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PMI PMI-RMP Practice Test Questions and Answers, PMI PMI-RMP Exam Dumps - PrepAway

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PROJECT MANAGEMENT PROCESSES

1. PROCESS

Hi, welcome back again to the most important section of this course for me because the processing groups and the knowledge areas we are going to explain in this section are the foundation. They are the basis of all the project management processes. The project management processes What is the process? What are the inputs, tools, techniques, and outputs?

What are the processing groups and the knowledge areas? This is what we are going to discuss in this section. So what is the process? The project lifecycle is managed by executing a series of project management activities, which are called project management processes. Each project management process will produce one or more outputs from one or more inputs by using the appropriate tools and techniques. This is the process. The process is a series of activities that will produce one or more outputs from one or more inputs by using the appropriate tools and techniques. To understand the process in project management, imagine you are cooking in the kitchen and you are making, say, a dish or a mint course of steak with beef, salt, and pepper. All you need to cook are the ingredients.

The gas and the knife you are using are the tools. The procedure you are following to have a good cook will be the techniques, and the output of this process will be the steak. That's what you are going to eat. This is the project management process. Inputs, tools, and techniques will produce an output. Project management processes are logically linked by the outputs they produce. The output of one process generally results in either an input to another process or a deliverable for a project or project phase. So all the outputs that will be produced from the 49 project management processes will either be an input to another process or a deliverable of a project or project phase in and of themselves. This is what a process looks like. You will see the inputs, tools, and techniques, as well as the outputs, of all 49 processes that we are going to discuss in this course. Each process must have inputs, tools, techniques, and outputs. The number of processes, iterations, and interactions between the processes varies based on the needs of the project. But processes generally fail in one of these three categories.

First and foremost, we have processes that are used only once or at predefined points in the project, such as the develop project charter process. Usually, this process will occur or be used once at the beginning of the project. This is the first category. The second category includes processes that are performed periodically as needed. Whenever you need to acquire resources, you will perform the acquire resources process, and whenever you need to conduct or purchase items for your project, you will use the conduct procurement process. The third category will be processes that are performed continuously throughout the project. Many of the project control processes are used from the start until the end of the project. This is what you need to know about the process. In the next lecture, we will talk about ITTO's inputs, tools, techniques, and outputs. Thank you. Keep moving forward. I'll see you at the next lecture.

2. INPUTS, TOOLS, TECHNIQUES, AND OUTPUTS

So what are the inputs, tools, techniques, and outputs that we are going to refer to as the TOS? For each process, you will have a set of ITTO inputs. The foundation and infrastructure of project management processes are tools, techniques, and outputs. For example, to build a house, you need inputs. For our example, the inputs would be the plans, the specifications, the government permits, the financing, and the building materials. Then you will proceed with the construction by using tools and techniques like skilled labour, concrete framing, electrical, plumbing, and finished work. And the output, once you are done, will be the house. Itto and project management processes in general are not one-shot, linear processes. Rather like a project, it forms a circular system of relationships, feedback, and continuous improvement. There are a lot of interactions between the project management processes. If you use a tool for one process, you can reuse it for other processes.

It's not a one-and-done, linear process. So what is the input? Is any item, internal or external to the project, required by a process before the process can proceed? Perhaps a byproduct of a previous process. This is an input item, whether internal or external to the project, that is required for a process to start. Examples are the project charter, project schedule, resource calendars, approved change requests, enterprise environmental factors, and the organisational process assets. As we mentioned in the project environment section, we will have the enterprise environmental factors and the organisational process assets as inputs for the majority of the project management processes. Now what are the tools? Something tangible, such as a template or software programme used in carrying out an activity in order to produce or product a result, Examples are analytical techniques, the PMI (project management information system), benchmarking, and product analysis.

We will discuss all these tools in the coming lectures. A technique is defined as a systematic procedure used by a human resource to perform an activity in order to produce a result or deliver a service, which may involve the use of one or more tools. Examples include meetings, expert judgment, inspection, interviews, or decomposition. Those are the tools and techniques. You will have the output in the process to differentiate between the tools and techniques by using the inputs and the appropriate tools and techniques. Tools are something tangible. While techniques are a defined, systematic procedure, What are the outputs? A product, result, or service generated by a process may be an input to a successor process, like work performance information change requests, project management plan updates, organisational process assets updates, or project agreements updates. This is the input and output tooling technique definition. We will talk about the processing groups in the coming lecture. Thank you so much. I will see you at the next lecture.

3. PROCESS GROUPS

The project management process groups We have two key dimensions for the 49 project management processes. The first one will be the process groups. What are the process groups? Logical grouping of project management processes to achieve specific project objectives Process groups are independent of project phases, and they are grouped into five project management process groups. Always remember that there is a difference between the Project Management Processing Groups and the project phases, or the project lifecycle phases.

