This document discusses process groups and knowledge areas in project management. It explains that there are five process groups - initiating, planning, executing, monitoring and controlling, and closing. Each process group contains several processes that must be performed in sequence. There are also 10 knowledge areas that group the 47 project management processes. The knowledge areas can have issues that require different management strategies. Effective project management requires balancing the triple constraints of time, cost, and scope.

1. Process Groups And Knowledge Areas

2. Managing Real Estate Project
Means Managing Complexities
Construction projects often involve a large number of activities that
create several interfaces example
 Technical interface
 Organisational interface
 Professional interface
 Knowledge interface
 Stage interface
Many To Many Relationships

3. The Complexities Are Multi Directional
Horizontal Complexity : Different knowledge Areas
Vertical Complexity : Processes & Process Groups

4. Advantages Of Integral Approach To Manage Complexities
 Proactive complexity management
 Fewer variations from the agreed plan
 The establishment and maintenance of good relationships
among all parties
 Project success for all parties involved in the project
 Better value for money for builder. Subcontractor and for
customer

5. Process Management
A process is a set of interrelated actions and activities.
Project Management Best Practices Has Identified 47 Key Processes
For Effective Project Management
Each process is characterized by its inputs, the tools and techniques
that can be applied and the resulting output (Called ITTOs)

6. The Project Processes Fall Into One Of Two Major Categories
 Project management processes: These processes ensure the
effective flow of the project throughout its life cycle.
 Product oriented processes : These processes specify and create
the project’s product. These processes vary by application areas
as well as the phase of product life cycle.

7. Characteristics of Project Management Processes
 Ensure the effective flow of the project
 Apply globally and across industry groups
 Iterative, repeated during the project & PLC
 Output becomes an input to another process or is a deliverable
of the project
 Processes are linked by their inputs & outputs
 A change to one process can affect other process
Project Tailoring : The process of deciding which processes to be
used in a specific project to what extent.

8. Theses are the logical groups in which project management process is
divided.
There are Five process groups as per best practice framework for real
estate project management.
 Initiating Process Group
 Planning Process Group
 Executing Process Group
 Monitoring and Controlling Process Group
 Closing Process Group
Project Management Process Groups

9.  The five Process Groups have dependencies
 Typically performed in the same sequence
 They are independent of application areas or industry focus.
 The constituent processes can have interactions
 The nature of these interactions varies from project to project
and may or may not be performed in a particular order.
 Process groups are not phases
Project Management Process Groups

10. Project Management Process Groups
Feasibility
Appoint Architect
Project Manager
Building Plan
Estimation
Funding
Govt Approval
Construction
Sub-contractor management
Commissioning
Managing Resources
Managing Changes
Completion Certificate
Contract Closure
Administrative Closure
Hand Over
Project Management Process Groups

11. Project Management ProcessesMany To Many Relationships Exist
Among Processes & Process Groups

12. Project Management Process GroupsProject Manager Should Carefully
Manage Project Boundaries

13. Process Groups Need To Be Repeated
In Each Phase

14.  Buy-in on project feasibility & aims/objectives by all key stake
holders
 Buy-in on high level cost price and sales prices
 Building concept and market positioning should be ready
 Land acquisition and partnership deals if any finalized
 Project manager should be assigned
 Construction project or phase objectives decided
 Complete high level identification of all the stakeholder needs
 Define the milestones and success criteria
 Identify the order of magnitude (high level) budget
 Ensure that the project is aligned with the organizations
strategic goals
Initiating Process Group

15.  Involves the architectural and engineering design of the
entire project.
 The main output here is various strategies and baselines for
achieving scope, schedule and cost
 Supplementary plans like quality management
communication management, risk management and
procurement management etc should be ready
 Unless the project is very small, the plan details will be fairly
high level these are refined as the project moves through its
various phases or stages. This is called rolling wave planning
Planning Process Group

16.  Refers to the ordering, delivering and expending key project
equipment and materials
 Construction, the process of physically erecting the project and
putting the materials and equipment into place.
 Collecting work performance data for quality assurance
 To ensure appropriate staff are assigned at right time
 Conflict resolution and problem solving among contractors
 Managing procurement contracts negotiation & management
 The risk and issue management and take corrective and
preventative actions
Executing Process Group

17.  Monitoring the construction activities against plans and
baselines.
 Controlling unauthorised and unplanned changes
 Quality control, recommending corrective or preventive action
 Communicating the status of the project to all relevant
stakeholders
 Monitoring and controlling risks
 If the project includes procurements then these would need to
be administered & controlled
Monitoring And Controlling Process Group

18.  Obtain acceptance by customer to formally close project or
phase.
 Handover property to owners
 Conduct post project review with key stakeholders
 Document lesions learned
 Archive all relevant project documents
 Close all procurement activities and payments to
subcontractors
 Release project resources
Closing Process Group

19. A knowledge area basically refers to an area of specialization which
includes a set of concepts, key words and activities specific to that
particular field of project management.
The 47 project management processes are grouped into 10
knowledge areas.
Knowledge Areas

20. Project Knowledge Areas

21. Seven major sources of problems in the project
management knowledge areas
1. Schedule
2. Priorities
3. Resources
4. Technical opinions
5. Administrative procedures
6. Cost
7. Personalities

22. Process Tailoring : Focus On Problem Areas
Knowledge Areas Management Strategy Issues
Integration Management Manage
Scope Management Track
Time Management
Cost Management Manage
Quality Management
People Management Watch List
Communication Management
Risk Management
Procurement Management
Stakeholder Management Manage

23. There are main three interdependent constraints for every project;
time, cost, and scope. This is also known as Project Management
Triangle
Triple Constraints Of Project Management
Manage these or they will manage you!

24. Trainings by Vidya Bhagwat
04 Integration Management : One View For Project
Success
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