Process Group Knowledge Area Integration Process

Projects
Project Management. PMBOK® - PMI®

Academic Year 2020-21
Professor
Itziar Goicoechea Castaño
Predictive Methodology - PMI
1. Introduction to the PMBOK® - PMI®
2. Project Management Process Groups
3. Knowledge Areas of Project Management
4. Relationship between Process Groups and

Knowledge Areas
5. Knowledge Area : Project Integration Management

1. Introduction to PMBOK® - PMI®
6th edition
How does the PMBOK organize the Project management knowledge?
IN PROCESSES
A PROCESS : is a set of interrelated actions or activities, performed to
create and pre-specified product, service, or result.
Each process is characterized by:

• Its inputs
• Its tools and techniques, and
• Its resulting ouputs
Also, Project Manager needs to consider
• Organizational process assets
• Enterprise environmental factors
Success project?
• Select appropiate processes required to meet the Project objectives

• Use a definied approach that can be adapted to meet requirements
• Establish and mantain appropiate communication and engagement with
stakeholders
• Comply with requirements to meet stakeholders needs and expectations
• Balance the competing constrains of:
Scope
Schedule
Budget
Quality
Risk
resources
Controlling
INICIATING Process Group
Is it the project worth?
We define the strategic high-level objectives

• Budget
• Main Deliverables
• Schedule
• Quality
• Functionality
PLANNING Process group. What does it mean??
• To re-define the high-level objectives or aims

• Breakdown the objectives of: time, cost,…
• It is a considerable effort
• The resulting output of Planning Process is the BASELINE
(Project Management PLAN): It is a planification, highly
detailed of how is going to be the project
EXECUTING Process group What is it?
There are 2 ways to execute a Project: lose money or apply the

plan
• Try to reach linebase (purchases, risk management, hire

people, deviation management,…)
MONITORING AND CONTROLLING Process group
Where I should control?
In important points I have to control

Planning marks these points
Control means to compare the plan with the really executed
 Change the way of executing the plan: parallel task,
subcontrat or outsourcing, work on weekends, change
resources, frequently meetings
• Change the Linebase, important deviations. Replanning
CLOSING Process group
Consist of analizy that the product or deliverable satisfies the

requirements. It is appropiated.
Obtain and document lessons learned
• To see what I have done badly to correct

• To see what I have done well and return to repeat
Most important 2nd most important

3. Knowledge Areas of Project Management
SCOPE RISK
TIME
INTEGRATION
Iniciating Planning Executing Controlling Closing
STAKEHOLDERS
COST
QUALITY
HUMAN COMMUNICATION
RESOURCES PURCHASES
4. Relationship between
Process Groups and Knowledge Areas
5 Process Groups
49 PROCESSES
Integration Management Area
“No group can act with efficiency if the concert is

absent; no group can act in concert if the
confidence is absent; no group can act with
INTEGRACIÓN
confidence if it is not tied by common opinions,
common affections, common interests”
Burke, Edmund
Integration Management Area - 6 Processes
Integration Management Area - 6 Processes
1. DEVELOP PROJECT CHARTER. The process of developing a
document that formally authorizes the existence of a project and provides
the project manager the authority to apply organizational resources to the
project activities.
2. DEVELOPE PROJECT MANAGEMENT PLAN. The process of
defining, preparing and coordinating all subsidary plans and integrated
them into a Project Management Plan
3. DIRECT & MANAGE PROJECT EXECUTION. The process of
leading and permorfing the work defined in the Porject Management Plan
and implement approved changes to achieves project´s objectives
4. MONITOR & CONTROL PROJECT WORK. The process of
tracking, reviewing and reporting project progress against the
performance objectives defined in the Project Managment Plan
5. PERFORMED INTEGRATED CHANGE CONTROL. The
process of reviewing all the change request: approving and managing
changes, organizational process assets, documents, and the project Plan
6. CLOSE PROJECT OR PHASE. The process of finalizing all activities
of project or phase
Inputs-Tools-Outputs
Project Model Canvas ---- Project Management Institute
Project Planning
Project Charter
Project Charter
Project Charter
Document that formalizes the existence of the project and

authorizes the project manager to use resources of the
organization in the activities of the project
“If there is no project charter, the project does not exist “

Project Charter
Includes:
- Justification of the project: problem, opportunity, business

requirement, etc.
- Measurable objectives and benefits
- General descritption of the project (Product/requirements)
- Deliverables
- Preliminar Risks
- Summary of the chronogram of milestones

Project Charter
Includes:
- Preliminary summarized Budget
- Criteria of approval: What criteria must be fulfilled in order to

get a successful project? Who does approve and sign if these
criteria were fulfilled?
- Project Manager, responsibility and level of authority
- Stakeholders
- Sponsor name and authority level who will sign Project Charter

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Projects

Project Management. PMBOK® - PMI®

1. Introduction to the PMBOK® - PMI®

2. Project Management Process Groups

3. Knowledge Areas of Project Management

4. Relationship between Process Groups and

5. Knowledge Area : Project Integration Management

Each process is characterized by:

• Select appropiate processes required to meet the Project objectives

INICIATING Process Group

Is it the project worth?

We define the strategic high-level objectives

PLANNING Process group. What does it mean??

• To re-define the high-level objectives or aims

EXECUTING Process group What is it?

There are 2 ways to execute a Project: lose money or apply the

• Try to reach linebase (purchases, risk management, hire

In important points I have to control

CLOSING Process group

Consist of analizy that the product or deliverable satisfies the

Obtain and document lessons learned

• To see what I have done badly to correct

Most important 2nd most important

Iniciating Planning Executing Controlling Closing

“No group can act with efficiency if the concert is

Document that formalizes the existence of the project and

“If there is no project charter, the project does not exist “

- Justification of the project: problem, opportunity, business

- Measurable objectives and benefits

- General descritption of the project (Product/requirements)

- Summary of the chronogram of milestones

- Preliminary summarized Budget

- Criteria of approval: What criteria must be fulfilled in order to

- Project Manager, responsibility and level of authority

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