Project Management Processing Groups can be applied to all projects, regardless of the type of project itself. So what are the five project management process groups? As shown in this chart, which shows the duration of the project between its start and end, Also, it shows the level of effort. First of all, we have the initiating project group, whose level of effort starts with starting the project and ends here. Then we have the planning process group, which starts immediately after the initiating process group and is furnished here. The Executing Process group, which begins immediately after the Planning Process groups and ends before the project closure, will now be the proxy group with the greatest effort and time commitment.

We have the Monitoring and Controlling Prostitution project, which starts with the start of the project and ends with the project's end. And we have the Closing Process Group, which starts here with the Minimum Efforts and ends with the project closure. Those are the five process groups. First of all, we have the initiating process group or processing group. I'm sorry. Processes are performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase of the existing project. Within the initiating process group, we have two processes: planning process group processes required to establish the scope of the project, refine the objectives, and define the course of action required to achieve the project's objectives. In this process, you will plan for all the project objectives, like the schedule, the scope, the cost, the resources, and the communication.

You will develop the project management plan within the planning process group, and you will implement and execute the project management plan within the executing process group. Processes are performed to complete the work defined in the project management plan and satisfy the project requirements. So you will just execute what you defined earlier. In the Planning Process Group, we have number 4, which is the Monitoring and Controlling Process Group, processes required to track, review, and regulate the progress and performance of the project and identify any areas in which changes to the plan are required and initiate the corresponding changes we have at the end. The closing procedure team Processes performed to formally complete or close the project or phase contain only one process. Proxy groups are not the same as project phases. Most projects are comprised of multiple subprojects or phases, and you will likely repeat each of the Processing Group activities within each project phase or subproject. Here is an example that will make things more clear.

This is the project boundaries, and you are performing all of the processing groups within the project boundaries. You will start with the initiation and planning. Several executing processes will begin during the planning phase, or while you are planning for the project. At the end of the project, you will have the closing processes, and within these four processing groups, you will be monitoring and controlling all the world's performance. So the monitoring and controlling processes will start with the initiating and end with the closing processes. Before you start the project, you will have business documents created by the sponsor. The business documents are the business case and the benefits management plan. Once closing processes are completed, you will have the deliverables, which will go to the end-users and customers, and you'll have the project records and the listen length, which will be stored in the organisational process assets. I hope the project management five processing groups are clear to you. Thank you so much. I will see you at the next lecture.

4. KNOWLEDGE AREAS

The first dimension was the project management processing groups. The second dimension will be the knowledge area. So in addition to the processing groups, processes are also categorised by knowledge areas. A knowledge area is an idealised area of project management. There are ten knowledge areas. We have five process groups and ten knowledge areas.

Any project management process within the 49 processes shall be categorised into one processing group and one knowledge area. It's a strong matrix. The knowledge area is made up of a set of processes, each with inputs, tools, and techniques and outputs. These processes together accomplish proven project management functions and drive project success. Every one of the 49 processes can be mapped to one knowledge area and one process group, identifying and proving the proven project management principle behind the process while at the same time providing the means to accomplish this process. So we have 49 processes, five processing groups, and ten knowledge areas. What are the ten knowledge areas? The most important one for the project manager is also the only knowledge area that cannot be delegated to any of the project team members. It will be led by the project manager himself.

The project integration management includes the processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities. Once the project scope is defined, management includes the processes required to ensure the project includes all the work required and only the work required to complete the project successfully. We have the project schedule management knowledge as follows: Number three includes the processes required to manage the timeframe for completion of the project. And we have project cost management, which includes the processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so the project can be completed within the approved budget. Number five, we have the project quality management, which includes the processes for incorporating the organisation's quality policy regarding planning, managing, and controlling project and product quality requirements in order to meet stakeholders' expectations. We have project resource management. Resources can be physical or human.

Resources includes the processes to identify, acquire, and manage the resources needed for the successful accomplishment of the project. Number seven is project communication management. It's very important. It includes the processes required to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and the ultimate disposition of project information. All are within the scope of project communication management. Project risk management includes the processes of conducting risk management planning, risk identification, qualitative and quantitative analysis, risk response planning, and response implementation, in addition to monitoring the risks on the project. All these processes are part of project rest management. Project procurement management includes the processes necessary to purchase or acquire products, services, or results needed from outside the project team.

Either it was a material supply or signing a contract with the top contractor. Project stakeholder management includes the processes required to identify the people, groups, or organisations that could impact or be impacted by the project and analyse stakeholder expectations and their impact on the project. Overall, we have 49 processes divided between these two knowledge areas. This is the metric we are talking about. Any process will be within a project management process group and a knowledge area. So, for example, the control scope process falls within the monitoring and controlling process group and the project scope management knowledge area. In summary, we can see a strong matrix structure with frostgroups and product management knowledge aires. The knowledge aries will guide us through our course. It means that in the following section, we will start with the integration management and the processes within the integration management. Then we will move to the scope management area until we reach the stakeholder management knowledge area. Thank you so much. I will see you at the next lecture.

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Leandro
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