The PMBOK Guide presents forty-nine (49) inter-related processes,

arranged across ten "knowledge areas" and grouped within five "process

groups". As the project manager of the case study project, you realise

that a strictly linear application of these processes might not be the

ideal approach.

1. Regardless of the PMBOK Guide default sequencing, which

processes) would you focus on when first starting the project?

How do these processes interact with each other, and how do they

inform subsequent planning activities?

2. What relevant adjustments would you suggest to the Project

Management Institute (PMI) for consideration in a future edition of

the PMBOK Guide, and how might these ideas be helpful to other

project managers in professional practice?

Support your answer with examples from the case study project

(examples may be actual, inferred, or hypothetical).