The Interconnection Between Project Processes

Explore the planning process group, the longest phase that builds the project plan and ten knowledge-area plans in sequential steps, and emphasizes thorough requirements gathering for product and project success.

In the planning group, build the scope statement to define in scope and out of scope items. Identify in-house vs external resources, procure resources, and create the work breakdown structure.

Build a work breakdown structure with work packages, derive the activity list, sequence activities into a network diagram, and compare critical path and critical chain methods to manage resources.

Refine resource estimates and costs after the network diagram to finalize the schedule baseline, cost baseline, quality standards, and plan for process improvement and stakeholder engagement before the communications plan.

Create a risk management plan and risk register in the planning process group, then identify risks from project documents, treating threats and opportunities as risks to guide proactive management.

Identify project risks from documents and the project plan, record them in the risk register, and perform qualitative analysis with a probability and impact matrix to rank risks for response.

Navigate risk management through sequential, iterative planning processes that cover identified and unidentified risks, residual and secondary risks, and opportunities and threats, then update change control and knowledge repositories.

Execute project work through iterative, simultaneous processes like kickoff, change control, quality assurance, and procurement while acquiring resources, building and managing the team, and updating the project plan.

Explore how the executing process group generates raw data and work performance information, creates issue logs and uses conflict management, then produces work performance reports for monitoring and stakeholders.

Review and update the risk register, identify new risks, implement responses, and analyze risks—qualitative and quantitative—while capturing lessons learned in knowledge databases to inform ongoing risk management.

Monitor and control the project by analyzing scope, cost, and schedule baselines against performance baselines, iterating with approved change requests to keep work aligned with the plan.

In the monitoring and controlling process group, identify risks, loop to planning for risk analysis, apply iterative change control, verify quality, and secure customer acceptance through data-driven reports.

Close the project by completing the closing process group, securing final acceptances, closing procurements and payments, documenting lessons learned, and delivering the final project report to knowledge repositories.