Project Management Process Groups and Knowledge Areas Mapping

The above diagram is preceded by an interesting graphic that tries to display the cyclic nature of the intent and its correspondence with Deming's Plan-Do-Check-Act quality management cycle. If the Guide's descriptions are to be taken as presented, then one concludes that initiating and closing are a part of every cycle. Indeed, this is formally recognized in the bottom row of an illustration entitled "Project Management Process Group Triangle. We question whether this really makes sense in practical project management?

project management process groups chart  Source:

The exam comprises a specific percentage of questions for each project management process group. The percentages of questions for each process group are: Initiating: 11%, Planning: 23%, Executing: 27%, Monitoring and Controlling: 21%, Closing: 9%, and Professional and Social Responsibility: 9%.


project management process groups chart Source:

PROJECT MANAGEMENT PROCESS GROUPS CHART RELATED , , , , , , , , , , , , , , , , , , , ,

The PMP examination is developed based on PMP Examination blueprint contained in the PMP examination content outline. The exam blueprint details the percentage of questions contained in each project management process group. The following represents the percentage of questions in each domain that are included in the examination.


The project management process group refers specifically the idea of a oriented grouping or arrangement of the numerous project management processes as per the concepts laid out in the PMBOK guide. There a very lengthy list of individual process groups that must be accounted for when attempting to succinctly and accurately lay them all out, These include those of the early stage , the , any of the many processes that the project manager or project management team determine to be relevant, any processes that are determined may be helpful, and processes that may be needed, and at the conclusion of the event in question, any . It is important to always utilize the processes for each project in the proper, and usually predetermined order, as this sequential and repetitive routine and pattern tends to offer substantial benefits toward organization, and can be applied to any or life cycle.As we indicated earlier (under ) the problem starts with the labeling of the five project management process groups, a problem that first surfaced in the 1996 version of the Guide. The groups in question are designated in order as , and . Monitoring and controlling project activities is a perfectly legitimate repetitive management activity no different from that of operational management.