A project is completed by going through several processes and some of these processes are related to initiation activities something like a project mandate a project charter or project initiation document or a request from management to go ahead and start a project that’s an initiating activity that gets a project going and there’s a couple of processes that happen in that and I’ll show you on the next next screen what what you know what processes exist in it the majority of the processes are going to be related to planning in project management almost half of all of the processes in the PMBOK guide are related to planning almost everything in the project needs to be planned and these plans can be modified later on but they need to be planned at some point so there’s going to be almost half of all the processes and there are 49 processes right there’s 49 processes almost half what’s half of 49 2024 so there’s about 23 or so that are related to planning and there’s also a few processes related to executing activity so these are processes where something is being done on that project and we also have processes related to monitoring and controlling where we’re keeping an eye and that’s the monitoring part and then we’re controlling by making change requests or adjusting details of the project or replanting so that we’re still on track for the project and finally there’s one or two processes that are related to closing and those have to do with closing a phase or closing you know procurement activities or closing in that contracts or closing out the project so at some point the project does need to come to a close and the processes that would be related to that are the closing processes so we have five process groups initiating planning executing monitoring and rolling and closing before we move away from this one slide I just want to reiterate a few things let me just bring this white board back here and let me erase let me erase these things right this is how the five process groups will overlap we have initiation happening here right this is initiation this is these are processes related to starting a project so this is initiation just gonna write initiation if I can inside here and I once the project is initiated we start with the planning activities so here’s planning right this is where we do all sorts of planning which we gather requirements we develop the scope that WBS and so on when we have enough planned we can start with execution so we don’t really have to wait for all of the planning to complete we can start executing execution starts here this is where we know some things and we can start to execute them right and as soon as we execute we need to you guess that we need to monitor the results when we monitor the goal here is to make sure that the outcomes from execution they match what we have planned right so they need to be equal or maybe better for us so we need to make sure that what we have executed matches what we have planned right the requirements that were not planned if we feel on monitoring that the results if we feel they match then fine we can go into the closing activities and we rip this up oops all right we can go into closing activities we can slowly start to close pieces of that project but if we feel that the results for example they are not equal right if they are not equal or they don’t match then what we have to do is we need to control that outcome so that’s why you have a monitor in control and in control we typically do it through change right we have some changes that we will introduce and those changes will go about changing your original plan which will then be executed and then monitored and then if needed controlled and so on so that’s the life cycle there of the project all the way from initiation to planning to execution monitor control and then at the end you have closing and handover of your final project product okay so these are the five phases sorry the five process groups in the five process groups just to mention another point here in execution is where you can expect the most money and resources to be used and that’s when the work is happening so if it’s construction then it’s the actual construction project activities so you’re building you’re digging you’re putting up frames wall structures and so on if it’s IT this is when you’re you know maybe implementing the product you doing the coding and you’re testing so in execution the majority of the money and resources will be consumed the changes can be expected at execution they can be if we find out that we missed a few things the changes can be mostly a result of maybe a reaction to bad performance or maybe a way for us to bring things back on track so that’s what we expect to happen in the five process groups now let’s go to the ten knowledge areas and we can wrap up this one session the ten knowledge areas are shown here starting from integration all the way to two stakeholder management let me show you on the next three slides what they are and let me explain them as we go along right so here you have on this chart right you have the knowledge areas shown here right going down and then you have the process groups at the top initiation planning executing margin control closing and then down here you have integration scope schedule and then there’s there’s a couple of other slides that will have the remaining knowledge areas in case you’re wondering why this is starting with number four that’s chapter four of the pin book and that’s where integration management is and that’s why you have an s4 and you’ll notice that the number sequencing carries through so this is chapter four and developing project charter is an a process related to integration management so it is in the knowledge area integration management it is also in the process group which is initiating right you’ll notice that the number carries through so that’s four point one right this is four here and this is 4.1 4.2 4.3 4.4 point five point six point seven and that’s how it usually work so if you were six then six point one six point two and so on this makes it easy for you to go to the pin book and just double check a lot of these information or cross reference the information let me give you an idea what these knowledge areas are as I mentioned previously the knowledge areas and process groups they crisscross and they hold 49 processes all together so there’s 49 processes spread out this is not the only slide here’s the second one that includes four other knowledge areas and here’s another one that includes three more knowledge areas so three four that’s seven and three that’s ten knowledge areas I’m going to start with scope management now discuss integration last starting with scope management this is the knowledge area has to do with understanding the requirements and scope of the project and then managing managing the delivery of these requirements and scope schedule management has to do with creating a proper schedule and being able to manage that schedule as we go along on the project cost management has to do with cost management has to do with understanding the costs of the project and developing a budget and then eventually controlling the cost quality management includes QA QC and planning for quality resource management is mainly HR so it has to do with identify the resources and estimating harmony you will need and then in the execution you’ll see that we have to go and acquire the resources develop them so they can do you know if you know efficient work on the project and then manage them when there’s problems and then we control those resources as part of munch and control communication management has to do with identifying what information needs to be shared on the project we plan for it we make sure it happens and then we control it if there’s problems on this third