Executing Process Project management Process Groups

A Guide to the Project Management Body of Knowledge PMBOK ® Guide Third Edition 60 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA Note: Not all process interactions and data flow among the processes are shown. Figure 3-9. Monitoring and Controlling Process Group The Monitoring and Controlling Process Group includes the following project management processes: .1 Monitor and Control Project Work This is the process necessary for collecting, measuring, and disseminating performance information, and assessing measurements and trends to effect process improvements. This process includes risk monitoring to ensure that risks are identified early, their status is reported, and appropriate risk plans are being executed. Monitoring includes status reporting, progress measurement, and forecasting. Performance reports provide information on the project’s performance with regard to scope, schedule, cost, resources, quality, and risk. 3 Table 3-31. Monitor and Control Project Work: Inputs and Outputs .2 Integrated Change Control This is the process necessary for controlling factors that create changes to make sure those changes are beneficial, determining whether a change has occurred, and managing the approved changes, including when they occur. This process is performed throughout the project, from project initiation through project closure. Table 3-32. Integrated Change Control: 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 61 .3 Scope Verification This is the process necessary for formalizing acceptance of the completed project deliverables. Table 3-33. Scope Verification: Inputs and Outputs .4 Scope Control This is the process necessary for controlling changes to the project scope. Table 3-34. Scope Control: Inputs and Outputs .5 Schedule Control This is the process necessary for controlling changes to the project schedule. Table 3-35. Schedule Control: Inputs and Outputs A Guide to the Project Management Body of Knowledge PMBOK ® Guide Third Edition 62 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA .6 Cost Control The process of influencing the factors that create variances, and controlling changes to the project budget. 3 Table 3-36. Cost Control: Inputs and Outputs .7 Perform Quality Control This is the process necessary for monitoring specific project results to determine whether they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance. Table 3-37. Perform Quality Control: Inputs and Outputs .8 Manage Project Team This is the process necessary for tracking team member performance, providing feedback, resolving issues, and coordinating changes to enhance project performance. Table 3-38. Manage Project Team: 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 63 .9 Performance Reporting This is the process necessary for collecting and distributing performance information. This includes status reporting, progress measurement, and forecasting. Table 3-39. Performance Reporting: Inputs and Outputs .10 Manage Stakeholders This is the process necessary for managing communications to satisfy the requirements of, and resolve issues with, project stakeholders. Table 3-40. Manage Stakeholders: Inputs and Outputs A Guide to the Project Management Body of Knowledge PMBOK ® Guide Third Edition 64 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA