Initiating Process Group Project management Process Groups

.1 Develop Project Management Plan This is the process necessary for defining, preparing, integrating and coordinating all subsidiary plans into a project management plan. The project management plan becomes the primary source of information for how the project will be planned, executed, monitored and controlled, and closed. Table 3-3. Develop Project Management Plan: Inputs and Outputs .2 Scope Planning This is the process necessary for creating a project scope management plan that documents how the project scope will be defined, verified and controlled, and how the work breakdown structure will be created and defined. Table 3-4. Scope Planning: Inputs and Outputs A Guide to the Project Management Body of Knowledge PMBOK ® Guide Third Edition 48 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA .3 Scope Definition This is the process necessary for developing a detailed project scope statement as the basis for future project decisions. 3 Table 3-5. Scope Definition: Inputs and Outputs .4 Create WBS This is the process necessary for subdividing the major project deliverables and project work into smaller, more manageable components. Table 3-6. Create WBS: Inputs and Outputs .5 Activity Definition This is the process necessary for identifying the specific activities that need to be performed to produce the various project deliverables. Table 3-7. Activity Definition: Inputs and Outputs A Guide to the Project Management Body of Knowledge PMBOK ® Guide Third Edition 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA 49 .6 Activity Sequencing This is the process necessary for identifying and documenting dependencies among schedule activities. Table 3-8. Activity Sequencing: Inputs and Outputs .7 Activity Resource Estimating This is the process necessary for estimating the type and quantities of resources required to perform each schedule activity. Table 3-9. Activity Resource Estimating: Inputs and Outputs .8 Activity Duration Estimating This is the process necessary for estimating the number of work periods that will be needed to complete individual schedule activities. Table 3-10. Activity Duration Estimating: Inputs and Outputs A Guide to the Project Management Body of Knowledge PMBOK ® Guide Third Edition 50 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA .9 Schedule Development This is the process necessary for analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule. 3 Table 3-11. Schedule Development: Inputs and Outputs .10 Cost Estimating This is the process necessary for developing an approximation of the costs of the resources needed to complete project activities. Table 3-12. Cost Estimating: Inputs and Outputs .11 Cost Budgeting This is the process necessary for aggregating the estimated costs of individual activities or work packages to establish a cost baseline. Table 3-13. Cost Budgeting: Inputs and Outputs A Guide to the Project Management Body of Knowledge PMBOK ® Guide Third Edition 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA 51