chapter 3 the project management process groups a case study n.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
Chapter 3: The Project Management Process Groups: A Case Study PowerPoint Presentation
Download Presentation
Chapter 3: The Project Management Process Groups: A Case Study

Loading in 2 Seconds...

play fullscreen
1 / 41

Chapter 3: The Project Management Process Groups: A Case Study - PowerPoint PPT Presentation


  • 121 Views
  • Uploaded on

Chapter 3: The Project Management Process Groups: A Case Study. Information Technology Project Management, Sixth Edition. Note: See the text itself for full citations. Learning Objectives. Information Technology Project Management, Sixth Edition.

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Chapter 3: The Project Management Process Groups: A Case Study' - snow


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
chapter 3 the project management process groups a case study

Chapter 3:The Project Management Process Groups: A Case Study

Information Technology Project Management, Sixth Edition

Note: See the text itself for full citations.

learning objectives
Learning Objectives

Information Technology Project Management, Sixth Edition

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 PM knowledge areas

Discuss how organizations develop information technology PM methodologies to meet their needs

learning objectives continued
Learning Objectives (continued)

Information Technology Project Management, Sixth Edition

Review a case study of an organization applying the project management process groups to manage an information technology project; describe outputs of each process group; and understand the contribution that effective project initiating, planning, executing, monitoring and controlling, and closing make to project success

project management pm process groups
Project Management (PM) Process Groups

Information Technology Project Management, Sixth Edition

Project management can be viewed as a number of interlinked processes

A process is a series of actions directed toward a particular result

The project management process groups include:

  • Initiating processes
  • Planning processes
  • Executing processes
  • Monitoring and controlling processes
  • Closing processes

Process groups can be applied to each phase of the project or to the entire project

process groups and project phases
Process Groups and Project Phases

Information Technology Project Management, Sixth Edition

initiating processes
Initiating processes

Information Technology Project Management, Sixth Edition

Defining and authorizing the project

Prepare project charter

Register stakeholder

Determine if the project is worth continuing, should be redirected, or canceled

May take place at the beginning of each phase

Reexamine the business need for the project during every phase of the project life cycle

planning processes
Planning processes

Information Technology Project Management, Sixth Edition

Scope management plan

  • Define the work that needs to be done (requirements)

Schedule management plan

  • Schedule activities related to the work

Cost management plan

  • Estimate cost for performing the work

Quality management plan

  • Product meets written specifications and intended use

Procurement management plan

  • Decide what resource to procure to accomplish the work

Revise plan during each phase for changes

  • Ensure that the project addresses organization needs
execution processes
Execution processes

Information Technology Project Management, Sixth Edition

Acquiring project team and resources to carry out various plans and various tasks

Produce product, services, or results of the project or phase

Perform quality assurance

Manage stakeholder expectation

Conduct procurement

monitoring and controlling processes
Monitoring and controlling processes

Information Technology Project Management, Sixth Edition

Measure progress against all plans

Take corrective actions when there is deviation

Ensure that progress meet project objectives

Ensure that the project meets stakeholders’ needs and quality standards

Reporting performance to stakeholders

Stakeholder can identify any necessary changes to keep project on track

planning execution contol
Planning, Execution & Contol

Information Technology Project Management, Sixth Edition

closing processes
Closing processes

Information Technology Project Management, Sixth Edition

End the project efficiently

Archiving project files

Closing out contracts

Document lessons learned

Receiving formal acceptance of the delivered work from customers

percentage of time spent on each process group
Percentage of Time Spent on Each Process Group

Information Technology Project Management, Sixth Edition

mapping the process groups to the knowledge areas
Mapping the Process Groups to the Knowledge Areas

Information Technology Project Management, Sixth Edition

You can map the main activities of each PM process group into the nine knowledge areas using the PMBOK® Guide 2008

Note that there are activities from each knowledge area under the planning and monitoring and controlling process groups

Two new processes were added in 2008: identify stakeholders and collect requirements

table 3 1 project management process groups and knowledge area mapping
Table 3-1: Project Management Process Groups and Knowledge Area Mapping*

*Source: PMBOK® Guide, Fourth Edition, 2008.

Information Technology Project Management, Sixth Edition

table 3 1 continued
Table 3-1. (continued)

Information Technology Project Management, Sixth Edition

table 3 1 continued1
Table 3-1 (continued)

Information Technology Project Management, Sixth Edition

developing an it project management methodology
Developing an IT Project Management Methodology

Information Technology Project Management, Sixth Edition

Just as projects are unique, so are approaches to project management

A methodology describes how things should be done.

Many organizations develop their own project management methodologies, especially for IT projects

Different organizations have different PM methodologies

The PMBOK is a standard methodology that describes best practice for should be done

PRINCE2, Agile, RUP, and Six Sigma provide different project management methodologies

what went wrong
What Went Wrong?

