Schwalbe 03ProcessGroups

Chapter 3:The Project Management Process Groups: A Case StudyInformation Technology Project Management,Fifth Edition

Chapter 3 - The Project Management Process Groups

Chapter 3 - The Project Management Process Groups*Project Management Process GroupsA process is a series of actions directed toward a particular resultProject management can be viewed as a number of interlinked processesThe project management process groups include:Initiating processes Defining and authorizing a project or project phasePlanning processesDevising and maintaining a workable scheme to ensure that the project addresses the organizations needsExecuting processesCoordinating people and resources to carry out the various plans and produce the products, services or results of the project or phaseMonitoring and controlling processesRegularly measuring and monitoring progress ro ensure that the project objectives are metClosing processesFormalizing acceptance of the project or phase, closing out contracts, documenting lessons learned


Level of Activity and Overlap of Process Groups Over Time*Chapter 3 - The Project Management Process Groups


Chapter 3 - The Project Management Process Groups*Project Management Process GroupsLevel of activity and length of each process group varies for every productOn the average:Executing process requires 50-60% of the resources and timeThe planning process requires about 15-25%The initiating and closing processes are usually the shortest and require the least amount of resources, usually 5 -10% eachMonitoring and controlling is done throughout the project and generally takes 5-15%


Chapter 3 - The Project Management Process Groups*Process Groups OutcomesInitiating processes The organization recognizes that a new project exists completion of a business case and project charterPlanning processesCompleting the WBS and scope statement, project schedule and cost estimateExecuting processesPerforming actions necessary to complete the work described in the planning activitiesMonitoring and controlling processesMeasuring progress toward the project objectives, monitoring deviation from the plan and taking corrective action to match progress with the planClosing processesFormal acceptance of the work and creation of closing documents


What Went Wrong?Philip A. Pell, PMP, commented on how the U.S. IRS needed to improve its project management process. Pure and simple, good, methodology-centric, predictable, and repeatable project management is the SINGLE greatest factor in the success (or in this case failure) of any project The project manager is ultimately responsible for the success or failure of the project.*In 2006, the IRS lost over $320 million due to a botched fraud-detection system project

Chapter 3 - The Project Management Process Groups**Comments posted on CIO Magazine Web site on article For the IRS, Theres No EZ Fix, (April 1, 2004).*


Chapter 3 - The Project Management Process Groups*Media SnapshotJust as information technology projects need to follow the project management process groups, so do other projects, such as the production of a movie. Processes involved in making movies might include screenwriting (initiating), producing (planning), acting and directing (executing), editing (monitoring and controlling), and releasing the movie to theaters (closing). Many people enjoy watching the extra features on a DVD that describe how these processes lead to the creation of a movie This acted not as promotional filler but as a serious and meticulously detailed examination of the entire filmmaking process.* Project managers in any field know how important it is to follow a good process.

*Jacks, Brian, Lord of the Rings: The Two Towers Extended Edition (New Line), Underground Online (accessed from www.ugo.com August 4, 2004).


Chapter 3 - The Project Management Process Groups*Mapping the Process Groups to the Knowledge AreasYou can map the main activities of each PM process group into the nine knowledge areas using the PMBOK Guide 2004Note that there are activities from each knowledge area under the planning and monitoring and controlling process groupsAll initiating activities are part of the project integration management knowledge area


Chapter 3 - The Project Management Process GroupsRelationships Among Process Groups and Knowledge Areas**PMBOK Guide 2004, p. 69


Chapter 3 - The Project Management Process GroupsRelationships Among Process Groups and Knowledge Areas (continued)*PMBOK Guide 2004, p. 69


Chapter 3 - The Project Management Process Groups*Developing an IT Project Management MethodologyJust as projects are unique, so are approaches to project managementMany organizations develop their own project management methodologies, especially for IT projectsA methodology describes how things should be doneBlue Cross Blue Shield of Michigan implemented a SDLC for the entire organization but developers and PMs were often working on different IT projects in different waysDeliverables were often missing or looked different from project to projectAn IT project management methodology was developed using PMBOK as a guide


