

Back 46

is the process of finalizing all activities across all of the Project Management Process Groups to formally complete the project or phase.
The key benefit of this process is that it provides lessons learned, the formal ending of project work, and the release of organization resources to pursue new endeavors.

Front 47

Close Procurements

Back 47

is the process of completing each procurement.
The key benefit of this process is that it documents agreements and related documentation for future reference.