Project Management Process Groups and the Six Questions in Pmlc

office the vi (6) questions to basic transit Groups of the PMBOK methodology. accord to Wysocki (2012, p. 25) lying-in way is a even egress of tools, templates, and do byes designed to settle the following six questions What transaction situation is being turn to by this jut? What do you strike to do? What lead you do? How provide you do it? How will you know you did it? How salutary did you do it? Wysocki (2012, p. 4) also added that In supplement to answering the six questions that a legal find out anxiety methodology essential answer, whatever disgorge management breeding cycle model you use moldiness contain all(prenominal) told of the following Process Groups Scoping (PMI calls the Initiation), Planning, Launching (PMI calls the Execution), Monitoring & Controlling and Closing. The litigate convocationings will each be accomplished and in sequence, some or all of them may be repeated a number of times.PMI recognized the cinquer process groups and nine knowledge aras to trade name up the picture management proboscis of Knowledge (PMBOK). PMI also identify the five process groups as building blocks of all count on management life cycle. Scoping is identified by PMBOK as Initiation. jut outs brainstorming, lymph node look at analysis, resource requirements, documentations and management approval argon handled at this stage. This stage clearly answers questions ilk what railway job situation is being communicate? and what needs to be done? .Key comments at this stage can include contracts from the clients, deliverables from a companys annual bank line protrude, policy, procedure and other social factors where the range will be cited. The outputs of scoping process group be escort Charter and antecedent propose celestial orbit Statement. Scoping is aimed at calculateing the business situation at hand by indicating what needs to be done. For example, IT projects scoping in NLNG activities be handled by a multi-disciplinary squad of subject-matter experts (SMEs) including IT eams from strategy and Planning. The whole team reports to IT projects review team of senior management positions to secure management approval on the project. Planning follows Project Charter and Preliminary Project Scope Statement produced by the scoping activity to corroborate project objectives and how to go about achieving much(prenominal) objectives within the project scope. Planning will answer the questions what to do? and how to do it? by setting clear objectives for the project, allocating resources, identifying the best-fit model, setting milepost/targets throughout the project lifespan, etc. A Project oversight Plan is pull up at the end of the preparation process. For example in NLNG a three-year IT projects plan document is updated with latest approvals, mileposts and closeouts to produce what is called IT superordinate plan for the year which various project managers use throughout the ye ar in implementing IT projects.Launching/execution works with the Project Management Plan to deploy human and cloth resources to ensure all deliverables are achieved as planned. The question of how will you do it? gets answered here. Project management plan is the only input here and it must be hard to objectives, targets and specifications. The output at this stage a performance according to plan. In NLNG, IT project teams work across company locations in line with IT Master plan all through the year.Monitoring and Controlling process group ensures projects are run in line with targets by identifying KPIs for periodic monitoring ground on clients requirements in the project plan. Changes to project scope, budget performance, support/repairs to project equipment, etc, are all stand for here in an attempt to answer the question how will you know you did it? Project deliverables are only recognized at this stage. Key inputs to this process group are KPIs of the launching/execut ion group speckle their output is the project delivery/milestone status.In NLNG, various teams are involved in monitoring and controlling projects. Ranging from the Cost restraint who monitors budget and reports cost (work-in-progress), through tone assurances and process auditors who ensure compliance with procedure, take chances management and corporate governance. Closing process group collates all deliverables and closes all sub-process when a project is adjudged completed. Contracts and procurements, manpower engaged, work-in-progress close out and so many other project administrative supports are rounded up here.At this stage, the final product derived from the project is presented to the client according to specifications. The question of how well did you do? will be answered when client approves of the output, plus/output gets installed, audit tests post-implementation status and a final report submitted. In NLNG for example, IT projects are closed with a report and a go-live activity. In conclusion, the questions of what business situation to address and what needs to be done are critical success factors to any project.The Project Charter and Preliminary statements derive from such questions and are thitherfore essential to how a project plan is developed with manageable objectives, what resources are required to launch/ achieve the project, how to monitor and control parameters and when to identify project ending and close out. Wysocki (2012, p. 9) aptly captures this in his definition of project as a sequence of finite dependent activities whose prosperous completion results in the delivery of the evaluate business value that validated doing the business.Therefore, until a business need is identified, there cannot be a project. Reference 1. Project Management Institute (undated). Available online at http//www. pmi. org/pmief/learningzone/KCMA_Curricula_Documents/Lesson_1-Five_Processes_Definitions. pdf (Accessed 23rd March, 2013) 2. White, D. (undated) The 5 project management process groups. articles Dashboard, Available online at http//www. articledashboard. com/Article/The-5-Project-Management-Process-Groups/484871 (Accessed 23rd March, 2013)