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ITPM - Lecture 03

The document discusses the five project management process groups of initiating, planning, executing, controlling, and closing. It provides examples of how an organization developed and applied these process groups to an IT project. Key project documents are also summarized from the case study.

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Mehwish Majeed
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12 views20 pages

ITPM - Lecture 03

The document discusses the five project management process groups of initiating, planning, executing, controlling, and closing. It provides examples of how an organization developed and applied these process groups to an IT project. Key project documents are also summarized from the case study.

Uploaded by

Mehwish Majeed
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Chapter 3:

The Project Management


Process Groups: A Case Study

1
Learning Objectives
• Describe the five project management process
groups, the typical level of activity for each,
and the interactions among them
• Understand how the project management
process groups relate to the project
management knowledge areas
• Discuss how organizations develop
information technology project management
methodologies to meet their needs

2
Learning Objectives

• Review a case study of an organization


applying the project management process
groups to manage an information technology
project
• Understand the contribution that effective
project initiation, project planning, project
execution, project control, and project closing
makes to project success

3
Project Management Process Groups

• Project management can be viewed as a number


of interlinked processes
• The project management process groups include
– initiating processes
– planning processes
– executing processes
– controlling processes
– closing processes

4
Figure 3-1. Overlap of Process Groups in a
Phase (PMBOK® Guide, 2000, p. 31)

5
Table 3-1. Relationships Among Process Groups and
Knowledge Areas (PMBOK® Guide 2000, p. 38)

6
Table 3-1. Relationships Among Process Groups and
Knowledge Areas (PMBOK® Guide 2000, p. 38)

7
Developing an IT Project Management
Methodology
• Just as projects are unique, so are approaches to
project management
• Many organizations develop their own project
management methodologies, especially for IT
projects
• Blue Cross Blue Shield of Michigan used the
PMBOK as a guide in developing their IT
project management methodology

8
Figure 3-2. ITPM Methodology

See figure in text. Note that


many parts of this approach
map to the PMBOK, but
some activities have been
changed to meet the needs
of the organization.

9
Case Study: JWD Consulting’s Project
Management Intranet Site
• This case study provides an example of what’s
involved in initiating, planning, executing,
controlling, and closing an IT project
• You can download templates for creating your
own project management documents from the
companion Web site for this text
• Note: This case study provides a big picture
view of managing a project. Later chapters
provide detailed information on each knowledge
area.

10
Project Initiation
• Initiating a project includes recognizing and starting a new
project or project phase
• Some organizations use a pre-initiation phase, while others
include items like developing a business case as part of
initiation
• The main goal is to formally select and start off projects
• Key outputs include:
– Assigning the project manager (Erica)
– Identifying key stakeholders (stakeholder_analysis.doc)
– Completing a business case (business_case.doc)
– Completing a project charter and getting signatures on it
(charter.doc)

11
Project Initiation Documents

• Business case: See pages 74-76


• Charter: See pages 77-78, also shown on next
two slides
• Note: Every organization has its own variations
of what documents are required for project
initiation. It’s important to identify the need for
projects, who the stakeholders are, and what the
main goals are for the project

12
Project Planning
• The main purpose of project planning is to guide execution
• Every knowledge area includes planning information (see
Table 3-5 on pages 79-80)
• Key outputs include:
– A team contract (team_contract.doc)
– A scope statement (scope_statement.doc)
– A work breakdown structure (WBS) (wbs.doc)
– A project schedule, in the form of a Gantt chart with all
dependencies and resources entered
– A list of prioritized risks
• See sample documents on pages 83-90, and refer to them later
in the course

13
JWD’s Project Gantt Chart

14
JWD’s List of Prioritized Risks

15
Project Executing

• It usually takes the most time and resources to


perform project execution since the products of
the project are produced here
• The most important output of execution is work
results
• Project managers must use their leadership
skills to handle the many challenges that occur
during project execution

16
Project Controlling

• Controlling involves measuring progress toward


project objectives, monitoring deviation from
the plan, and taking corrective actions
• Controlling affects all other process groups and
occurs during all phases of the project life cycle
• Status and progress reports are important
outputs of controlling

17
Project Closing
• The closing process involves gaining
stakeholder and customer acceptance of the
final product and bringing the project, or project
phase, to an orderly end
• Even if projects are not completed, they should
be closed out to learn from the past
• Project archives and lessons learned are
important outputs. Most projects include a final
report and presentations

18
Post-Project Follow-up

• Many organizations have realized that it’s


important to review the results of projects a year
or so after they have been completed
• Many projects project potential savings, so it’s
important to review the financial estimates and
help learn from the past in preparing new
estimates

19
Questions
• Which project management process group includes
activity from every single knowledge area? In which
process group should you spend the most time and
money?
• Which process group affects all other process groups
and occurs during all phases of the project life cycle?
• Discuss the importance of planning a smooth transition
of the project into the normal operations of the
company. Give examples from the JWD case study.

20

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