Preface

This practice guide provides supplementary information to the principles-based A Guide to the Project Management Body of Knowledge (PMBOK^® Guide) – Seventh Edition [1].¹ Usage depends on the individual project professional, the organization, the model selected, and how it is tailored to best meet the project's desired outcomes.

In this practice guide, project management processes are organized into Process Groups and the inputs, tools and techniques, and outputs that are tailored to meet the needs of the organization, stakeholders, and the project. Process Groups interact with each phase of a project life cycle. The number of iterations and interactions between processes varies based on the needs of the project.

For organizations and project management practitioners who wish to adopt a process-based approach, this practice guide will explain the basic framework based on the following five Project Management Process Groups:

▶Initiating. Those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.

▶Planning. Those processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve.

▶Executing. Those processes performed to complete the work defined in the project management plan to satisfy the project requirements.

▶Monitoring and Controlling. Those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes.

▶Closing. Those processes performed to formally complete or close the project, phase, or contract.

¹ The numbers in brackets refer to the list of references at the end of this practice guide.