Information Technology Project Management, Sixth Edition

In 2006, the IRS lost more than $320 million due to a poor fraud-detection system project

A 2008 U.S. Government Accountability Office (GAO) report stated that IRS had fixed just 29 of 98 information security weaknesses identified the previous year

what went right
What Went Right?
  • AgênciaClick, an interactive advertising and online communications company based in São Paulo, Brazil, made PMI’s list of outstanding organizations in project management in 2007
  • Since 2002, the company saw revenues jump 132 percent, primarily due to their five-year emphasis on practicing good project management across the entire company

Information Technology Project Management, Sixth Edition

case study jwd consulting s project management intranet site
Case Study: JWD Consulting’s Project Management Intranet Site

Information Technology Project Management, Sixth Edition

This case study provides an example of what’s involved in initiating, planning, executing, controlling, and closing an IT project

This example uses Microsoft project to assist in PM

You can download templates for creating your own project management documents from the companion Web site for this text or the author’s site

Note: This case study provides a big picture view of managing a project; later chapters provide detailed information on each knowledge area

jwd project
JWD project

Information Technology Project Management, Sixth Edition

Job Well Done (JWD) is a consulting organization

JWD provides consulting services on PM to other organizations

JWD aims to initiate a new Intranet site project

The site allows JWD to share its PM knowledge by providing an exemplary process for managing its projects

Projects goals

  • allows JWD to work effectively
  • Allows customers to access information
  • Bringing in more business
project pre initiation
Project Pre-initiation

Information Technology Project Management, Sixth Edition

Determine the scope, time, and cost constraints for the project

Identify the project sponsor

Select the project manager

Develop a business case for a project

Meet with the project manager to review the process and expectations for managing the project

Determine if the project should be divided into two or more smaller projects

jwd pre initiation tasks
JWD pre-initiation tasks

Information Technology Project Management, Sixth Edition

Project scope: Intranet system to provide consultants and customers with valuable information on PM

Project time estimate: 6 months

Project cost estimate: $140,000

Project sponsor: Joe Fleming, also CEO

Project manger: Erica Bill, PMO director

Business case (see Table 3-2)

If there is a strong business case Joe & Erica will meet to review the process and expectations for managing the project, else the project would not continue

The project will not be divided in the case

business case
Business case

Information Technology Project Management, Sixth Edition

Justify investing in the project and includes:

Introduction/background

Business objective

Current situation and problem statement

Critical assumptions and constraints

Analysis of options and recommendation

Preliminary project requirements

Budget estimate

Schedule estimate

Potential risk

exhibits

project initiation
Project Initiation

Information Technology Project Management, Sixth Edition

Initiating a project includes recognizing and starting a new project or project phase

The main goal is to formally select and start off projects

stakeholder register
Stakeholder Register

Information Technology Project Management, Sixth Edition

stakeholder management strategy
Stakeholder Management Strategy

Contents are often sensitive, so do not publish this document.

Information Technology Project Management, Sixth Edition

project charters and kick off meetings
Project Charters and Kick-off Meetings

Information Technology Project Management, Sixth Edition

See Table 3-6 for an example of a charter

Charters are normally short and include key project information and stakeholder signatures

It’s good practice to hold a kick-off meeting at the beginning of a project so that stakeholders can meet each other, review the goals of the project, and discuss future plans

project charter
Project charter

Information Technology Project Management, Sixth Edition

Project title

Start date and end date

Budget information

Project manger

Project objectives

Main project success criteria

Approach

Roles and responsibilities

Sign off (signature of all of stakeholders)

comments

kick off meeting agenda
Kick-off Meeting Agenda

Information Technology Project Management, Sixth Edition

project planning
Project Planning

Information Technology Project Management, Sixth Edition

The main purpose of project planning is to guide execution

Every knowledge area includes planning information (see Table 3-7 on pages 97-98)

Key outputs included in the JWD project include:

  • A team contract (table 3-8)
  • A project scope statement (table 3-9)
  • A work breakdown structure (WBS) (figure 3-3)
  • A project schedule, in the form of a Gantt chart with all dependencies and resources entered
  • A list of prioritized risks (part of a risk register)

See sample documents on pages 100-107

scope statement
Scope statement

Information Technology Project Management, Sixth Edition

Project title, date of statement, prepared by who

Project summary and justification

Product characteristics and requirements

Summary of project deliverable

Project success criteria

jwd consulting intranet site project baseline gantt chart
JWD Consulting Intranet Site Project Baseline Gantt Chart

Information Technology Project Management, Sixth Edition

list of prioritized risks
List of Prioritized Risks

Information Technology Project Management, Sixth Edition

project executing
Project Executing

Information Technology Project Management, Sixth Edition

Usually 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 execution

Many project sponsors and customers focus on deliverables related to providing the products, services, or results desired from the project

A milestone report can help focus on completing major milestones

part of milestone report
Part of Milestone Report

Information Technology Project Management, Sixth Edition

project monitoring and controlling
Project Monitoring and Controlling

Information Technology Project Management, Sixth Edition

Involves measuring progress toward project objectives, monitoring deviation from the plan, and taking correction actions

Affects all other process groups and occurs during all phases of the project life cycle

Outputs include performance reports, change requests, and updates to various plans

See Table 3-14 for progress report

project closing
Project Closing

Information Technology Project Management, Sixth Edition

Involves 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 past

Outputs include project archives and lessons learned (table 3-16), part of organizational process assets

Most projects also include a final report (table 3-17) and presentation to the sponsor/senior management

templates
Templates

Information Technology Project Management, Sixth Edition

Table 3-18 on pp. 118-121 lists the templates available on the companion Web site (www.cengage.com/mis/schwalbe) and the author’s site (www.kathyschwalbe.com)

chapter summary
Chapter Summary

Information Technology Project Management, Sixth Edition

The five project management process groups are initiating, planning, executing, monitoring and controlling, and closing

You can map the main activities of each process group to the nine knowledge areas

Some organizations develop their own information technology project management methodologies

The JWD Consulting case study provides an example of using the process groups and shows several important project documents