Certification Summary

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There are two types of processes: product-orientated processes and project-orientated processes. Product-orientated processes are the unique processes within a project to create the deliverable of the project. These processes are special because they are unique to each product. The project management processes are universal to all projects. For the PMP exam, and the rest of this book, your focus will be on these processes.

There are five processes groups within a project. You'll want to know what activity happens within each of these groups. Projects start in the Initiating process group, where projects get authorized. From here the project moves into the planning process group. Planning is an iterative process and allows the project objectives to be determined, as well as how the project will achieve those objects. The project plan is executed in the executing process group. The controlling process group is where project performance is monitored and measured. Finally, the project is completed and the scope is verified in the closing process.

You should know that a project can move between planning, controlling, and executing as conditions change. For example, a new risk may be identified. This risk is analyzed and then a risk response is created in the planning processes group. The project work moves on but the risk management is implemented during the executing processes. The response to the risk is monitored in controlling. Should the risk change, the project can revisit the planning processes. Don't subscribe to the theory that the project work stops as the project moves back into planning. Other project activities may continue to operate as the project planning processes group is revisited.

The project moves along according to the project schedule and the project network diagram. Activities on the critical path are actively monitored for slippage while non-critical path activities are periodically checked for slippage. This is important as activities on the critical path have no tolerance for delays, while non-critical path activities can be delayed as long as they do not delay the project's completion.

As the project progresses the project manager must monitor and communicate the project performance. Work results that are below an accepted level of performance must be adjusted with corrective actions to bring the project back into alignment with the cost, schedule, and scope baselines. Communication of the project performance is one of the key elements for successful project management-and for passing the PMP exam.

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