Initiating Process Group
This process group outlines the processes that define a new chapter of a continuing project or a completely new one and in doing so procures authorization of the chapter or project. Within the processes that make up this group, financial resources are committed to the project, and its preliminary scope is clearly defined. Accordingly, the principle goals here are to define the boundaries of the project as well as the business need that has led to the initiation of the project (Dinsmore & Cabanis-Brewin, 2011). Additionally, and equally important, this ensures that the project has been compared to other options and turned out to be the best choice. Certainly, this must be accompanied by a note of the reasons that prompted the choice. Generally, it is made up of three core procedures: development of project charter, identifying the stakeholders (internal, internal to the organization but external to the specific project, and those completely external to the organization), and initiating the processes (Team FME, 2015).
Planning Process Group
This group offers guiding principles that bring all sorts of the planning needed together in order to pursue the project. The process group is thus made up of processes put into action to launch the entire scope of work, define project goals, and come up with a means of achieving these goals. Considering the new information as well as the resources that emerge as the project continues, it is important to maintain the repetitive nature of the planning skill (Team FME, 2015). Failure to maintain it leads to proverbial problems such as wrong estimations in terms of costs and time. However, too much of it could compromise project progression. Overall, this process group finds domain and planning experts to handle several core tasks. First, they are expected to come up with the most appropriated estimates during the initial stages. This involves defining activities, sequencing these activities, making estimates of activity resources, and estimation of activity durations. Another core task is to highlight uncertainty zones in the project’s factor in eventualities. This involves planning risk management, identifying risks, and conducting qualitative and quantitative risk analysis (Team FME, 2015).
Executing Process Group
This involves processes relating to completion of the project with reference to the initial plan and in doing so fulfill all its specifications. Accordingly, the coordination of resources and manpower tends to be the principle task here. Similarly, integration of project activities with respect to the project plan is conducted in this process group. To do this, productive and efficient groups are formed here and tasked with the biggest share of the project work. They are also expected to be sensitive to the timelines and ultimately create deliverables and products (Team FME, 2015). Fundamentally, this process group is made up of eight core processes. First, there is the aspect of directing and management of project execution. This basically involves delivering the tasks as detailed in the management plan. The second is conducting quality assurance. This involves ensuring that the deliverables and/or products conform to the preset criteria. This is then followed by acquiring the project team. Here, the major task is to ensure that individuals who are brought together for the job possess skills that match the project’s needs. Having gotten the team, the other tasks are management of the team, distribution of information, managing stakeholder expectations, and conducting procurements (Dinsmore & Cabanis-Brewin, 2011).
Monitoring and Control Process Group
This process group brings together processes that are needed to review, track, and regulate performance and progress of the project. On the same note, it involves processes that identify aspects of the plan that need changes and how such changes may be effected (Dinsmore & Cabanis-Brewin, 2011). One particular area of expertise that is least needed in this process group is human resources. For the major part, only data is collected and analyzed. The results gained here are then compared to the project execution plan. If any differences are noted, corrective action is then taken in order to ensure that the project takes its preset path. Here, the corrective action may either be an amendment of the plan or a change in the manner in which the plan is being executed. Where no differences are noted, the project is left to continue without interruptions or changes (Team FME, 2015).
Closing Process Group
This involves processes tied to the formal termination of activities related to the project phase or new project. It also deals with processes of handing over the complete products or closing a project that has been cancelled. This is focused on bringing the project to a structured closure whereby all deliverables are transferred officially to other parties, lessons from the project are noted and archived, and all contracts that were established for the project or phase are officially closed (Dinsmore & Cabanis-Brewin, 2011). Accordingly, the activities involved in this process group include gaining customer acceptance, freeing resources and manpower, noting and archiving project lessons, finalizing any records, results and documents relating to the product, conducting activities tied to quality assurance and finalizing relevant procurements. Although not mandatory, a project meeting to officiate the closure is appropriate to ensure lessons from the project are remembered (Team FME, 2015).
References
Dinsmore, P. C., & Cabanis-Brewin, J. (2011). The AMA Handbook Of Project Management. New York: American Management Association.
Team FME (2015). Project Management Processes; Project Skills. Lewes, DE: Distant Production House University
