Introduction to process management in projects - Overview of the Process domain tasks

Learning Outcomes

After studying this article, you will be able to explain the key principles of process management in projects for PMP. You will recognise the scope of the Process domain, describe core process tasks, outline the correct approach to integrated change control, differentiate process management in predictive and agile projects, and apply tailoring and change protocols to exam scenarios.

PMP Syllabus

For PMP, you are required to understand the objectives and components of the Process domain and how processes are used to manage project work effectively. This article addresses:

• The definition and objectives of process management in PMP projects.
• The structure and focus of the PMP Process domain—including planning, execution, monitoring, change control, and closure.
• The role of integrated change control and formal change approval (CCB).
• The tailoring of process management for different project types (predictive, agile, hybrid).
• The correct sequence for evaluating and approving project changes.
• Distinctions between process application in predictive and agile environments.
• The significance of process grouping, documentation, review, and continuous process improvement for project success.

Test Your Knowledge

Attempt these questions before reading this article. If you find some difficult or cannot remember the answers, remember to look more closely at that area during your revision.

1. Which key PMP process ensures all changes are assessed for their impact on scope, time, cost, risk, and other project constraints before implementation?
   1. Direct and Manage Project Work
   2. Stakeholder Engagement
   3. Integrated Change Control
   4. Project Quality Management
2. What should a project manager do first after receiving a major change request in a predictive life cycle project?
   1. Approve the change immediately
   2. Escalate the request to the team
   3. Assess impact on all project constraints
   4. Add the change to the lessons learned register
3. How does change control usually differ in an agile project compared to a predictive project?
   1. Agile teams reject all changes
   2. Predictive projects use formal change approval; agile teams manage most changes within the team
   3. Predictive projects have no change process
   4. Only sponsors can approve changes in both approaches
4. Which concept best describes the process of selecting, customising, and adjusting project processes to match a project’s needs?
   1. Standardised PMO guidelines
   2. Tailoring
   3. Scope Baseline
   4. Product Owner empowerment

Introduction

Process management is central to successful project delivery for PMP candidates. It involves choosing, sequencing, and supervising the right processes to ensure project objectives are achieved—across all project phases and management areas. The Process domain encompasses the actions, controls, and changes needed to keep the project coordinated, value-focused, and aligned to the project plan.

The PMP Process Domain – Purpose and Scope

The Process domain (sometimes called the "how-work-is-done" domain) ensures all activities—planning, execution, monitoring, and closure—are properly managed and integrated. A project manager selects, sequences, and adjusts processes for the project's size, approach, and constraints, and must keep all project documentation current and aligned across scope, schedule, cost, resources, risk, and communications.

Key Term: Process Management
The coordinated planning, execution, monitoring, control, and closure of project processes to achieve project goals, as standardised in PMP frameworks.

Core Process Domain Tasks

The principal tasks in the Process domain are:

• Creating a clear, comprehensive, and realistic project management plan which sets baselines for scope, time, cost, quality, stakeholder management, and more.
• Directing and managing project work—organising resources and ensuring deliverables are produced according to the plan.
• Monitoring and controlling project work—tracking actual versus planned performance and making corrections where deviations or risks arise.
• Performing integrated change control, in which any proposal for change is analysed for its effect on all project constraints and must be formally approved before implementation.
• Closing project or phase work—validating that all deliverables are accepted, documenting lessons learned, and completing procurement, contracts, and knowledge transfers.

Key Term: Integrated Change Control
The process of collecting, evaluating, and approving/rejecting all change requests to the project plan and baselines, ensuring changes are managed and communicated across all constraints before implementation.

Process Coordination and the Project Life Cycle

To deliver results successfully, process groups must operate together and be tailored for the project mode (predictive, agile, hybrid). Process groups—Initiating, Planning, Executing, Monitoring & Controlling, and Closing—structure when process tasks are performed. Each group works with processes related to all knowledge areas. The project manager is responsible for selecting only the processes needed, to the right degree of detail, rather than applying every possible formal process.

Key Term: Tailoring
The activity of choosing and modifying project management processes to fit the project’s size, complexity, delivery approach, regulatory needs, and objectives.

Integrated Change Control – Approach and Protocol

Integrated change control is a core focus in PMP process management. Every proposed change must be systematically reviewed for its effect on scope, schedule, cost, quality, resources, and risks. Only after rigorous impact assessment and formal approval (often by the change control board) should a change be implemented. This preserves alignment with agreed objectives and plan baselines.

Key Term: Change Control Board (CCB)
A formally chartered group in predictive and hybrid projects responsible for approving or rejecting significant change requests to the project baseline and records.

Predictive vs. Agile Process Management

The steps of process management—and especially change control—differ by project approach:

• Predictive: Change requests are formally documented, impact-assessed, and reviewed by the appointed sponsor or CCB. The project plan and baselines are updated only if approved. Unauthorised changes are not to be implemented.
• Agile: Most changes during a sprint are managed by the team and product owner. The product backlog is reprioritised as required. Major changes exceeding agreed limits (budget, timeline) may be escalated to the sponsor or senior management.

Key Term: Product Owner
The individual in agile projects responsible for maintaining the product backlog, prioritising value, and making day-to-day change acceptance decisions. The role reflects decision-making authority inside sprints.

Tailoring the Process Domain for Your Project

PMP expects process management to be tailored for each project. Fitting process tasks (e.g., the level of risk planning, detail in cost estimates, and scope controls) saves valuable effort and keeps documentation practical. Effective tailoring increases project value and avoids waste.

Worked Example 1.1

A sponsor proposes a mid-project change adding a new feature, which will extend the project schedule by two weeks and increase costs by $30,000. As project manager, what is your immediate action under process management protocols?

Answer: First, assess the impact of the proposed change on all project constraints and objectives—scope, quality, cost, schedule, resources, risk, stakeholder satisfaction. Identify feasible options to address the change. Prepare a formal change request for review, and refer to the change control board or sponsor for approval. Only after approval should the plan, schedule, baselines, and communications be updated.

Worked Example 1.2

In a Scrum project, the product owner receives a new requirement from a stakeholder. The team is near completion of the current sprint. Should this change be implemented immediately?

Answer: No. The product owner records and prioritises the new requirement in the product backlog. The team completes the current sprint as planned. The change is considered for future sprints in line with agile change control best practice.

Exam Warning

Many process-related PMP questions test your ability to handle change requests. Always assess change impact on all project constraints—not just the one's immediately affected. Never approve a change in a predictive project without following impact assessment and formal approval protocols defined for the project.

Revision Tip

Practice drawing a matrix linking the five process groups to the ten knowledge areas. This helps in visualising how process management tasks support project coordination across the full project life cycle.

Summary

The Process domain underpins successful PMP project delivery by ensuring planning, execution, monitoring, change management, and closure are coordinated, documented, and tailored for each project. Effective process management requires timely, evidence-based change control, and rigorous tailoring of process activities to the project's need and scale. Process management is the backbone of project coherence and value delivery.

Key Point Checklist

This article has covered the following key knowledge points:

• The PMP Process domain covers process management across the project life cycle, including change control, tailoring, and documentation.
• Integrated change control is central—changes must be impact-assessed and formally approved before implementation in predictive projects.
• Agile and predictive projects handle change control differently; process management and tailoring must fit project needs.
• Key process tasks include planning, executing, monitoring, change management, and closing.
• The project manager is responsible for tailoring processes and documentation to project scale and requirements.

Key Terms and Concepts

• Process Management
• Integrated Change Control
• Tailoring
• Change Control Board (CCB)
• Product Owner