What Went Right?Jordan Telecom (JT), Jordans only telecom operator, introduced new customized project management processes to improve efficiency and reduce costs in its Information Technology departmentJT created three lines of processes based on the size of the project: high, medium, or low. ..Rula Ammuri, JTs Chief Information Officer, believes this new methodology will result in a 40-50 percent increase in productivity.**Al-Tamimi, Fairooz, Jordanian Company Uses PMI Methods to Go Global, Improve Productivity, PMI Today (August 2004). **Chapter 3 - The Project Management Process Groups


Chapter 3 - The Project Management Process Groups*Case Study: JWD Consultings Project Management Intranet SiteThis case study provides an example of whats involved in initiating, planning, executing, controlling, and closing an IT projectThis case study provides a big picture view of managing a project; later chapters provide detailed information on each knowledge area


Chapter 3 - The Project Management Process Groups*Project InitiationInitiating a project includes recognizing and starting a new project or project phaseSome organizations use a pre-initiation phase, while others include items like developing a business case as part of initiationThe main goal is to formally select and start off projectsKey outputs include:Assigning the project managerIdentifying key stakeholdersCompleting a business caseCompleting a project charter and getting signatures on it


Chapter 3 - The Project Management Process Groups*Project Initiation DocumentsBusiness case: see pp. 85-87Charter: see pp. 90-91Note: Every organization has its own variations of what documents are required for project initiationIts important to identify the need for projects, who the stakeholders are, and what the main goals are for the project


Chapter 3 - The Project Management Process Groups*Project PlanningThe main purpose of project planning is to guide executionEvery knowledge area includes planning information (see Table 3-7 on pp. 93-94)Key outputs included in the JWD project include:A team contractA project scope statementA work breakdown structure (WBS)A project schedule, in the form of a Gantt chart with all dependencies and resources enteredA list of prioritized risks (part of a risk register)See sample documents on the book


Chapter 3 - The Project Management Process Groups*List of Prioritized Risks


Chapter 3 - The Project Management Process Groups*Project ExecutingUsually takes the most time and resources to perform project execution Project managers must use their leadership skills to handle the many challenges that occur during project executionTable 3-11 on pp. 103 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 projectA milestone report (example on pp. 104-105) can help focus on completing major milestones


Chapter 3 - The Project Management Process Groups*Part of Milestone Report


Best PracticeOne way to learn about best practices in project management is by studying recipients of PMIs Project of the Year awardThe Quartier International de Montreal (QIM), Montreals international district, was a 66-acre urban revitalization project in the heart of downtown MontrealThis $90 million, five-year project turned a once unpopular area into a thriving section of the city with a booming real estate market, and generated $770 million in related construction. Strategies included:Divided work into packages that allowed for smaller-scale testing of management techniques and contract awards. Based on these experiences, managers could adjust future work segments and management styles accordingly Identified champions in each stakeholder group to help inspire others to achieve to project goalsImplemented a web site dedicated to public concernsTwo-day review meetings at the beginning of each project phase to discuss problems and develop solutions to prevent conflictChapter 3 - The Project Management Process Groups*


Chapter 3 - The Project Management Process Groups*Project Monitoring and ControllingInvolves measuring progress toward project objectives, monitoring deviation from the plan, and taking correction actionsAffects all other process groups and occurs during all phases of the project life cycleOutputs include performance reports, requested changes, and updates to various plansSee Table 3-13 on pp.107-108And sample Weekly Progress Report on pp. 109


Chapter 3 - The Project Management Process Groups*Project ClosingInvolves gaining stakeholder and customer acceptance of the final products and services Even if projects are not completed, they should be closed out to learn from the pastOutputs include project archives and lessons learned, part of organizational process assetsMost projects also include a final report and presentation to the sponsor/senior managementLessons learned sample on Table 3-16 pp. 110-111Final Project Report on Table 3-17 pp. 112


TemplatesTable 3-18 on pp. 113-116 lists the templates available on the companion Web site (www.course.com/mis/schwalbe5e) Chapter 3 - The Project Management Process Groups*


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