Defining the Five Process Groups

In addition to answering the six questions posed in Chapter 2 that a valid project management methodology must answer, whatever project management life cycle model that is used must contain all of the following Process Groups:

• Scoping Process Group (which PMI calls the Initiating Process Group)
• Planning Process Group
• Launching Process Group (which PMI calls the Executing Process Group)
• Monitoring and Controlling Process Group
• Closing Process Group

These five Process Groups are the building blocks of every PMLC. In the simplest of cases, the Process Groups will each be completed once and in the sequence listed here. In more complex situations, some or all of them might be repeated a number of times.

These five Process Groups are defined in the PMBOK Guide. What follows is my adaptation of these Process Groups for use in this book and to prepare you to adapt them for your own use. I have added other processes to conform to the PMLC requirements in Part II. None of these adaptations contradict any of the principles underlying the PMBOK Guide.

The Scoping Process Group

The PMBOK Guide calls this the Initiating Process Group. However, the term initiating can be confusing if you are new to project management. I find the term scoping to be clearer. This Process Group includes all processes related to answering two questions: “What business situation is being addressed?” and “What do you need to do?” It does not include any processes related to doing any project work. That project work is defined in the Planning Process Group to be done later in the project life cycle. The Scoping Process Group also includes establishing the business success criteria that will be the metrics used to answer the question “How will you know you did it?”

The Scoping Process Group includes the following processes:

• Recruiting the project manager
• Eliciting the true needs of the client
• Documenting the client's needs
• Negotiating with the client about how those needs will be met
• Writing a one-page description of the project
• Gaining senior management approval to plan the project

As you can see, the successful completion of the Scoping Process Group is to gain the approval of senior management to move to the next phase of the project. Be advised, however, that not all projects are approved to go to the Planning Phase. In every PMLC, the next phase will be defined by the Planning Process Group. For some models that planning will encompass the entire project, and for others it will encompass only the first cycle or iteration of the project. This direct linkage of the Scoping and Planning Process Groups is present in every PMLC you will study in Part II.

The Planning Process Group

The Planning Process Group includes all processes related to answering two questions: “What will you do?” and “How will you do it?” These processes are as follows:

• Defining all of the work of the project
• Estimating how long it will take to complete the work
• Estimating the resources required to complete the work
• Estimating the total cost of the work
• Sequencing the work
• Building the initial project schedule
• Analyzing and adjusting the project schedule
• Writing a risk management plan
• Documenting the project plan
• Gaining senior management approval to launch the project

Each of the processes in the Planning Process Group can be done in a number of ways. The way that they are done may be a function of the PMLC model being used or any of several other factors. I'll offer my experiences in executing each process and in many cases offer several alternative ways of conducting the process. Choosing which to use in a given situation is where organized common sense again takes its stance.

The Launching Process Group

The PMBOK Guide calls this the Executing Process Group. It is that and more. The Launching Process Group includes all processes related to recruiting and organizing the team and establishing the team operating rules. These processes are preparatory to executing the project. The Launching Process Group also includes all of the processes related to getting the project work started. These would be the executing processes.

The Launching Process Group includes the following processes:

• Recruiting the project team
• Writing a project description document
• Establishing team operating rules
• Establishing the scope change management process
• Managing team communications
• Finalizing the project schedule
• Writing work packages

All of these processes relate more to the art of project management than to the science of project management. During the execution of this Process Group, the entire team may be coming together for the first time. There will be client members and your delivery team members present. Perhaps they are mostly strangers to one another. At this point, they are nothing more than a group. They are not yet a team but must become one in very short order. Thinking back over my early experiences as a project manager when meeting my team members for the first time, I think of my task to create a team as something akin to herding cats. You can't herd cats. There will be confusion and anxiety as they stare across the table at each other wondering why they are there, what they will be doing on the project, and what is happening on the project they should be working on in their home department. Being fully aware of this, the project manager will conduct that first team meeting with care, giving team members an opportunity to introduce themselves to each other and explain what they bring to the project.

The Monitoring and Controlling Process Group

The Monitoring and Controlling Process Group includes all processes related to answering the question “How will you know you did it?” The Monitoring and Controlling Process Group includes all processes related to the ongoing work of the project. These processes are as follows:

• Establishing the project performance and reporting system
• Monitoring project performance
• Monitoring risk
• Reporting project status
• Processing scope change requests
• Discovering and solving problems

Here is where the real work of the project takes place. It is a Process Group that consists of both the art and science of project management. It occupies the project manager with activities internal to the project team itself (mostly science but a dose of art as well) and with activities external to the project team and dealing with the client, the sponsor, and your senior management (mostly art but a dose of science as well). As problems and change requests arise, the strength of your relationship with your client will in large measure contribute to the success or failure of the project.

The Closing Process Group

The Closing Process Group includes all processes related to the completion of the project, including answers to the question “How well did you do?” These processes are as follows:

• Gaining client approval of having met project requirements
• Planning and installing deliverables
• Writing the final project report
• Conducting the post-implementation audit

The end is finally coming into sight. The client is satisfied that you have met the acceptance criteria. It's time to install the deliverables and complete the administrative closedown of the project.