Results come more efficiently when activities and their resources are managed as a process (ISO 9000:2015 clause 2.3.4). The project's processes and how they relate should be determined, with documented information supporting their operation and control where needed. The originating organization may pass on experience from its own processes or other projects, which the project organization can use, though it may also need processes unique to the project. The process approach generally lets planned processes be coordinated and compatible and their interfaces be clearly set. A project runs as a group of planned processes that relate to and depend on each other, under the project organization's control; to keep that control, each process should be defined and connected to the others, then integrated and managed as one system consistent with the wider system of the originating organization. Ways to do this: identifying the right processes for the project; identifying each process's inputs, outputs and objectives; naming process owners with their authority and responsibility; designing the processes within the project life cycle; defining how the processes relate to and interact with each other; and dealing with the risks and opportunities attached to the processes. Effectiveness and efficiency of processes can be judged by internal and external review, by benchmarking, or against a maturity scale whose levels span from having no formal system up to best in class. TC 176 standards give guidance on many process and product or service practices that can help meet project objectives.
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