one we have risk management this is thinking about what could go wrong with the project and analyzing it as a risk and then coming up with a mitigation plan which you will implement here and then you’ll keep an eye on the risks as you go along procurement management has to do with contracting so you plan for what needs to be tendered out to subcontractors and so on you do the tendering process and then you need to manage that during the project stakeholder management has to do it identifying who has anything to do with the project which we call a stakeholder who’s affected by the project or who can affect it and then planning how to keep them positively engaged and then managing the relationship as you go along I mentioned that there’s the last one that I was going to talk about was integration management oops integration management the reason I left this for last is that integration management is a little bit different from the other ones it represents in a way the framework of the project if you look at it it has any initiation activity which is the project mandatory on check charter then this is the planning this way you do all of your planning for your project so it says develop project management plan this is one huge plan that includes all the plans that you see on you know the next few slides so all of these are part of the project management plan right everything that you see in planning here is all part of the project management plan and that’s what we’re referring to when we say you know develop the project management plan execution sorry in execution as integration management goes it just says direct and manage project work and then manage the knowledge it is not a specific activity this is how we keep an eye on our project so we will be delegating some responsibilities to the team members to get things done well make sure that information is being retained where necessary monitor and control is just basically what it is monitoring and controlling the work and you know acting on changes we are required and in close in the closing process for integration we have closed projects of faiths so what you’ll notice is that the processes in integration management here all the processes here they kind of like match the knowledge area by naming convention it’s almost like the framework of the project and what it represents is the activities or integration activities that a p.m. would have to do to pull all the pieces together so a decision being made on a schedule needs to consider the cost affects quality affects the risk associated and so on a p.m. never really makes the decision without considering all aspects of the project and that’s called integration so that would be our first knowledge area once we get into the knowledge areas in details a few things that I would like to mention here is common terms that you will see things such as work performance data work performance information work performance reports are seen all over the PIM book and I just want to explain the small differences between them when you assign a tasks to someone yes you assign a task to someone that’s let’s remove these all right let’s start with a new page all right if I assign a task to someone and I gave them ok I gave them a 10-day job all right this is a 10-day job and let’s say this is a linear type of job you would expect that in five days they would come they’ll complete half the work right so in five days you can go and double-check with them and ask them how much have you completed if they said they completed five days then what they gave you was work perform information so that’s the first one that you see there that’s the work performance information on the left and that tells you that they’ve done five days worth of work the work performance information is where you translate that to say that it looks like then we’re on time because we’ve completed five days worth of work and five days and that’s what we expected so my work performance information will say that we’re on track and finally a work performance report is where we take that and put it into some sort of a presentation and such and we show it to management to represent that we are doing fine so these three terms they show up through the throughout the PIM book and I just wanted to explain it before we move forward and then later on you might get confused on them next we have the business documents that are used in project management mainly there are two documents that we use related to the business number one the project business case this usually happens before a project starts a study is done to validate the value of that project to give justification for it and there are promises of the benefits that we will get out of this project as well as estimates of the cost and the risk associated with going on with the project so a company wants to build a 20-story building and leaves it out as office buildings someone would have done the business case to calculate all the costs that this will have up front and then on an ongoing basis as well as the returns or benefits that you’re going to get that’s called a business case and that’s usually done before a project starts okay you’ll see here that the business case is an economic feasibility study and it looks at whether a project is valid considering the benefits and costs it lists the objectives and the reasons for why we’re initiating the project and it is used as a way to measure project success because we’re basically looking at did the outcome match what the expectation was the project business the the business case is used throughout the project life to continue validating the project for viability it’s also used before the project initiation for the go no-go decision and may need assessment may need assessment as we go along to see if the business case is holding through and whether the project needs to continue or not speaking of needs assessment usually when a business case is done is because management has a need a business need a business problem or an opportunity that they’re looking to capture and for that a needs assessment is done and it’s presented in the form of the business case when a business case is approved then that is used to initiate a project so that’s usually how it works the last document that we need to discuss here is the project benefits management plan and what it is is is a list of the benefits that we can use to track as we complete the project a benefit doesn’t always have to be financial it could be a technical delivery just to confirm that the project is deliverable so if you complete one phase and it has a technical deliverable then that’s considered a benefit and it acts like a stepping stool to the next piece of your project so typically a project manager would list out different milestones and these milestones of the project represent key deliverables for that project and they are considered benefits as we complete every milestone a certain benefit is realized again it does not have to be a financial benefit it could be a technical benefit it could be something that confirms that we’re still strategically aligned it could be something that says we’re still on track and so on so we typically you know in projects maybe this is called a you know a deliverables list but it could also be a little bit different and can represent milestones that are of significance to your sponsor who initiated the project that brings us to the end of this session I hope it was formative if you like what you’re hearing I would like to request that you subscribe and turn your notification on if you think this would help somebody else please feel free to share sharing is caring but subscribe turn your notification on so that we can let you know when the next video is released thank you and I look forward to talking to you on the next video