Here are the 49 processes listed in the PMBOK version 6, as well as a summary of its usefulness and the documents created as outputs of the processes with a simple description.
| # | Name | What & key benefit | Outputs | What's for |
|---|---|---|---|---|
| 4,1 | Develop project charter | Developing a document that formally authorized the existence of a project and provides the project manager with the authority t apply organizational resources to project activities. It provides a direct link between the project and the strategic objectives. Creates a formal record of the project, and show the organizational commitment to the project. | project charter | is the document issued by the project initiator or sponsor that formally authorized the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. It documents high-level information on the project. |
| assumption log | is used to record all assumptions and constraints throughout the project life cycle. High-level assumptions and constraints are normally identified in the business case before the project is initiated. Lower-level activity and task assumptions are generated throughout the project. |
|||
| 4,2 | Develop project management plan | Project management plan | Describes how the project will be executed, monitored and controlled, and closed. Needs to be approved by relevant stakeholders Includes the following management plan: scope, requirements, schedule, cost, quality, resource, communications, risk, procurement, stakeholder, change, and configuration. Includes the following documents: activity list and attributes, assumption log, change log, cost forecast and estimates, milestone list, project schedule, scope, quality control measurements, metrics, quality report, resources, risk register, etc. should be approved before project execution can begin by stakeholders |
|
| 4,3 | Direct and manage project work | Leading and peforming the work defined in the project management plan and implementing approved changes to achieve the project's objectives. Provides overall management of the project work and deliverables, thus improving the probability of project success. | deliverables | is any unique and verifiable product, result, or capability to perform a service. Deliverables ar typically the outcomes of the project. |
| Work performance data | are the raw observations and measurements identified during activities being performed. Data are often viewed as the lowest level of detail from which information is derived. Data are gathered and passed to the controlling processes for further analysis. Examples of Work Performance Data: KPI, actual start and finish dates, story points completed, deliverables status |
|||
| 4,4 | Manage project knowledge | Using existing knowledge and creating new knowledge to achieve the project's objectives Prior organizational knowledge is leveraged to produce or improve the project outcomes, and knowledge created by the project is available to support organizational operations and future projects | lessons learned register | is a project document used to record knowledge gained during a project so that it can be used to improve products, services, and processes in the current project and entered into the lessons learned repository for use in future projects. |
| 4,5 | Monitor and control project work | tracking, reviewing, and reporting the overall progress to meet the performance objectives defined in the project management plan. allows stakeholders to understand the current state of the project, to recognize the actions taken to address any performance issues, and to have visibility into the future project status with cost and schedule forecasts. | work performance reports | representation of work performance information intended to generate decisions, actions, or awareness. They are circulated to the project stakeholders through the communication processes as defined in the project communications management plan. |
| 4,6 | Perform integrated change control | Reviewing and communicating all change requests; approving changes and managing changes to deliverables, project documents, and the project management plan | approved change requests | |
| 4,7 | Close project or phase | Finalizing all activities for the project The project information is archived, the planned work is completed, organizational team resources are released | ||
| 5,1 | Plan scope management | scope management plan | creating a scope management plan that documents how the project and product scope will be defined, validated and controlled. Provides guidance and direction on how scope will be managed throughout the project. |
|
| 5,2 | Collect requirements | Determining, documenting, and managing stakeholder needs and requirements to meet objectives. It provides the basis for defining the product scope and project scope. | requirements documentation | describes how individual requirements meet the business need for the project. This is a progressive process until requirements are measurable, testable, traceable, complete, consistent, and acceptable to key stakeholders. There are categories such as business, stakeholder, solution functional, and non-functional requirements. |
| 5,3 | Define scope | Developing a detailed description of the project and product. Describes the product, service, or result boundaries and acceptance criteria. | project scope statement | is a description of the project scope, major deliverables, and exclusions. It provides a common understanding of the project scope among project stakeholders. This document includes product scope description, deliverables, acceptance criteria, project exclusions. |
| 5,4 | Create WBS | Subdividing project deliverables and project work into smaller, more manageable components. Defines the work package deliverables, which are then decomposed into the activities required to produce those deliverables. Provides a framework of what has to be delivered. | scope baseline | is the approved version of a scope statement, WBS, and its associated WBS dictionary. |
| 5,5 | Validate scope | Formalizing acceptance of the completed project deliverables Bring objectivity to the acceptance process and increases the probability of final product, service, or result acceptance by validating each deliverable | accepted deliverables | Meet the acceptance criteria are formally signed off and approved by the customer or sponsor. Formal documentation received acknowledging formal stakeholder acceptance of the project's deliverables |
| 5,6 | Control scope | work performance information | ||
| 6,1 | Plan schedule management | schedule management plan | ||
| 6,2 | Define activities | activity liste | ||
| activity attributes | ||||
| milestone list | ||||
| 6,3 | Sequence activities | Identifying and documenting relationships among the project activities Defines the logical sequence of work to obtain the greatest efficiency | project schedule network diagrams | is a graphical representation of the logical relationships, also referred to as dependencies, among the project schedule activities. It can be auto-generated in programs such as MS Project. |
| 6,4 | Estimate activities duration | Estimating the number of work periods needed to complete individual activities with estimated resources. Provides the amount of time each activity will take to complete. | duration estimates | are quantitative assessments of the likely number of time periods that are required. Do not include any lags. May include some indication of the range of possible results. |
