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The document outlines the project management process groups, which include initiating, planning, executing, monitoring and controlling, and closing processes. It emphasizes the importance of these groups in managing projects effectively, ensuring they are completed on-time, on-budget, and on-quality. Additionally, it discusses various project management methodologies, such as PRINCE2, Agile, RUP, and Six Sigma, highlighting their unique approaches to project management.

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2 views4 pages

lecture 4

The document outlines the project management process groups, which include initiating, planning, executing, monitoring and controlling, and closing processes. It emphasizes the importance of these groups in managing projects effectively, ensuring they are completed on-time, on-budget, and on-quality. Additionally, it discusses various project management methodologies, such as PRINCE2, Agile, RUP, and Six Sigma, highlighting their unique approaches to project management.

Uploaded by

alihamzyazmanpak
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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The project management process Groups

A project manager may also need to make trade-offs between other knowledge areas, such as
between risk and human resources. Consequently, you can view project management as a
number of related processes.
What is a project management group?
The project management group objectives are delegated and allotted over the project's
workforce (managers and employees) to let them complete their tasks on-time, on-budget and
on-quality, through overcoming different HR-issues (using a help of facilitating experts) – such
as carrying out the teambuilding process,

 A process is a series of actions directed toward a particular result. Project management


process groups progress from initiating activities to planning activities, executing
activities, monitoring and controlling activities, and closing activities. Initiating processes
include defining and authorizing a project or project phase. Initiating processes take
place during each phase of a project. Therefore, you cannot equate process groups with
project phases. Recall that there can be different project phases, but all projects will
include all five process groups. For example, project managers and teams should
reexamine the business need for the project during every phase of the project life cycle
to determine if the project is worth continuing. Initiating processes are also required to
end a project. Someone must initiate activities to ensure that the project team
completes all the work, documents lessons learned, assigns project resources, and that
the customer accepts the work.
 Planning processes include devising and maintaining a workable scheme to ensure that
the project addresses the organizations needs. There are several plans for projects, such
as the scope management plan, schedule management plan, cost management plan,
procurement management plan, and so on, defining each knowledge area as it relates
to the project at that point in time. For example, a project team must develop a plan to
define the work that needs to be done for the project, to schedule activities related to
that work, to estimate costs for performing the work, to decide what resources to
procure to accomplish the work, and so on. To account for changing conditions on the
project and in the organization, project teams often revise plans during each phase of
the project life cycle. The project management plan, described in Chapter 4, coordinates
and encompasses information from all other plans.
 Executing processes include coordinating people and other resources to carry out the
various plans and produce the products, services, or results of the project or phase.
Examples of executing processes include acquiring and developing the project team,
performing quality assurance, distributing information, managing stakeholder
expectations, and conducting procurements.
 Monitoring and controlling processes include regularly measuring and monitoring
progress to ensure that the project team meets the project objectives. The project
manager and staff monitor and measure progress against the plans and take corrective
action when necessary. A common monitoring and controlling process is reporting
performance, where project stakeholders can identify any necessary changes that may
be required to keep the project on track.
 Closing processes include formalizing acceptance of the project or project phase and
ending it efficiently. Administrative activities are often involved in this process group,
such as archiving project files, closing out contracts, documenting lessons learned, and
receiving formal acceptance of the delivered work as part of the phase or project.
MAPPING THE PROCESS GROUPS TO THE KNOWLEDGE AREAS
You can map the main activities of each project management process group into the nine
project management knowledge areas. Table 3-1 provides a big-picture view of the relation-
ships among the 42 project management activities ,the process groups in which they are
typically completed, and the knowledge areas into which they fit
DEVELOPING AN
I N F O RMA T I ON T E C H N O L O G Y
PR O J E C T
M ANAGEM ENT M ETHODOLOGY

A methodology describes how things should be done, and


different organizations often have different ways of doing things.
In addition to using the PMBOK® Guideasa basis for project
management methodology, many organizations use others, such
Projects IN Controlled Environments (PRINCE2):Originally developed for information technology
projects, PRINCE2 was released in 1996 as a generic project management methodology by the U.K.
Office of Government Commerce (OCG). It is the de facto standard in the United Kingdom and is used in
over 50 countries. (See www.prince2.comfor more information.) PRINCE2 defines 45
separatesubprocessesandorganizestheseintoeightprocessgroupsasfollows:

1.Starting Up a Project
2. Planning
3. Initiating a Project
4. Directing a Project
5. Controlling a Stage
6. Managing Product Delivery
7. Managing Stage Boundaries
8. Closing a Project
 Agilemethodologies:AsdescribedinChapter2,agilesoftwaredevelop
mentis a form of adaptive software development. All agile
methodologies include an iterative workflow and incremental
delivery of software in short iterations. Several popular agile
methodologies include extreme programming, scrum, feature driven
development, lean software development, Agile Unified Process
(AUP), Crystal, and Dynamic Systems Development Method (DSDM).
 Rational Unified Process (RUP) framework: RUP is an iterative
software development process that focuses on team productivity and
delivers software best practices to all team members. According to
RUP expert Bill Cottrell, RUP embodies industry-standard
management and technical methods and techniques to provide a
software engineering process particularly suited to creating and
6
maintaining component-based software system solutions. Cottrell
explains that you can tailor RUP to include the PMBOK process
groups, since several customers asked for that capability. There are
several other project management methodologies specifically for
software development projects such as Joint Application
Development (JAD) and Rapid Application Development
 Six Sigma methodologies: Many organizations have projects underway
thatuseSixSigmamethodologies.Theworkofmanyprojectqualityexpertscon-
tributedtothedevelopmentoftodaysSixSigmaprinciples.Twomainmethodolo-gies are use
don Six Sigma projects: DMAIC (Define, Measure, Analyze, Improve, and Control)is
used to improving existing business process, and DMADV (Define, Measure ,Analyze,
Design, and Verify) issued to create new production process designs to achieve
predictable ,defect-free performance.

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