chapter 3 - mahidol universitychapter 3: the project management process groups: a case study...
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Chapter 3:
The Project Management Process Groups: A Case Study
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Learning Objectives
o Describe the five project management (PM) process groups, the typical level of activity for each, and the interactions among them.
o Understand how the project management process groups relate to the project management knowledge areas.
o Discuss how organizations develop IT project management methodologies to meet their needs.
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Learning Objectives (Cont.)
o Review a case study of an organization applying the PM process groups to manage an IT project.
o Understand the contribution that effective project initiation, project planning, project execution, project monitoring and controlling, and project closing make to project success.
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Project Management Process Groups
o A process is a series of actions directed toward a particular result.
o Project management can be viewed as a number of interlinked processes.
o The project management process groups include:n Initiating processesn Planning processesn Executing processesn Monitoring and controlling processesn Closing processes
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Level of Activity and Overlap of Process Groups Over Time
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Mapping the Process Groups to the Knowledge Areas
o You can map the main activities of each PM process group into the nine knowledge areas by using the PMBOK® Guide 2004.
o Note that there are activities from eachknowledge area under the planning process group.
o All initiating activities are part of the project integration management knowledge area.
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Relationships Among Process Groups and Knowledge Areas
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Relationships Among Process Groups and Knowledge Areas (Cont.)
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Developing an IT Project Management Methodology
o Just as projects are unique, so are approaches to project management.
o Many organizations develop their own project management methodologies, especially for IT projects; a methodology describes how things should be done.
o BlueCross BlueShield of Michigan used the PMBOK as a guide in developing their IT project management methodology.
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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 needsof the organization.
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Case Study: JWD Consulting’s Project Management Intranet Site
o This case study provides an example of what’s involved in initiating, planning, executing, monitoring and controlling, and closing an IT project.
o This case study provides a big picture view of managing a project. Later chapters provide detailed information on each knowledge area.
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Project Initiationo Initiating a project includes recognizing and starting a new
project or project phase.o Some organizations use a pre-initiation phase, while others
include items such as developing a business case as part of the initiation.
o The main goal is to formally select and start off projects.o Key outputs include:n Assigning the project manager.n Identifying key stakeholders.n Completing a business case.n Completing a project charter and getting signatures on it.
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Project Initiation Documents
o Business case: See pages 91-93.o Charter: See pages 94-95.o Every organization has its own variations of
what documents are required to initiate project initiation. n It’s important to identify the project need for
projects, who the stakeholders are, and what the main goals are for the project.
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JWD’s Project Charter
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JWD’s Project Charter (Cont.)
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Project Planningo The main purpose of project planning is to guide execution.o Every knowledge area includes planning information (see
Table 3-5 on pages 96-97).o Key outputs include:n A team contract.n A scope statement.n A work breakdown structure (WBS).n A project schedule, in the form of a Gantt chart with all
dependencies and resources entered.n A list of prioritized risks.
o See sample documents on pages 99-106.
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JWD Consulting Intranet Site Project Baseline Gantt Chart
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List of Prioritized Risks
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Project Executing
o Project execution usually takes the most time and resources.
o Project managers must use their leadership skills to handle the many challenges that occur during project execution.
o Many project sponsors and customers focus on deliverables related to providing the products, services, or results desired from the project.
o A milestone report (example on pp. 108-109) can keep the focus on completing major milestones.
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Part of Milestone Report
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Project Monitoring and Controlling
o Involves measuring progress toward project objectives, monitoring deviation from the plan, and taking corrective action to match progress with the plan.
o Affects all other process groups and occurs during all phases of the project life cycle.
o Outputs include performance reports, requested changes, and updates to various plans.
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Project Closing
o Involves gaining stakeholder and customer acceptance of the final products and services.
o Even if projects are not completed, they should be formally closed in order to reflect on what can be learned to improve future projects.
o Outputs include project archives and lessons learned, which are part of organizational process assets.
o Most projects also include a final report and presentation to the sponsor or senior management.
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Post-Project Follow-up
o Many organizations have realized that it’s important to review the results of projects a year or so after they have been completed
o Many projects project potential savings, so it’s important to review the financial estimates and help learn from the past in preparing new estimates
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Summary
o The five project management process groups are initiating, planning, executing, monitoring and controlling, and closing.
o You can map the main activities of each process group to the nine knowledge areas.
o Some organizations develop their own information technology project management methodologies.
o The JWD Consulting case study provides an example of using the process groups and shows several important project documents.
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Questions and Answers