1. Manajemen Proyek Perangkat Lunak Disusun oleh : Silvester Dian Handy Permana, S.T., M.T.I. Prodi Teknik Informatika, Universitas Trilogi Pertemuan 3 : The Project Management Process Groups: A Case Study Note: Adapted from slide of the textbook: Schwalbe, Kathy. Managing Information Technology Project - Sixth Edition. Boston, MA: Thomson Course Technology, 2010. See the text itself for full citations.

2. 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 2

3. 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 Learning Objectives (continued) 3

4. 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 Project Management Process Groups 4

5. Process Groups Outcomes Initiating processes The organization recognizes that a new project exists – completion of a business case and project charter Planning processes Completing the WBS and scope statement, project schedule and cost estimate Executing processes Performing actions necessary to complete the work described in the planning activities Monitoring and controlling processes Measuring progress toward the project objectives, monitoring deviation from the plan and taking corrective action to match progress with the plan Closing processes Formal acceptance of the work and creation of closing documents

6. Figure 3-1. Percentage of Time Spent on Each Process Group 6

7. 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 more than $320 million due to a botched 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 Wrong? 7 *Comments posted on CIO Magazine Web site on article “For the IRS, There’s No EZ Fix,” (April 1, 2004).

8. 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 Mapping the Process Groups to the Knowledge Areas 8

9. The 5 PMI Process Groups 1. Initiating 2. Planning 3. Executing 4. Controlling 5. Closing Each process is described by: Inputs Tools & Techniques Outputs

10. 10 PMI: Process Links

11. PMI: Initiating Process Inputs – Product Description – Strategic plan – Project Selection Criteria – Historical Information Outputs – Project charter – Project Manager assigned – Key stakeholders identified – Business case completed

12. Initiation Process Clarify Project Objective Identify Stakeholders Obtain Information Identify Constraints And Freedoms Establish Authority Limits

13. Clarify Project Objective Establishing the true objectives of a project is a key at the very beginning and in doing Remain focussed on the objective as the project progresses particularly for longer term Keep regular contact with the client and ensure that drivers that inspired the project are not changing The objective of the project and the purpose of the deliverables should be clearly written and signed off by the client as a ‘STATEMENT OF UNDERSTANDING’ to form part of the project definition document which will also include the project plan and other key information Statement of Understanding should be updated and signed off with every variation in objectives as it occurs

14. Identify Stakeholders STAKEHOLDERS – INTERNAL STAKEHOLDERS Project sponsor (sign of power and close to profit motive) Client Project Contact (can have his own agenda-BEWARE) Client Technical Personnel (can support or block cooperation) Client Partners (will see results and influence future decision, marketing) – EXTERNAL STAKEHOLDERS Senior Management Cross Functional Managers (divisional targets, resources conflict,...) Project Manager (personal and professional) Project Team (personal and professional) Shareholders

15. IDENTIFY AND FOCUS ON PROJECT SPONSOR IDENTIFY AND RANK OTHER STAKEHOLDERS IN TERM OF INFLUENCE- LOOK FOR POTENTIAL ALLIES AND THOSE WHO MIGHT DISRUPT UNDERSTAND WHAT EACH STAKEHOLDER HOPES TO GAIN AND HAVE IT CLEAR IN YOUR MIND Identify Stakeholders

16. STAKEHOLDERS MAP

17. Obtained Information 1.Historical contact with the client  Are they usually decent payers?  Do they frequently change workscope?  Are their contracts ussualy reasonable?  What has generally been happening within the client company recently? 2.Required Information of availiability relevant technical expertise within client’s company 3.Certain other information to be marshalled and understood before comencing the planning phase `

18. Identify Constraints And Freedoms

19. Establish Authority Limits AGREED AUTHORITY TO CHANGES IN BUDGET, SCOPE OF WORK (TASK) AND RESOURCING IN CASE OF PLAN MODIFICATION MUST BE OCCURED

20. 20 Scope Planning Scope Definition Activity Definition Activity Sequencing Activity Duration Estimating Resource Planning Cost Estimating Cost Budgeting Risk Planning Schedule Development Quality Planning Communications Planning Organization Planning Staff Acquisition Procurement Planning Project Plan Development Devising and maintaining a workable scheme to accomplish the business need that the project was undertaken to address PMI: Planning Process

21. 21 PMI: Executing Process Project Plan Execution Scope Verification Quality Assurance Team Development Information Distribution Solicitation Source Selection Contract Administration Coordinating people and other resources to carry out the plan

22. 22 PMI: Controlling Process Overall Change Control Scope Change Control Schedule Control Cost Control Quality Control Performance Reporting Risk Response Control Ensuring that project objectives are met by monitoring and measuring progress and taking corrective measures when necessary

23. 23 PMI: Closing Process Administrative Closure Contract Close-out Formalizing acceptance of the project or phase and bringing it to an orderly end

24. 24 Overlap of Process Groups in a Phase (PMBOK® Guide)

25. Table 3-1. Project Management Process Groups and Knowledge Area Mapping* 25 *Source: PMBOK® Guide, Fourth Edition, 2008.

26. Table 3-1. (continued) 26

27. Table 3-1 (continued) 27

28. Just as projects are unique, so are approaches to project management Many organizations develop their own project management methodologies, especially for IT projects A methodology describes how things should be done; a standard describes what should be done PRINCE2, Agile, RUP, and Six Sigma provide different project management methodologies Developing an IT Project Management Methodology 28

29. What Went Right? 29  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

30. 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 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 Case Study: JWD Consulting’s Project Management Intranet Site 30

31. It is good practice to lay the groundwork for a project before it officially starts Senior managers often perform several pre-initiation tasks, including the following: – 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 (see Table 3-2 for an example) – 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 Project Pre-initiation 31

32. Project Initiation 32 Initiating a project includes recognizing and starting a new project or project phase The main goal is to formally select and start off projects

33. Table 3-4. Stakeholder Register 33

34. Table 3-4. Stakeholder Management Strategy 34 Contents are often sensitive, so do not publish this document.

35. 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 Charters and Kick-off Meetings 35

36. JWD’s Project Charter

38. Figure 3-2. Kick-off Meeting Agenda 38

39. 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 – A project 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 (part of a risk register) See sample documents on pages 100-107 Project Planning 39

40. Figure 3-4. JWD Consulting Intranet Site Project Baseline Gantt Chart 40

41. Table 3-10. List of Prioritized Risks 41

42. 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 Table 3-11 on p. 108 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 (example on pp. 109-110) can help focus on completing major milestones Project Executing 42

43. Part of Milestone Report (Table 3-12) 43

44. 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 3-13 Project Monitoring and Controlling 44

45. 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, part of organizational process assets Most projects also include a final report and presentation to the sponsor/senior management Project Closing 45

46. 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) Templates 46

47. 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 Chapter Summary 47

48. Tugas Kelompok Berkelompok 2-3 orang Buatlah : The project management process groups include: – Initiating processes – Planning processes – Executing processes – Monitoring and controlling processes – Closing processes Untuk Proyek dari CV. Hyper Integrated ®