What are the 5 Project Management Process Groups?

Explain the function and

importance of each. (10 points each)

1. Initiating Process Group

the process of Initiating lies with setting the vision of what is to be refined or to accomplish at
the end of the project. This is the place where the project is officially approved by sponsor,
initial scope of the project characterized, and partners recognized. Stakeholder identification
and obtaining authorization is urgent here in light of the fact that right distinguishing proof of
stakeholders can in a real sense represent the deciding moment of the task. This process is
performed so that programs and projects are endorsed by a sponsor, yet additionally so that
tasks are lined up with the essential goals of the organization. Where this isn't performed,
projects might be begun and completed randomly, with no genuine expressed objective or
target. It should likewise be noticed that management chooses and approves the project
manager here. It's essential to approve and build up the PM ahead of schedule as project
managers regularly have responsibility yet little position. Carefully, in the event that you don't
officially approve a task, you don't have an undertaking/project.

2. Planning Process Group

A critical component of planning is setting up the all-out extent of the whole project . While it
might seem like that was refined in Initiating, scope (alongside chances of risk, achievements,
rundown and spending plan) was characterized there at an elevated level. Here, through an
iterative and more definite arranging measure, called reformist elaboration, projects reports
are created at a considerably more itemized level. While a project team can choose which of
those to decide for a given task, the message is clear: neglect to design, plan to fall flat. An
excessive number of organizations start a project task with just a superficial measure of
arranging plans accepting that - one assumes - all that will become all-good. Be that as it may,
again and again, with no genuine or adequate arranging, chaos wins. A critical idea in Planning
is that the team can thoroughly consider the entire project ahead of time. So they make an
assortment of plans as well as consider all the things that may turn out badly (dangers) and how
they may react to them. (For the record, the group ought to likewise search for unanticipated
things that may profit them - called openings - that they can abuse). What kinds of plans get
made? Most importantly, an project management plan, a record that guides execution of the
task. This is basic in that it turns into an overriding governance for the whole task. A quick look
at the above will uncover the essential idea of what is refined during Planning. It makes your
guide, your way to progress. You should no more neglect to set up these plans than a modeler
would neglect to make a diagram for a structure. Toward the finish of this process group, the
team ought to have an excellent thought of not just what they're entrusted to do - what is in
and out of extension - yet in addition what it will take to execute the task on-schedule and on-
spending plan.
3. Executing process group

Normally, the following activity subsequent to Planning is to execute, to accomplish the

work. Yet, what's significant here is that we presently have a project management plan to
which we can execute. It helps keep us on target. Here is the place where the project team
begins accomplishing crafted by making the expectations while the project manager
arranges those resources. Also, if that were the lone thing that happened, that may
sufficiently be enough. However, there are a few different things that should occur during
executing. Since the project team is so imperative to effective execution, one should accept
that building up the group is critical to that cause. So there is a supposition that the project
manager won't just gain and deal with the group, yet additionally develop it by performing
group building works out. Moreover, the PM isn't just managing correspondences yet
additionally dealing with the stakeholder commitment and engagement, guaranteeing
project and product quality and - if procurement is included - supporting the push to
contract with a seller. It is here of Executing that a large portion of the spending will be
spent and the expectations of the undertaking will be delivered. Furthermore, it is likely
here where we will start to see partner change demands. While the project team can
execute endorsed changes, just the stakeholder change requests can favor or reject these
changes. Project execution could continue for quite a long time, weeks, months or years
relying upon its term. However, it isn't sufficient to execute as it were. One should ensure
the project remains on target. That is the place where our next process group becomes
possibly the most important factor.

