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

2. Learning Objectives
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
Information Technology Project Management, Sixth Edition

3. Learning Objectives (continued)
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
Information Technology Project Management, Sixth Edition

4. Project Management (PM) Process Groups
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
Information Technology Project Management, Sixth Edition

5. Process Groups and Project Phases
Information Technology Project Management, Sixth Edition

6. Initiating processes 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
Information Technology Project Management, Sixth Edition

7. Planning processes Scope management plan Schedule 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
Information Technology Project Management, Sixth Edition

8. Execution processes
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
Information Technology Project Management, Sixth Edition

9. Monitoring and controlling processes
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
Information Technology Project Management, Sixth Edition

10. Planning, Execution & Contol
Information Technology Project Management, Sixth Edition

11. Closing processes End the project efficiently Archiving project files
Closing out contracts
Document lessons learned
Receiving formal acceptance of the delivered work from customers
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12. Percentage of Time Spent on Each Process Group
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13. Complete project scope, schedule, cost, quality, procurement plans
Process Group
Output (outcomes)
initiation
Complete project character, complete a business case (the need for the project)
planning
Complete project scope, schedule, cost, quality, procurement plans
Work breakdown structure (WBS)
Revise plans, Ensure the plans address organization need
Execution
Take the actions necessary to complete the work described in planning (e.g. purchase HW and SW, develop and install SW), deliver the actual work of the project, perform quality assurance
Monitoring & controlling
Monitor deviations from the plan, take corrective actions to mach progress with the plan, measure progress toward project objectives, ensure that deliverable are being completed and objectives are being met in terms of scope, cost, time, and quality, complete a performance report
Closing
Gain acceptance for project results, products, and services
Report lessons learned
Information Technology Project Management, Sixth Edition

14. Mapping the Process Groups to the Knowledge Areas
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
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15. Table 3-1: Project Management Process Groups and Knowledge Area Mapping*
*Source: PMBOK® Guide, Fourth Edition, 2008.
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16. Table 3-1. (continued)
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17. Table 3-1 (continued)
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18. Developing an IT Project Management Methodology
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
Information Technology Project Management, Sixth Edition

19. What Went Wrong?
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
Information Technology Project Management, Sixth Edition

20. 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

21. Case Study: JWD Consulting’s Project Management Intranet Site
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
Information Technology Project Management, Sixth Edition

22. JWD project 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
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23. Project Pre-initiation
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
Information Technology Project Management, Sixth Edition

24. JWD pre-initiation tasks
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
Information Technology Project Management, Sixth Edition

25. Business case 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
Information Technology Project Management, Sixth Edition

26. Project Initiation
Initiating a project includes recognizing and starting a new project or project phase
The main goal is to formally select and start off projects
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27. Stakeholder Register
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28. Stakeholder Management Strategy
Contents are often sensitive, so do not publish this document.
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29. Project Charters and Kick-off Meetings
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
Information Technology Project Management, Sixth Edition

30. Project charter 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
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31. Kick-off Meeting Agenda
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32. Project Planning
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
Information Technology Project Management, Sixth Edition

33. Scope statement Project title, date of statement, prepared by who
Project summary and justification
Product characteristics and requirements
Summary of project deliverable
Project success criteria
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34. JWD Consulting Intranet Site Project Baseline Gantt Chart
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35. List of Prioritized Risks
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36. Project Executing
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
Information Technology Project Management, Sixth Edition

37. Part of Milestone Report
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38. Project Monitoring and Controlling
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
Information Technology Project Management, Sixth Edition

39. Project Closing
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
Information Technology Project Management, Sixth Edition

40. Templates
Table 3-18 on pp lists the templates available on the companion Web site ( and the author’s site (
Information Technology Project Management, Sixth Edition

41. Chapter Summary
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
Information Technology Project Management, Sixth Edition