I was constantly overwhelmed by the 618 pager PMBOK guide. At the beginning of each chapter - as I saw the framework for that syllabus, my palms get sweaty. I dread the upcoming few hours of pouring over the dry notes. These are the very reasons why I've create a PMP-Bite series. A compilation of 'small-bites' focusing on the more frequently asked topics, and delivered to you in 'bite-size'. Here's a chapter about the 5 Process Groups

1. maywongmeiching82@gmail.com
my.linkedin.com/in/
maywongmeiching1May Wong, PMP maywongmeiching82@gmail.com
my.linkedin.com/in/
maywongmeiching1May Wong, PMP maywongmeiching82@gmail.com
my.linkedin.com/in/
maywongmeiching1May Wong, PMP
a PMP-BITE series
process
groups to
master and
ACE your PMP

2. HELLO.
Armed with more than 10 years of experience in marketing. Specializing
in Project Management of activation campaigns, conferences, events &
exhibitions.
Bitten by the travel bug and an explorer at heart.
Loves dogs.
@mayscloset
MAY WONGPROJECT MANAGER @ SHELL INTERNATIONAL

3. STOP!Before you dive in……
UNDERSTAND the processes rather
than MEMORIZING them
Use your LOGIC. This will help in
understanding the knowledge areas
involved in each processes
This chapter is about “What you
need to do to manage a project”
For larger projects, these processes
may be repeated several times
Usually, over 70 questions from this
chapter will be in the PMP
examinations
Develop your own way of
understanding these processes
(or use Rita’s Chart)
2 Power Questions
a)What comes before this process?
b)What should I do next?
This chapter has the reputation of
being the toughest. Therefore – go
through this chapter at least 3 times

4. UNDERSTAND the processes
rather than MEMORIZING them
But memorizing the categories
may give the sense of control
some PMs need. Here’s my
memory tool.

5. 47
THERE ARE
PROCESSES
CLUSTERED INTO
PROCESS
GROUPS

6. Initiating the project
START
1 2 Processes

7. Initiating the project
START
Planning the project
PLAN
2 2 Processes
24 Processes

8. Initiating the project
START
Planning the project
PLAN
Executing the project DO
3 2 Processes
24 Processes
8 Processes

9. Initiating the project
START
Planning the project
PLAN
Executing the project DO
Monitoring & Controlling the project CHECK & ACT
4 2 Processes
24 Processes
8 Processes
11 Processes

10. Initiating the project
START
Planning the project
PLAN
Executing the project DO
Monitoring & Controlling the project CHECK & ACT
Closing the project
END
5 2 Processes
24 Processes
8 Processes
11 Processes
2 Processes

11. 5PROJECT MANAGEMENT PROCESSES
Understand that there are co-
relations between Monitoring
& Control, Planning &
Executing. The processes are
usually non-linear

12. PROCESS GROUP INTERACTS IN PROJECT OR PHASE
There will be overlaps in phases
There will be repetition of processes
Process groups are NOT project life
cycle phases!

13. NITIATING
PROJECT
Only 2 processes. Develop Project
Charter & Identify Stakeholders
Obtaining authorization to start a new
project/phase
Initial scope & financial resources are
committed
Stakeholders are identified
Project manager(s) are assigned
Business case firmed, project charter
formed
There is no need to memorize the
definitions. Understand what needs to be
done before a project can officially start.
Examples

14. LANNING
PROJECT
Project Initiating is complete
Approved changes requires re-
planning
Develop project management plan &
documents
Input from stakeholders necessary
Progressive Elaboration usually
happens
Strategy & tactics to perform tasks
formed
There is no need to memorize the definitions. Understand what needs
to be done to define effort/scope of the project and identify what
tasks needs to be done. This process group contains the most
processes (24). All processes with the word ‘PLAN’ falls under this
group
Examples

15. ROGRESSIVE
LABORATION
Process of continually refining
estimates and scope
I noted that this term was
questioned 3 times in my
exam – in various
capacity!

16. XECUTING
PROJECT
Project Planning is complete
Managing change : Integrated change
control
Consists of work performed that was
defined in Planning
Anticipating & managing risks
Coordinating people, managing
stakeholders expectations
Integrating & performing activities –
work performance data collected
There is no need to memorize
the definitions. Understand what
needs to be done to fulfill the
project plans.
Examples

17. MONITORING
PROJECT
Controlling changes by taking
corrective/preventive actions
Monitoring by constantly measuring
against project baselines
Ensure that only approved changes
are implemented
Project closing if project has
completed/terminated
Work Performance Information
collected & managed
Revisit other processes (Initiating,
Planning, Executing) if necessary
There is no need to memorize the definitions. Understand what needs to be
done when a PM monitor & controls a project/phase. Crucial step to manage
changes & determine the path of the project lifecycle. All processes with the
word ‘CONTROL’ falls under this group.
CONTROLLING
Examples

18. LOSING
PROJECT
Processes to obtain acceptance of
project deliverables to formally close
Conduct post-project or phase-end
reviews
Document lessons learnt
Perform team members assessment
& release members/assets
Archive project documents
Only 2 processes: Close out
procurement & Close project/phase
There is no need to memorize the
definitions. Understand what needs
to be done to tie a nice ribbon to
close the project.
Examples

19. INTEGRATION
SCOPE
TIME
COST
QUALITY
HUMAN RESOURCES
COMMUNICATIONS
RISK
INITIATING PLANNING EXECUTING
MONITORING
& CONROLLING CLOSING
PROCESS GROUPS
KNOWLEDGEAREA
SCOPE
TIME
COST
PROCUREMENT
RISK
STAKEHOLDER
KNOWLEDGE
AREAS

20. QUESTIONS?
FEEDBACK?
YOUTHANK