PMP Process Groups Explained: All 5 With Real Examples

In my experience teaching PMP candidates, the five process groups are the backbone of predictive project management on the exam. Even with PMBOK 7’s shift to performance domains, I find the process groups remain the cleanest way to organise the 49 processes and to anchor exam scenarios. The candidates I have watched internalise the process groups can map any exam scenario to the right group within seconds; the ones who have not done this work struggle to identify what kind of question they are looking at.

In this guide I explain all five process groups with real-world examples and exam-ready takeaways. I also cover how the process groups interact, where I see common confusions arise, and the exam patterns that test process group recognition implicitly.

Total: 49 processes. Memorising the count per group is helpful for the exam.

The process groups are not strictly sequential phases. They overlap throughout the project. Initiating and planning happen at the start of phases; executing and monitoring run continuously; closing happens at the end of phases or the project. The exam tests whether candidates understand the overlapping nature.

For PMP candidates, the process group framework provides a mental scaffold that anchors the otherwise overwhelming volume of PMI content. Once the framework is internalised, individual processes fit into it naturally.

Two processes:

• Develop Project Charter
• Identify Stakeholders

The charter authorises the project and assigns the PM. The stakeholder register is the first attempt to map who matters. Real example: a software project starts with a charter signed by the sponsor that authorises the PM to spend up to a budget cap and identifies key stakeholders across product, engineering, sales, and customer success.

Common exam trap: candidates think the charter is created by the PM. It is created with the PM but signed by the sponsor. The distinction matters for exam questions about charter authority. The charter authorises the PM; the sponsor authorises the charter.

The Initiating group is small (2 processes) but high impact. A weak charter produces a project without clear authority, scope, or success criteria. Strong charters produce projects with explicit boundaries that make later disputes easier to resolve.

For exam questions, the initiating group is typically tested through scenarios about scope ambiguity, sponsor expectations, or stakeholder identification. The right answer usually involves either consulting the charter or updating the stakeholder register.

24 processes. The most exam-tested group. Every knowledge area has at least one planning process.

Highlights:

• Develop Project Management Plan is the integrative planning process.
• Plan Scope Management through Validate Scope establish what is in and out.
• Estimate Costs and Determine Budget produce the cost baseline.
• Plan Risk Management sets the framework. Identify Risks populates the register.

Real example: a product launch project’s planning phase produces a 60-page project management plan with scope, schedule, cost, quality, resources, communications, risk, procurement, and stakeholder sub-plans. Every later decision references this plan.

Exam tip: when the question says “what does the PM do first” and planning is involved, the answer is almost always something from this group.

The planning group is also where the most exam questions concentrate. With 24 processes, the chance that any given exam question touches planning is high. Candidates who know the planning processes cold tend to score well on the exam.

The discipline of planning matters in the exam mindset too. Real-world PMs sometimes skip planning to ship faster; the PMI mindset expects rigorous planning regardless of project pressure. Exam answers reflect this expectation.

10 processes. Where deliverables are produced.

Key processes:

• Direct and Manage Project Work is the core executing process.
• Manage Quality vs Control Quality is a frequent exam confusion. Manage Quality is executing (auditing the process). Control Quality is monitoring (inspecting the deliverable).
• Develop Team, Manage Team, Acquire Resources cover people.
• Manage Communications, Conduct Procurements, Manage Stakeholder Engagement round out the executing work.

Real example: during executing, the PM holds daily standups, reviews deliverables against acceptance criteria, manages vendor relationships, and resolves team conflicts. Most of the day-to-day PM work happens here.

Exam tip: Manage vs Control questions are frequent. Manage = process. Control = output. The distinction trips up candidates who do not internalise it.

For agile-leaning candidates, the executing group maps loosely to sprint execution. The processes themselves are framed for predictive work, but the underlying activities (delivering work, managing teams, communicating) transfer.

12 processes. Runs in parallel with executing.

Key processes:

• Monitor and Control Project Work is the integrative process.
• Perform Integrated Change Control is where all change requests funnel.
• Validate Scope is where the customer formally accepts deliverables.
• Control processes for scope, schedule, cost, quality, resources, communications, risks, procurement, and stakeholder engagement.

Real example: every week, the PM reviews work performance data, generates work performance reports, processes change requests, and updates baselines as approved. This is the discipline of staying on track.

Exam tip: Control Quality vs Validate Scope is another classic confusion. Control Quality is internal inspection. Validate Scope is customer acceptance. The sequence matters: Control Quality happens before Validate Scope. Internal QA before customer acceptance.

The monitoring and controlling group is the discipline that distinguishes mature project managers from amateurs. Without active monitoring, projects drift. With it, deviations get caught and addressed early. The PMI mindset expects active monitoring as a default behaviour.

One process: Close Project or Phase.

Outputs include the final product, project documentation archive, lessons learned register, and final reports. Procurement closure happens in the Closing group too via the integrated process.

Real example: the PM holds a closeout meeting, archives all artefacts, captures lessons learned, releases resources, and gets the sponsor’s formal sign-off.

