Chap03 Project Management Process Groups

Chapter 3:
The Project Management

Process Groups: A Case
Study
1
Learning Objectives
 Describe the five Project Management
(PM) process groups, the typical level of
activity for each, and the interactions
among them
 Understand how the PM process groups
relate to the project management
knowledge areas
 Discuss how organizations develop IT/IS
PM methodologies to meet their needs.
2
Learning Objectives
 Review a case study of an organization
applying the PM 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
 A process is a series of actions directed toward a
particular result.
 Project management can be viewed as a number
of interlinked processes.
 The project management process groups include
 Initiating processes
 Planning processes
 Executing processes
 Monitoring and controlling processes
 Closing processes 4
5
Table 3-1. Project management Process Groups and
Knowledge Area mapping
6
Table 3-1. Relationships Among Process Groups and
Knowledge Areas
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
Examples PM Methodology
 Critical path method (CPM)
 Critical chain project management (CCPM)
 SCRUM
 PRINCE2
 LEAN
 RUP, and Six Sigma
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
 Note: This case study provides a big
picture view of managing a project. Later
chapters provide detailed information on
each knowledge area.
 Find the case study in chapter 3,
Information technology Project
management by Kathy Schwalbe
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
 Identifying key stakeholders
 Completing a business case
 Completing a project charter and getting signatures on it11
Project Initiation Documents
 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
 The main outputs are a project charter
and a stakeholder register.
12
JWD’s Project Charter
13
JWD’s Project Charter
14
Example of a stakeholder
register
A kick-off meeting is a meeting held at the beginning of a

project so that stakeholders can meet each other, review
the goals of the project, and discuss future plans. The kick-
off
meeting is often held after the business case and project 15
Project Planning
 The main purpose of project planning is to guide
execution
 Every knowledge area includes planning

information (see Table 3-5 on pages 87-89).
 Key outputs include:
 A team contract
 A scope statement
 A work breakdown structure (WBS)
 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 90-98, and refer
to them later in the course 16
JWD’s Project Gantt Chart
17
JWD’s List of Prioritized Risks
18
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
19
Project Executing
 Table 3-11 on page 111 lists the executing

processes and outputs. Many project sponsors
and customers focus on deliverables related to
providing the products, services, or results
desired from the project.
 A milestone report (see example on page 112)
can keep the focus on completing major
milestones.
20
21
Project Monitoring and
Controlling
 Controlling involves measuring progress toward
project objectives, monitoring deviation from the
plan, and taking corrective actions to match
progress with the plan.
 Project Monitoring and Controlling affects all other
process groups and occurs during all phases of the
project life cycle
 Status and progress report (performance reports)
and updates to various plans are important
outputs of Monitoring and Controlling. 22
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 in order to reflect on what can be learned to
improve future projects.
 Project archives and lessons learned are
important outputs.
 Most projects include a final report and presentation
to the sponsor or senior management.
23
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
24
Chapter key terms
 Business case
 Stakeholder register
 Stakeholder management strategy
 Project charter
 Kick-off meeting
 Team contract
 Work breakdown structure
 Gantt chart
 List of prioritized risks
 Milestone report
 Progress report
 Lessons-learned report
 Final project report
25
Discussion Questions
 Why do organizations need to tailor project
management concepts, such as those found
in the PMBOK® Guide, to create their own
methodologies?
 Briefly describe what happens in each of the
five project management process groups

(initiating, planning, executing, monitoring and
controlling, and closing). What types of
activities occur before initiating a project? 26
Discussion Questions
 Discuss whether you think most projects should
include a business case before the project sponsors
officially approve the project. Write a short paper
summarizing your findings and opinions.
27

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Chapter 3:

The Project Management

A kick-off meeting is a meeting held at the beginning of a

 Every knowledge area includes planning

 It usually takes the most time and resources

 Table 3-11 on page 111 lists the executing

five project management process groups

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