Generally speaking, the paper "Differences between a Process and a Phase, PMBOK Model Processes" is a good example of management coursework. Projects made of processes and phases. A process is defined as a series of events that brings about a particular output (Project Management Institute, 2000). Processes in project development are performed by individuals and are classified into two main categories; project management processes and product-oriented processes. The role of project management processes is to describe, organize, and accomplish the entire work of the project. On the other hand, product-oriented processes are meant to define and develop the products to a project.
This process is normally defined by the life-cycle of a project. These two processes usually overlap and relate to each other throughout the project (Project Management Institute, 2000). However, the project phase is a situation where a project is divided into various sections referred to as phases. This is meant to help management control the project easily and to promote links to other operations being undertaken in the organization. Project developers divide projects into phases due to uncertainty associated with project development.
Project phases are collectively referred to as the project life cycle. Reasons for project development According to the Project Management Institute (2000) work in organizations normally involves either projects or operations, despite the fact that they may overlap. Both projects and operations are undertaken by people, affected by scarce resources and are planned, executed and controlled by people in the organization. In this regard, projects are created with the aim of realizing the organization’ s strategic plan. A project is considered temporary tasks and unique in its making.
Many organizations use projects to respond to business endeavors that may not be addressed within the normal operational boundary. Therefore, projects are critical to the implementation of an organization’ s business strategy. PMBOK model processes The PMBOK process is categorized into five groups: initiating processes, planning processes, executing processes, controlling processes and closing processes, that are linked by their outcomes (Project Management Institute, 2000). As a project manager for Car4Future, I would recommend my team to concentrate more on the planning process. This is the most important part of project development because it is a new initiative that requires absolute care.
The success of project implementation will depend on the importance of information developed in the planning process. The planning processes are exposed to constant iterations before the project reaches full implementation (Yusuff and IntSecMgmt, 2006). Therefore, where issues contributed at this stage does not achieve the intended results, it would be necessary to adjust various elements to the project like the scope of eth project, resources and cost. To avoid such conflicting situations, the team should take time to develop a viable plan for the project. The planning processes depend on each other and this requires them to be performed in a similar order.
An illustration of this is where activities are defined before a cost is allocated. This forms part of core processes under planning processes, which require to be done many times at a given phase of this project (Project Management Institute, 2000). This is likely to consume a considerably long time. My team will need to take time to develop appropriate core processes like defining the scope of planning, activity definition, activity sequencing, estimating project duration, schedule development, develop a risk management plan, conduct resource planning, estimate cost, budgeting, and eventually develop a project plan.
The project cannot start functioning without these factors in place, and they must be done with the lowest degree of error so that when the project commences, fewer problems associated with poor planning are reported.