Exam tip: never skip closure. Many real-world projects do; the exam expects you to follow the process.

The Closing group is small (one process) but highly tested because real-world projects skip it disproportionately. The exam tests whether candidates understand that closure is mandatory regardless of project outcome - successful, failed, cancelled, or terminated.

The Lessons Learned component matters across the exam. Questions about post-project documentation, knowledge transfer, and organisational learning all map to closing.

The 49 processes form a 5x10 matrix: 5 process groups by 10 knowledge areas. Memorise the matrix in chunks - which knowledge areas have planning processes, which have monitoring processes, etc.

The classic ITTO chart maps every process. See PMP ITTO Complete Guide for the full mapping.

The 5x10 matrix is the most efficient mental model for navigating PMI content. Once internalised, any exam question about a specific process can be located within seconds: which group, which knowledge area, what processes precede and follow it.

The current PMP exam tests roughly:

• 50% Process domain (which process group / knowledge area applies)
• 42% People domain (leadership, conflict, motivation)
• 8% Business Environment domain (compliance, value delivery)

Process group recognition is core to scoring well in the Process domain. Practise mapping question scenarios to the right group.

The pattern that helps in exam: when reading a scenario, immediately identify which process group is implicated. “The team is working on deliverables” suggests Executing. “The customer is reviewing work” suggests Validate Scope (Monitoring & Controlling). “A change request has been submitted” suggests Perform Integrated Change Control (Monitoring & Controlling).

For candidates who struggle with process group recognition, the fix is volume. 200+ practice questions where the candidate explicitly identifies the process group before selecting an answer build pattern recognition. Without this practice, recognition is slow and inconsistent.

Real projects go through process groups in this sequence within each phase:

1. Initiating: phase authorised.
2. Planning: phase approach defined.
3. Executing: phase work performed.
4. Monitoring & Controlling: phase progress tracked (parallel with executing).
5. Closing: phase formally completed.

Multi-phase projects repeat this cycle for each phase. Single-phase projects do it once.

The diagram of process group flow looks like a spiral: planning leads into executing, but as monitoring identifies issues, the team returns to planning for change control, then back to executing. The flow is iterative within phases.

For exam questions about sequence, the candidate must understand both the within-phase flow and the cross-phase flow. Within-phase: initiating -> planning -> executing/M&C -> closing. Cross-phase: closing of one phase initiates the next.

Hybrid projects use predictive frames around agile execution. The process groups apply to the predictive frame:

• Initiating sets up the overall project authority.
• Planning establishes the project-level constraints.
• Closing finalises the project.

Within the agile execution part:

• Sprints have their own micro-cycles that loosely map to executing and monitoring.
• Sprint reviews include elements of validate scope.
• Sprint retros include elements of close (lessons learned).

For exam questions about hybrid, the candidate identifies which part of the project is being asked about. Predictive frame questions use the process groups directly. Agile execution questions use scrum/agile vocabulary.

The mapping is not perfect; PMI tests candidates who can hold both frameworks simultaneously. Strong candidates have both vocabularies fluent and switch between them based on the question context.

• Manage Quality vs Control Quality: Manage = process audit (Executing); Control = deliverable inspection (M&C).
• Validate Scope vs Control Quality: Validate Scope = customer acceptance (M&C); Control Quality = internal QA (M&C). Validate happens after Control.
• Direct and Manage Project Work vs Monitor and Control Project Work: Direct = doing the work (Executing); Monitor = tracking the work (M&C).
• Develop Project Charter vs Develop Project Management Plan: Charter = authorise the project (Initiating); Plan = define the approach (Planning).
• Identify Stakeholders vs Plan Stakeholder Engagement: Identify = list stakeholders (Initiating); Plan = define how to engage (Planning).
• Estimate Costs vs Determine Budget: Estimate = activity-level cost (Planning); Determine Budget = aggregate to baseline (Planning).

Each of these confusions produces wrong answers on the exam. The pattern that helps: associate each process with its purpose verbally (“Manage Quality - process audit, Executing”; “Control Quality - deliverable inspection, M&C”). Repeating these associations builds reliable recall.

Memorising 49 processes is daunting without structure. Strategies that work:

The 2-24-10-12-1 mnemonic: the count per process group. Always remember the count.

Knowledge area chunks: memorise processes by knowledge area first, then process group. The knowledge area framing is more intuitive than the process group framing for many candidates.

The matrix flash cards: 5x10 cards, each with the processes in that intersection. Review weekly until automatic.

The process-by-process exercise: write each process from memory, place it in the matrix, check against the reference. Repeat until accuracy is 95%+.

The brain dump: include the matrix structure in your brain dump. Even partial recall on exam day is valuable.

The discipline that compounds: spaced repetition. Review the matrix daily for the first 2 weeks, weekly for the next month, monthly thereafter. The information stays accessible without crash-cramming.

For candidates who struggle with rote memorisation, conceptual understanding helps. Why does this process exist? What problem does it solve? Understanding the reason makes recall easier than memorising the name.