4. Monitoring and Controlling

While the other process group happen consecutively, Monitoring and Controlling float over
the entire extend thus, occur all through the project and are not like the others who are
linear. What does it incorporate? These are "measures needed to track, audit and manage
the advancement and execution of the project; distinguish any areas wherein changes to
the arrangement plan are required; and start the comparing changes. Actually, you can't
accept you'll generally remain or stay on plan. Indeed, it's presumable as not that you
won't. Monitoring and Controlling is the place where you refocus, where you contrast plan
with real, measure difference and make a corrective move. A few instances of areas one
may control are scope, cost, and schedule. These all have varieties with respect to which
tools and procedures you would use to control them. In any case, what each of these share
practically speaking is that they have baselines which were characterized in planning. Since
we're keeping tabs on our development against these baselines, you don't make changes to
them softly. They can be made. Be that as it may, as referenced, just the change control
board can favor these changes. One approach to consider monitoring and controlling is to
envision that you were driving across nations over as indicated by your planning or a guide.
In any case, on the off chance that you got lost and you didn't have a GPS you'd stop,
request bearings and refocus, or perhaps dependent on new data, for example, another
street that would cut hours off the outing, you'd change or update your arrangement plan.
 The lesson I learned here is that expecting that you'll some way or another mystically
remain on target since you've intended to be is a formula for disappointment. Just steady
vigilance, following and detailing will keep the project centered towards meeting its targets.

5. Closing

From its title indication, it should be pretty evident what occurs here. This process group helps
to close the undertaking after all objectives are clearly met. Not exclusively do you officially
close the project yet you likewise get close down and acknowledgment from the customers.
While this should act naturally apparent, time after time extends simply flame out. Individuals
quit going to the meetings and everybody just appears at the following one. Best practice
directs that the meticulousness applied to the remainder of the project should be applied here
also. The project manager should officially close the project by documenting records, holding an
lesson learned gathering, and celebrating and enabling the release of the team. What's more,
the lessons learned alongside other authentic historical information should be midway
chronicled to be utilized as contribution to future project tasks to forestall wasting time. Most
importantly while these process group are not really simple to actualize, not doing so implies
the team may never understand the full advantages of their exceptionally essential strategic
projects.

• Choose one Change Management Model, enumerate, and explain each of its
component.

I choose Lewin's Change Management Model While this change management model remains to
be broadly utilized today, it is takes some effort to actualize and implement. Obviously, since it
is anything but easy to use, most organizations will in general favor this model to establish
significant changes.

While the 7-S model helps you sort out what to change or improve, Lewin's change
management model assists with the execution. This model is explicitly for assisting you with
enormous scope change – something that will seriously affect how the organization operates.
This change management model was made during the 1950s by clinical psychologist Kurt Lewin.
Lewin noticed that most of individuals will in general like and work inside specific zones of
security or their comfort zones. He perceived three phases of progress:

1. Unfreeze - Most individuals put forth a functioning attempt to oppose change. To conquer
this inclination, a time of defrosting or unfreezing should be started through a major
motivation.

Before you can begin pushing for the change, you need to impart the requirement for it inside
your organization.

Your workers love the norm – change is troublesome and unsure. This is particularly evident in
case you're attempting to roll out some significant improvements inside the organization. For
your employees, this may imply that their positions may get out of date. Your management
team, then again, may see this as a senselessly risky activity with no result. Thus, you beginning
of any change activity with an unfreeze. You need to persuade the organization that the change
is going on which is as it should be. As a rule, this is through experimental outcomes – lower
deals, poor financial statements, unsatisfied clients, and so forth

As a rule, there are normal inquiries you'll have to address…

For what reason is the change being made?

What are the risks of keeping up business as usual?

What are the risks of completing the change activity?

what does this mean for your average normal worker?

Whenever you've picked up buy-in in from the workers and the remainder of the management,
you can proceed onward to the following stage…

2. Change - Once change is started, the organization moves into a progress period, which may
keep going for quite a while. Sufficient initiative and reassurance is important for the process to
be effective.

This is where you begin executing your proposed changes. Your workers should now know
about the requirement for change; some may even turn into your change champions and help
with the execution. At whatever point making acclimations to measures, however, you ought to
consistently approach your employees for criticism. They are, all things considered, the ones
who'll be doing the new process. On the off chance that changes are made considering their
input, they'll feel more engaged with your drive, and accordingly, bound to coordinate.

