PMP – Process groups and outputs

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.

#NameWhat & key benefitOutputsWhat's for
4,1Develop project charterDeveloping 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 charteris 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 logis 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.
4,2Develop project management planProject management planDescribes 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
4,3Direct and manage project workLeading 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.
deliverablesis any unique and verifiable product, result, or capability to perform a service. Deliverables ar typically the outcomes of the project.
Work performance dataare 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
4,4Manage project knowledgeUsing 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 registeris 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.
4,5Monitor and control project worktracking, 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 reportsrepresentation 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.
4,6Perform integrated change controlReviewing and communicating all change requests; approving changes and managing changes to deliverables, project documents, and the project management planapproved change requests
4,7Close project or phaseFinalizing all activities for the project

The project information is archived, the planned work is completed, organizational team resources are released
5,1Plan scope managementscope management plancreating 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.
5,2Collect requirementsDetermining, documenting, and managing stakeholder needs and requirements to meet objectives.

It provides the basis for defining the product scope and project scope.
requirements documentationdescribes 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.
5,3Define scopeDeveloping a detailed description of the project and product.

Describes the product, service, or result boundaries and acceptance criteria.
project scope statementis 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.
5,4Create WBSSubdividing 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 baselineis the approved version of a scope statement, WBS, and its associated WBS dictionary.
5,5Validate scopeFormalizing 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 deliverablesMeet 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
5,6Control scopework performance information
6,1Plan schedule managementschedule management plan
6,2Define activitiesactivity liste
activity attributes
milestone list
6,3Sequence activitiesIdentifying and documenting relationships among the project activities

Defines the logical sequence of work to obtain the greatest efficiency
project schedule network diagramsis 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.
6,4Estimate activities durationEstimating 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 estimatesare 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 estimatesthe amount and type of additional details supporting the duration estimate. Should provide a clear and complete understanding of how the duration estimate was derived.
6,5Develop scheduleschedule baseline
project schedule
schedule data
project calendars
6,6Control schedulework performance information
schedule forecasts
7,1Plan cost managementDefine 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
7,2Estimate costscost estimates
basis of estimatesIs 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
7,3Determine budgetAggregating 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 baselineis 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 requirementsThese are recurring expenses that are not part of the cost baseline.
7,4Control costs[TODO]work performance information
cost forecsts
8,1Plan quality managementIdentifying 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 metricsProject or product attribute such as percentage of tasks completed on time, CPI, failure rate, number of defect, total downtime
8,2Manage 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 reportsCan 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
8,3Control qualityexecutes the quality management activities that ensure the project outputs are complete, correct, and meet the quality specifications and metrics defined by the customerquality control measurement
verified deliverables
work performance information
9,1Plan resource managementressource management planprovides guidance on various aspects of team development including disciplinary actions as a result of team performance assessments.
project team charteris a documented list of project team members, their project roles, and communication information
resources management plan
9,2Estimate activity resourcesteam charter
resources requirements
basis of estimates
resources breakdown structureis a hierarchical representation of resources by category and type
9,3Acquire resourcesProject team assignmentsProject team assignments document roles and responsibilities for each of the project team members.
physical resource assigments
9,4Develop teamTeam performance assessmentsTeam performance assessments are the results of an informal or formal evaluation of a team's effectiveness
9,5Manage team
9,6Control resourceswork performance information
10,1Plan communications Managementestablishes 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 plandescribes 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
10,2Manage communicationsproject communications
10,3Monitor communicationswork performance information
11,1Plan risk managementDefining 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 plandescribes 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
11,2identify risksIdentifying 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 registerCaptures 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 reportPresents information on sources of overall project risk, with summary information on identified individual project risks.
11,3Perform qualitative risks analysis
11,4Perform quantitative risk analysis
11,5Plan risk responses
11,6Implement risk responses
11,7Monitor riskswork performance informationmonitoring 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.
12,1Plan Procurmenent managementdocumenting 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 documentssuch 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 estimateshave 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
12,2Conduct procurementsselected sellers
Agreementsto find any known supplier scheduling constraints
12,3Control procurementsClosed requirements
work peformance information
13,1Identify stakeholdersstakeholder register
13,2Plan stakeholder engagementstakeholder engagement plan
13,3Manage stakeholder engagement
13,4Monitor stakeholder engagementwork performance information

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