49 Processes in Predictive Project Management

 

Summary of 49 Processes in Predictive Project Management

1. Overview:

   • The 49 processes form the backbone of predictive project management and are categorized into five process groups: Initiating, Planning, Executing, Monitoring and Controlling, and Closing.
   • These processes are considered good practices but not mandatory. They can be tailored to suit specific project needs in real-life applications.

2. Purpose:

   • These processes guide project managers in managing projects predictably, ensuring alignment with scope, budget, and timeline.
   • For exams (e.g., PMP, CAPM), the processes must be understood as outlined, without tailoring.

3. Key Process Groups:

   • Initiating (2 Processes):
     • Develop Project Charter: Authorizes the project and establishes objectives.
     • Identify Stakeholders: Identifies individuals or groups impacted by the project.
   • Planning (24 Processes):
     • Develops the Project Management Plan, addressing scope, schedule, budget, risks, communication, and procurement.
   • Executing (10 Processes):
     • Focuses on performing project work, acquiring resources, managing teams, and engaging stakeholders.
   • Monitoring and Controlling (11 Processes):
     • Ensures alignment with the plan by tracking progress, managing risks, and controlling changes.
   • Closing (1 Process):
     • Finalizes the project or phase by releasing resources, archiving records, and delivering the product.

4. Origins and Reference:

   • These processes were outlined in the PMBOK Guide Sixth Edition and are now part of the Process Groups: A Practice Guide.
   • The processes provide a structured approach for managing predictive projects but can also be adapted for Agile or hybrid methodologies.

5. Exam and Real-Life Applications:

   • For exams:
     • Understand the inputs, tools, techniques, and outputs (ITTOs) of each process.
     • Know how the processes interact within and across process groups.
   • In real life:
     • Tailor processes based on project requirements, focusing on those that add value.

6. Key Points:

   • Not Mandatory:
     • These processes are recommendations and not requirements; tailor them as needed.
   • Focus on Understanding:
     • Memorization is not necessary; understanding the purpose and application of each process is crucial.
   • Good Practices:
     • They are considered best practices for most projects most of the time but are not universally applicable.

7. Examples:

   • Construction: Initiating involves defining project scope and stakeholders; planning focuses on detailed design and resource allocation.
   • Software Development: Executing includes coding and testing; monitoring involves tracking progress against the project schedule.

8. Highlighted Points:

   • Iterative Use:
     • Some processes, like Identify Stakeholders and Identify Risks, are repeated throughout the project as conditions change.
   • Comprehensive Coverage:
     • The processes cover all aspects of project management, from initiation to closure.
   • Exam Perspective:
     • For exams, assume all 49 processes are used, even though tailoring is common in real life.

Key Takeaway:

The 49 processes in predictive project management provide a structured framework for planning, executing, and monitoring projects. While they are good practices and beneficial for project success, they should be tailored in real-life scenarios to meet specific needs. For exams, focus on understanding their application and ITTOs. "Plan thoroughly, execute effectively, monitor closely, and close confidently."