3. Refreeze - After change has been acknowledged and effectively actualized, the organization
becomes stable once more, and employees refreezes as they work under the new rules.

Whenever you've distinguished all the progressions you'll be making, it's an ideal opportunity to
"refreeze." Meaning, you'll need to make the new guidelines and propensities stick. Any
progressions you made in the "Make Changes" stage should turn into the better approach for
getting things done. In the event that you did the experimentation taking things down a notch,
this is the point at which you apply the progressions far reaching. To ensure that your workers
are tolerating of the change, you ought to boost them. Reward anybody that stays aware of the
change. Or then again, rebuff any individual who doesn't (contingent upon your methodology).
When you arrive at where the organization is working as in the past, with new changes as a
feature of business as usual, you can at last say that the change the board activity was fruitful.
This is something you ought to celebrate – your workers should be made mindful that the
difficult situations are finished, and that their commitment to the activity is valued.
• Compare and contrast agile project management and the traditional project
management. Present an example of a project where agile project management is used.

Traditional project management is a set up system where projects run in a consecutive cycle. It
follows a fixed arrangement: initiation, planning, execution, monitoring, and closure. It puts
unique accentuation and emphasis on linear cycles, documentation, forthright arranging, and
prioritization. While Agile is an overall approach utilized for programming improvement, it
depends vigorously on cooperation, coordinated effort, time boxing undertakings, and the
adaptability to react to change as fast as could reasonably be expected. The traditional
approach to project management has a few advantages including characterized goals,
profoundly controllable and all around characterized measures, just as greater responsibility
and documentation for the project manager.

Some of the disadvantages of a traditional approach are that, because of its more inflexible
structure, it is less adaptable and can run into spending plan and course of events issues on
bigger, more mind boggling projects. Since a whole task is arranged toward the start, there is
less space for adjusting to huge changes that occur along the way. An Agile way to deal with
project has the upsides and advantage of being entirely adaptable and versatile. In Agile,
conveyance, delivery of resources is unsurprisingly predictable (toward the finish of each run),
which implies that it is less inclined to run into issues with budget financial plan and
arrangement of schedule.

Since there is less initial arranging plan and customer input like feedback assumes an enormous
part in Agile, it is a lot simpler to adjust to changes along the way. In any case, the absence of
an inflexible structure and emphasis on customer input can likewise be burdens of Agile project
management. For instance, if the customer isn't certain of what they need, an undertaking can
undoubtedly tumble off course and an excess of grounds on the shoulders of individual
engineers. For more modest, less mind boggling projects, traditional project management
offers a make way to effective task culmination. Then again, for profoundly complex projects,
Agile offers a more versatile methodology. In the event that you manage a project with
changing needs and prerequisites, at that point an Agile approach may be best for it, though on
the off chance that you direct or control it with clear necessities and repeating activities, at that
point a traditional approach may be more fit for your project.

In the traditional approach, each and every process is plainly characterized and arranged from
the earliest starting point of the undertaking. The task must be finished inside the assessed
time and financial plan. Thus, any enormous change or input that may push the cutoff time is
skipped. While light-footed administration permits consistent input that is useful in giving
better yield.

Because of high acknowledgment for input in light-footed procedure, it has gotten the best
option for some project managers and programming designers. They can react to customer
demands as customer's will approve every emphasis that empowers them to convey an
excellent item or administration inside the conveyance time. With regards to making changes in
the process or a product, agile approach is significantly more adaptable than the cascade
procedure. While working, if colleagues feel that there is a need to analysis and have a go at
something other than what's expected than as arranged, the coordinated approach effectively
permits them to do as such. The best thing about this procedure is that it zeros in more on the
item than following an inflexible structure. In contrast to the agile project management,
coordinated strategy isn't direct or follows a top-down approach. In this way, any very late
changes can be obliged in the process without influencing the outcome and upsetting the task
plan.

• Explain in detail the role of a project manager. What are the consequences of
having an “ineffective” project manager?

