Master the 49 PMBOK® Processes for the PMP® & CAPM® Exams

In the PMBOK® Guide, there are 49 project management processes.  These “processes” are the things (or activities) we perform in project management.  For example, we “define the scope” and “develop the schedule.”  In order to succeed on the exam, you need to have a good understanding of these processes.


In our Free Prep Pack, we have a process reference to help.  It provides an explanation of each process along with their process group and knowledge area.  We also have a description of each of the process groups and processes below.


  • Initiatingdefine a new project or a new phase by obtaining authorization to start.
  • Planning –  establish the scope of the project and define the course of action.
  • Executing –  complete the work defined in the project management plan.
  • Monitoring & Controlling –  track, review, and regulate the progress of the project.
  • Closing –  finalize all activities to formally close the project or phase.


Integration Management

  • Develop Project Charter – Authorizing the project and providing the PM with authority to use resources. (I)
  • Develop Project Mgmt. Plan – Integrating subsidiary plans into a comprehensive project plan. (P)
  • Direct & Manage Project Work – Performing project work and implementing approved changes. (E)
  • Manage Project Knowledge – Creating and using knowledge to support the project and the organization. (E)
  • Monitor & Control Project Work – Tracking and reporting project progress against the objectives. (M&C)
  • Perform Integrated Change Control – Reviewing and approving change requests; communicating the decisions. (M&C)
  • Close Project or Phase – Formally completing the phase or project. (C)

Scope Management

  • Plan Scope Management – Documenting how scope will be defined and controlled. (P)
  • Collect Requirements – Documenting stakeholder needs. (P)
  • Define Scope – Developing a detailed project and product description. (P)
  • Create WBS – Decomposing project work into smaller components. (P)
  • Validate Scope – Formalizing acceptance of completed deliverables. (M&C)
  • Control Scope – Monitoring project scope and managing changes to the scope baseline. (M&C)

Schedule Management

  • Plan Schedule Management – Documenting how the schedule will be developed and controlled. (P)
  • Define Activities – Identifying the steps required to produce project deliverables. (P)
  • Sequence Activities – Identifying relationships (or order) of project activities. (P)
  • Estimate Activity Durations – Approximating the # of work periods needed to complete activities. (P)
  • Develop Schedule – Analyzing activity sequences and estimates to create the schedule. (P)
  • Control Schedule – Monitoring progress of activities and managing changes to the schedule baseline. (M&C)

Cost Management

  • Plan Cost Management – Documenting how to estimate and control project costs. (P)
  • Estimate Costs – Approximating the finances needed to complete project activities. (P)
  • Determine Budget – Aggregating the costs of individual activities to generate the cost baseline. (P)
  • Control Costs – Monitoring project costs and managing changes to the cost baseline. (M&C)

Quality Management

  • Plan Quality Management – Identifying quality requirements and documenting how to comply with them. (P)
  • Manage Quality – Converting the quality management plan into actionable quality activities. (E)
  • Control Quality – Monitoring outcomes of quality activities to evaluate performance. (M&C)

Resource Management

  • Plan Resource Management – Documenting responsibilities and creating a staffing management plan. (P)
  • Estimate Activity Resources – Estimating the manpower, materials, and equipment needed to complete the project. (P)
  • Acquire Resources – Obtaining the manpower, materials, and equipment needed to complete the project. (E)
  • Develop Team – Improving team skills and relations to enhance project performance. (E)
  • Manage Team – Tracking team member performance, providing feedback, and resolving issues. (E)
  • Control Resources – Monitoring planned versus actual resource usage. (M&C)

Communications Management

  • Plan Communications Management – Developing a plan for communications based on the needs of stakeholders. (P)
  • Manage Communications – Creating and distributing project information. (E)
  • Monitor Communications – Monitoring communications to ensure stakeholder needs are met. (M&C)

Risk Management

  • Plan Risk Management – Defining how to conduct risk management on the project. (P)
  • Identify Risks – Detecting risks that may affect the project. (P)
  • Perform Qualitative Risk Analysis – Prioritizing risks by evaluating their probability and impact. (P)
  • Perform Quantitative Risk Analysis – Numerically analyzing the effect of risks on project objectives. (P)
  • Plan Risk Responses – Defining strategies and actions to address project risks. (P)
  • Implement Risk Responses – Putting risk response plans into effect. (E)
  • Monitor Risks – Tracking existing risks and identifying/analyzing new risks. (M&C)

Procurement Management

  • Plan Procurement Management – Documenting the procurement method and identifying potential sellers. (P)
  • Conduct Procurements – Collecting seller responses, choosing a seller, and awarding a contract. (E)
  • Control Procurements – Managing procurement relationships and monitoring contract performance. (M&C)

Stakeholder Management

  • Identify Stakeholders – Determining who will be affected by the project and noting their involvement/impact. (I)
  • Plan Stakeholder Engagement – Developing strategies to appropriately engage stakeholders during the project. (P)
  • Manage Stakeholder Engagement – Communicating with stakeholders and addressing issues. (E)
  • Monitor Stakeholder Engagement – Monitoring and adjusting plans for engaging stakeholders. (M&C)