– used for routine work functions and maintenance of quality and work standards. – main criticism is the lack of built-in employee recognition, measurement, and reward for project performance.

– designed for executing projects. – specifically customized to meet the demands of complex projects through isolating unique work and maintaining a strong focus on completing the project. – main criticisms are its inefficiency in technology and use of resources.

– represents the middle ground between functional and project structures. – used when there are multiple projects being coordinated at once.

is a series of steps and decisions involved in the way work is completed.

is a series of progressive and interdependent steps by which an end is attained

is a series or set of activities that interact to produce a result; it may occur once-only or be recurrent or periodic.

New project or new phase of an existing project gets defined and authorized by the management.

There should be someone who must define the business need for the project, sponsor the project, and take on the role of a project manager

The organization identifies the project

Takes place during each project phase and even required to end a project.

The organization identifies the project

Takes place during each project phase and even required to end a project.

Determine the main stakeholders for a project, justify the project, and specify the high level scope, time, and cost.

Must have someone who initiates the activities to ensure that: all the work will be completed, the customer will accept the work, the project team will document lessons learned on the project.

Includes devising and maintaining a workable scheme to accomplish the business need that the project was undertaken to address

Includes various plans such as: scope management plan, schedule management plan, cost management plan, procurement management plan.

Results are as follows: completed WBS(Work Breakdown Structure) and scope statements, project schedule and project cost estimate.

Includes coordinating people and other resources to carry out or execute the project plans and produce the .products or deliverables of the project or phase

Include developing the project team, providing leadership, assuring project quality, disseminating information, procuring necessary resources, and delivering the actual work

Any changes such as change requests, preventive actions, defect repairs.

Performance information on how the project plan performed.

Regularly measures and monitors progress to ensure that project objectives are met.

The project manager and staff monitor and measureprogress against plans and take corrective actions when necessary

Ultimately responsible for approving the final deliverables of the project

Outcome is to complete a project successfully by delivering the agreed upon project scope within time, cost, and quality constraints

Overlaps all of the other process groups because changes can happen any time.

Formalizes acceptance of the phase or project and brings it to an orderly end

Involves administrative activities such as: archiving project files, closing out contracts, documenting lessons learned, receiving formal acceptance of work delivered as part of the phase or project

The project team works to obtain acceptance of the final products, services, or results

Outputs include formal acceptance of the work and creation of closing documents(final project report and lesson-learned report)