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The process of finalizing all activities across all of the Project Management Process Groups to formally complete the project or phase.
This process archived the project or phase information, the planned work is completed, and organizational team resources are released to pursue new endeavors.
This process is performed once or at predefined points in the project.
The process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and project management plan; and communicating their disposition.
This process allows for documented changes within the project to be considered in an integrated manner while addressing overall project risk, which often arises from changes made without consideration of the overall project objectives or plans.
This process is performed throughout the project.
The process of tracking, reviewing, and reporting the progress to meet the performance objectives defined in the project management plan.
This process allows stakeholders to understand the current state of the project, to recognize the actions taken to address any performance issue, and to have visibility into the future project status with cost and schedule forecast.
The process of using existing knowledge and creating new knowledge to achieve the project’s objectives and contribute to organizational learning.
Prior organizational knowledge is leveraged to produce or improve the project outcomes, and knowledge created by the project is available to support organizational operations and future projects or phases.
The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project’s objectives
This process provides overall management of the project work and deliverables, thus improving the probability of project success.
The process of consolidating all subsidiaries plan and baselines and integrating them into a comprehensive project management plan.
This process produces a comprehensive document that defines the basis of all project work and how the work will be performed.
This process is performed once or at predefines points in the project.
The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.
This process provides a direct link between the project and the strategic objectives of the organization, creates a formal report of the project, and shows the organizational commitment to the project.
The process of monitoring the status of the project and product scope and managing changes to scope baseline.
This process maintains scope baseline throughout the project.
The process of formalizing acceptance of the completed project deliverables.
This process brings objectivity to the acceptance process and increases the probability of final product, service, or result acceptance by validating each deliverable.
This process is performed periodically throughout the project as needed.
The process of subdividing project deliverables and project work into smaller, more manageable components (work package).
This process provides a framework of what has to be delivered.
The process of developing a detailed description of the project and product.
This process describes the product, service, or result boundaries and acceptance criteria.
The process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives.
This process provides the basis for defining the product scope and project scope.
The process of creating a document that documents how the project scope will be defined, validated, and controlled. Provide guidance and direction on how scope will be managed throughout the project.
The process of monitoring the progress status of the project and managing changes to the schedule baseline.
This process is maintaining the schedule baseline throughout the project.
The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model for project execution and monitoring and controlling.
This process generates a schedule model with planned dates for completing project activities.
The process of estimating the time or duration required to complete each project activities.
This process provides the amount of time each activity will take to complete.
The process of determining the logical relationship between each project activities.
This process defines the logical sequence of work to obtain the greatest efficiency given all project constraints.
The process of identifying activities that are required to produce project deliverables.
This process decomposes work packages into schedule activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work.
The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule
This process provides guidance and direction on how the project schedule will be managed throughout the project.
The process to monitor how the funds are being used and to manage changes to the cost baseline
This process is maintaining the cost baseline throughout the project.
The process to aggregate activity cost estimates to determine how much fund is required.
This process determines the cost baseline against which project performance can be monitored and controlled.
The process to develop an approximate estimation of how much it will cost to complete project activities
This process determines the monetary resources required for the project.
The process of defining how the project costs will be estimated, budgeted, managed, monitored, and controlled.
This process provides guidance and direction on how the project costs will be managed throughout the project.
The process of monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes.
This process verifying that project deliverables and work meet the requirements specified by key stakeholders for final acceptance.
The process of auditing the quality requirements and the results from quality control measurements to ensure that appropriate quality standards and operational definitions are used.
This process increases the probability of meeting the quality objectives as well as identifying ineffective processes and causes of poor quality.
The process of identifying quality requirements and/or standards for the project and its deliverables.
This process provides guidance and direction on how quality will be managed and verified throughout the project.
The process of ensuring that the physical resources assigned and allocated to the project are available as planned, monitoring planned versus actual, and making corrective actions as necessary.
Ensures that the assigned resources are available to the project at the right time and in the right place and are released when no longer needed.
The process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance.
