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Part 9: Appendixes > The Iterative Process Model of Project Management

The Iterative Process Model of Project Management

The iterative project management processes can be organized into five groups, which are connected by the results that each one produces (see the PMBOK Guide, p. 28). The processes are

  • Initiating— Understanding when a new project, or new phase of a project, should begin and committing the performing organization to do so. The two most important deliverables of the initiating process include creation of the project charter and identifying the project manager.

  • Planning— Developing and maintaining a workable scheme to address the business need for which the project was undertaken. With 19 of the 37 process groups established for planning, the majority of project management is planning. But that is not to say that project management is only planning.

  • Executing— The coordination of people as well as other resources to carry out the plan. The majority of the project's budget will be expended during the execution of the project plan.

  • Controlling— The consistent monitoring and measurement of progress, and taking corrective action when necessary to meet project objectives. Controlling requires the project team to step back from the work and evaluate what has been accomplished. Often it is necessary to implement changes to the plan in order to bring expected future performance (schedule) back in line with the plan (baseline).

  • Closing— Formal acceptance of the product of the project or project phase and bringing it to an orderly end. Evaluation of lessons learned becomes a valuable input to starting a similar project, which is why a project debriefing is so important.


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