| basis of estimates | the amount and type of additional details supporting the duration estimate. Should provide a clear and complete understanding of how the duration estimate was derived. | |||
| 6,5 | Develop schedule | schedule baseline | ||
| project schedule | ||||
| schedule data | ||||
| project calendars | ||||
| 6,6 | Control schedule | work performance information | ||
| schedule forecasts | ||||
| 7,1 | Plan cost management | Define how the project costs will be estimated, budgeted, managed, monitored and controlled. Provides guidance and direction on how the project costs will be managed. | Cost management plan | |
| 7,2 | Estimate costs | cost estimates | ||
| basis of estimates | Is the documentation that contains additional details supporting the cost estimate and may include an indication of the range of possible estimates along with the confidence level of the final estimate | |||
| 7,3 | Determine budget | Aggregating the estimated cost of individual activities or work packages to establish an authorized cost baseline. Determines the cost baseline against which project performance can be monitored and controlled. | cost baseline | is the approved version of the time-phased project budget, excluding any management reserves. It is used as a basis for comparison to actual results. Is developed as a summation of the approved budgets for the different schedule activities. |
| project funding requirements | These are recurring expenses that are not part of the cost baseline. | |||
| 7,4 | Control costs | [TODO] | work performance information | |
| cost forecsts | ||||
| 8,1 | Plan quality management | Identifying quality requirements and/or standards for the project and its deliverables and documenting how to demonstrate compliance with quality requirements How quality will be managed and verified | quality management plan | |
| quality metrics | Project or product attribute such as percentage of tasks completed on time, CPI, failure rate, number of defect, total downtime | |||
| 8,2 | Manage quality (quality assurance) | Translating the quality management plan into quality activities Increase the probability of meeting the quality objectives of the project and organization | quality reports | Can be graphical, numerical or qualitative. The information provided can be used to take corrective actions in order to achieve the project quality. Can be recommendations for process, project and product and corrective actions recommendations. |
| test and evaluation documents | ||||
| 8,3 | Control quality | executes the quality management activities that ensure the project outputs are complete, correct, and meet the quality specifications and metrics defined by the customer | quality control measurement | |
| verified deliverables | ||||
| work performance information | ||||
| 9,1 | Plan resource management | ressource management plan | provides guidance on various aspects of team development including disciplinary actions as a result of team performance assessments. | |
| project team charter | is a documented list of project team members, their project roles, and communication information | |||
| resources management plan | ||||
| 9,2 | Estimate activity resources | team charter | ||
| resources requirements | ||||
| basis of estimates | ||||
| resources breakdown structure | is a hierarchical representation of resources by category and type | |||
| 9,3 | Acquire resources | Project team assignments | Project team assignments document roles and responsibilities for each of the project team members. | |
| physical resource assigments | ||||
| 9,4 | Develop team | Team performance assessments | Team performance assessments are the results of an informal or formal evaluation of a team's effectiveness | |
| 9,5 | Manage team | |||
| 9,6 | Control resources | work performance information | ||
| 10,1 | Plan communications Management | establishes how, when, and by whom information about the project will be administered and disseminated describes the methods, formats, and technologies used for stakeholder communication | communication management plan | describes how project communications will be planned, structured, implemented, and monitored for effectiveness should outline the process of information sharing with both internal and external stakeholders. including the risks and issues |
| 10,2 | Manage communications | project communications | ||
| 10,3 | Monitor communications | work performance information | ||
| 11,1 | Plan risk management | Defining how to conduct risk management activities for a project. Ensures that the degree, type and visibility of risk management are proportionate to both risks and the importance of the project | risk management plan | describes how risk management activities will be structured and performed. May include risk strategy, risk categories RBS, roles and responsibilities, probability and impact matrix, stake holder risk appetite |
| 11,2 | identify risks | Identifying individual risks as well as sources of overall project risk, and documenting their characteristics. Is the documentation of existing individual project risks and the sources of overall project risk | risk register | Captures details of identified individual project risks. The result of all risk processes is recorded in the risk register. May include List of identified risks Potential risk owners List of potential risk responses |
| risk report | Presents information on sources of overall project risk, with summary information on identified individual project risks. | |||
| 11,3 | Perform qualitative risks analysis | |||
| 11,4 | Perform quantitative risk analysis | |||
| 11,5 | Plan risk responses | |||
| 11,6 | Implement risk responses | |||
| 11,7 | Monitor risks | work performance information | monitoring the implementation of agreed-upon risk response plans, tracking identified risks, and identifying and analyzing new risks. It enables project decisions to be based on current information about overall project risk exposure. |
|
| 12,1 | Plan Procurmenent management | documenting project procurement decisions, specifying the approach and identifying potential sellers. Determines whether to acquire goods and services from outside the project as well as how and when. | procurement management plan | |
| procuement strategy | ||||
| bid documents | such as the request for proposal (RFP), request for information (RFI), and request for quotation (RFQ) are typically sent by the procuring organization to prospective sellers so they can develop a bid response | |||
| procurment statement of work | ||||
| source selection criteria | ||||
| make-or-buy decisions | ||||
| independent cost estimates | have a cost estimate prepared by an outside professional estimator to serve as a benchmark. Significant differences in cost estimates can be an indication that the procurement SOW was deficient, ambiguous or that the prospective sellers either misunderstood or failed to respond | |||
| 12,2 | Conduct procurements | selected sellers | ||
| Agreements | to find any known supplier scheduling constraints | |||
| 12,3 | Control procurements | Closed requirements | ||
| work peformance information | ||||
| 13,1 | Identify stakeholders | stakeholder register | ||
| 13,2 | Plan stakeholder engagement | stakeholder engagement plan | ||
| 13,3 | Manage stakeholder engagement | |||
| 13,4 | Monitor stakeholder engagement | work performance information |