This process influences team behavior, manage conflict and resolve issues.
The process of improving competencies, team member interaction, and overall team environment to enhance project performance.
Will results in improve teamwork, enhanced interpersonal skills and competencies, motivated employees, reduced attrition, and improved overall project performance.
The process of obtaining team members, facilities, equipment, materials, supplies, and other resources necessary to complete project work.
This process outlines and guides the selection of resources and assigns them to their respective activities.
The process of estimating team resources and the type and quantities of materials, equipment, and supplies necessary to perform project work.
This process identifies the type, quantity, and characteristics of resources required to complete the project.
This process establishes the approach and the level of management effort needed for managing project resources based on the type of complexity of the project.
The process of monitoring and controlling the project communications to ensure the information needs of project stakeholders are being met.
Optimal information flow as defined in the communications management plan and the stakeholder engagement plan.
The process of gathering and retrieving, distributing, storing, and ultimately disposing of the project information.
Enables an efficient and effective information flow between the project team and the stakeholders.
The process to define how the project information will be retrieved, maintain, distribute, store, and dispose of. This process also looks at how to maximize the efficiency and effectiveness of the communication in the project.
Enables a documented approach to effectively and efficiently engage stakeholders by presenting relevant information in a timely manner
The process of monitoring the implementation of risk response plans, tracking identified risks, identifying and analyzing new risks, and evaluating risk process effectiveness throughout the project.
This process enables project decisions to be based on current information about overall project risk exposure and individual project risks.
This process is performed throughout the project as needed.
The process of implementing risk response plans.
This process ensures that agreed-upon risk responses are executed as planned in order to address overall project risk exposure, minimize project threats, and maximize project opportunities.
The process of developing options, selecting strategies, and agree on actions to address overall project risk exposure, as well as to treat individual project risks.
This process identifies appropriate ways to address overall project risk and individual project risks.
The process of numerically analyzing the effect of identified risks and other sources of uncertainty on overall project objectives.
This process quantifies overall project risk exposure, and it can also provide additional quantitative risk information to support risk response planning.
This process is not required for every project, but where it is used, it is performed throughout the project.
The process of prioritizing individual project risks for further analysis or action by assessing their probability of occurrence and impact as well as other characteristics.
This process helps to focus efforts on high-priority risks.
The process of identifying individual project risks as well as sources of overall project risk and documenting their characteristics.
Documentation of existing individual project risks and the source of overall project risk.
The process of defining how to conduct risk management activities for a project.
Ensures that the degree, type, and visibility of risk management are proportionate to both risk and the importance of the project to the organization and other stakeholders.
The process of documenting project procurement decisions, specifying the approach, and identifying potential sellers.
This process helps to determine whether to acquire goods and services from outside of the project and, if so, what – when – and how to acquire it.
Performed once or at predefined points in the project.
The process of obtaining seller responses, selecting a seller and awarding a contract.
This process helps selects a qualified seller and implement the legal agreement for delivery.
Periodically throughout the project, as needed.
The process of managing procurement relationships, monitoring contract performance, and making changes and corrections to contracts as appropriate.
Ensures that both the seller’s and buyer’s performance meet the project’s requirements according to the term of the legal agreement.
Throughout the project, as needed.
The process of identifying stakeholders in your project. It is essential to identify all stakeholders on the project regularly.
Enables the project team to identify the appropriate focus for engagement of each stakeholder or group of stakeholders.
The process of developing approaches to involve stakeholders based on their needs, expectations, interests, and potential impact on the project.
Provides an actionable plan to interact effectively with stakeholders.
The process of communicating with stakeholders and making sure that their expectations are being met, address any issues, and keeping the stakeholders support and interest to the project remains within the plan.
Allows the project manager to increase support and minimize resistance from stakeholders.
Throughout the project.
The process of monitoring the stakeholder relationship, communications, and engagement level and make changes to the engagement strategies and plans if required.
It maintains or increases the efficiency and effectiveness of stakeholder engagement activities and the project evolves and its environment changes.