Project managers assume the primary role in planning, executing, monitoring, controlling
and closing projects. They are responsible for the whole scope of the project, project
team, needs for resources, and the overall success of the task or if it encounters risk that
results to failure. The role of project manager as that of a change initiator: somebody who
makes project objectives their own and uses their abilities and aptitude to move a feeling
of mutual perspective inside the project team. In different words, project managers are
leaders they don't just guarantee projects are conveyed or delivered on schedule and on
financial plan, yet should likewise draw in and support their teams and inspire their
customers. They need solid thinking abilities to tackle issues as they emerge while
likewise having finely tuned relational abilities (think: a skill for client support) to
guarantee everybody stays educated, persuaded and ready.

Successful project managers need more than specialized skill. The job likewise requires
various non-specialized abilities, and it is these gentler aptitudes that frequently decide if
a project manager — and the project — will be a successful one. Project managers should
in any event have these seven non-specialized abilities: eadership, motivation,
communication, organization, prioritization, problem-solving, and adaptability.
Profoundly compelling project managers are vital partners completely vested in
organizational achievement, and they should have the option to move with unavoidable
setbacks. Joined with the essential specialized aptitudes, certain qualities will put you
more sought after as a project manager, giving a solid establishment that will empower
you to adjust to the continually changing elements of a project while at the same time
putting your stakeholders/partners needs first regardless of anything else.

Lack of foresight in planning prompts helpless outcomes. Tragically numerous

development experts over and over utilize ineffectual management practices that
frequently lead to issues, for example, low quality work and even business related
problems. These are the consequences of ineffective manager -

 Ineffective project management-

 project managers is fragmented without appropriate task correspondence. Without
great relational abilities a project leader can't have the ability to look forward, think
obviously, plan into the future and afterward impact his colleagues, partners and
customers to proceed with his project plan. So ineffective project communication
leads to ineffective project leadership.

 Dissatisfied clients

On the off chance that your project undertaking communication is faulty and incapable,
this can prompt disappointed clients regardless of whether the task was very much
overseen and conveyed/ delivered on schedule and inside spending plan. Then again,
regardless of whether your project has a few failings and on the off chance that you
convey successfully your customers and partners will relate comprehend. Subsequently,
powerful task correspondence makes things simpler. Keep in mind: disappointed clients
equivalent loss of income and business. So consistently communicate with them.

 Loss of senior leader certainty/ confidence

It is known that Senior management in every case has to know the status of a project. On
the off chance that a project manager can't tell them what is happening or the status of the
project, at that point they will lose trust in the project and the project leader. It is essential
to convey adequately to senior leaders about the advancement/ changes of any project.
Bringing about the fury or bad side of senior heads can destroy a task or a profession too.
Additionally, compelling project communication is basic to get their senior leader good
side. Along these lines, win the certainty of your boss, by conveying ypur thoughts
properly and communicating viably.

 Disengaged colleagues/ co-workers

Without great relational abilities, how is a project manager expected to inspire and draw
in his co-workers? One of the significant functions of a project manager is to assemble
teams. Project Leaders should have the option to interface with their teams,
demonstrating concern for them and their work. This organization is refined through
powerful relational abilities. Not getting sorted out normal and profitable task gatherings/
meetings can make the colleagues to escape sync. Insufficient project communications
within the organization prompts withdrew colleagues prompting wasteful resource
allotment and loss of profitability.

 Bad task culture

Terrible project culture begins to blend when no respectable communication diverts are
set up. The absence of weak inside/ internal group gatherings, the absence of right project
data information and vagueness over significant choices can prompt an awful task
culture. A decent project culture is the bedrock of an effective project management
delivery. Thus, impart adequately to spread a durable and shared project culture. Don't
mess with project interchanges. On the off chance that a project on the board
programming is the spinal rope that holds the task together, at that point project
communication is the sensory system than unites the various organs of the undertaking.

Keep in mind, a very much educated client will remain drew in and return for more
business. The employees will be more responsible on the off chance that they are trained
routinely. Furthermore, if the senior leaders or project team are regularly informed about
updates on the advancement/ changes of the project then they won't just allow you to
manage your responsibility yet additionally give you backing to finish the task.