Chapter 3: The <a href="/keyword/project-management/" >project management</a> Process Groups: A Case Study IT <a href="/keyword/project-management/" >project management</a> , Third Edition Chapter 3 1 Learning Objectives Describe the five <a href="/keyword/project-management/" >project management</a> process groups, the typical level of activity for each, and the interactions among them Understand how the <a href="/keyword/project-management/" >project management</a> process groups relate to the <a href="/keyword/project-management/" >project management</a> knowledge areas Discuss how organizations develop information technology <a href="/keyword/project-management/" >project management</a> methodologies to meet their needs IT <a href="/keyword/project-management/" >project management</a> , Third Edition Chapter 3 2 Learning Objectives Review a case study of an organization applying the <a href="/keyword/project-management/" >project management</a> 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 IT <a href="/keyword/project-management/" >project management</a> , Third Edition Chapter 3 3 <a href="/keyword/project-management/" >project management</a> Process Groups <a href="/keyword/project-management/" >project management</a> can be viewed as a number of interlinked processes The <a href="/keyword/project-management/" >project management</a> process groups include initiating processes planning processes executing processes controlling processes closing processes IT <a href="/keyword/project-management/" >project management</a> , Third Edition Chapter 3 4 Figure 3-1. Overlap of Process Groups in a Phase (PMBOK Guide, 2000, p. 31) IT <a href="/keyword/project-management/" >project management</a> , Third Edition Chapter 3 5 Table 3-1. Relationships Among Process Groups and Knowledge Areas (PMBOK Guide 2000, p. 38) IT <a href="/keyword/project-management/" >project management</a> , Third Edition Chapter 3 6 Table 3-1. Relationships Among Process Groups and Knowledge Areas (PMBOK Guide 2000, p. 38) IT <a href="/keyword/project-management/" >project management</a> , Third Edition Chapter 3 7 Developing an IT <a href="/keyword/project-management/" >project management</a> Methodology Just as projects are unique, so are approaches to <a href="/keyword/project-management/" >project management</a> Many organizations develop their own <a href="/keyword/project-management/" >project management</a> methodologies, especially for IT projects Blue Cross Blue Shield of Michigan used the PMBOK as a guide in developing their IT <a href="/keyword/project-management/" >project management</a> methodology IT <a href="/keyword/project-management/" >project management</a> , Third Edition Chapter 3 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. IT <a href="/keyword/project-management/" >project management</a> , Third Edition Chapter 3 9 Case Study: JWD Consulting's <a href="/keyword/project-management/" >project management</a> 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 <a href="/keyword/project-management/" >project management</a> 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. IT <a href="/keyword/project-management/" >project management</a> , Third Edition Chapter 3 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 it IT <a href="/keyword/project-management/" >project management</a> , Third Edition Chapter 3 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 IT <a href="/keyword/project-management/" >project management</a> , Third Edition Chapter 3 12 JWD's Project Charter IT <a href="/keyword/project-management/" >project management</a> , Third Edition Chapter 3 13 JWD's Project Charter IT <a href="/keyword/project-management/" >project management</a> , Third Edition Chapter 3 14 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 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 83-90, and refer to them later in the course IT <a href="/keyword/project-management/" >project management</a> , Third Edition Chapter 3 15 JWD's Project Gantt Chart IT <a href="/keyword/project-management/" >project management</a> , Third Edition Chapter 3 16 JWD's List of Prioritized Risks IT <a href="/keyword/project-management/" >project management</a> , Third Edition Chapter 3 17 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 IT <a href="/keyword/project-management/" >project management</a> , Third Edition Chapter 3 18 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 IT <a href="/keyword/project-management/" >project management</a> , Third Edition Chapter 3 19 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 IT <a href="/keyword/project-management/" >project management</a> , Third Edition Chapter 3 20 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 IT <a href="/keyword/project-management/" >project management</a> , Third Edition Chapter 3 21