The Volkswagen Mexico Component won a competitive bid to produce several motor and axle parts and assemblies by proposing a fixed cost for part production. This was one of the first projects to be managed by the VW Mexico project office and they would have to develop and introduce internal processes for the team to follow. To oversee the project the VW Mexico team established a project management office, which was responsible for controlling the budget and schedule for the Jetta-related projects. The VW Mexico project team had to tackle a time and cost constraint for completing the assembly line project on-time and under budget. The project management office helped ensure the project was supported effectively and efficiently by incorporating different project management tools and techniques. The project managers along with members from other teams were able to incorporate a standardized approach for the project to meet the development of project requirements. To help “provide guidelines and criteria for tailoring the organization’s process” (PMI, 2013) the project team included the five process groups of Initiating, Planning, Executing, Monitoring and Controlling, and Closing. During the initiating process group the project manager must define the phases of the project, which was accomplished by dividing it into five phases with nine milestones over two years. During the initiating phase the project manager must clarify what constituted the start and completion of the project. The timeline included an outline for procurement and fabrication of equipment to the final phase completing the axle production and corner module assembly. This process also allows the project manager to clarify project objectives to be developed to ensure what will be delivered and the resources required to meet this objective.

The planning process group is used