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1、Chapter 3: The Project Management Process Groups: A Case StudyChapter 3: The Project Management Process Groups: A Case StudyProject Management Process GroupsMapping the Process Groups to the Knowledge AreasDeveloping an IT Project Management MethodologyCase Study: JWD Consultings Project Management
2、Intranet Site3Project Management Process GroupsA 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 processesExecuting processesMonitorin
3、g and controlling processesClosing processesThe process groups can be applied for each major phase of a project, or can be applied to an entire project.4Level of Activity and Overlap of Process Groups Over Time5Percentage of time spent on each process groupChapter 3: The Project Management Process G
4、roups: A Case StudyProject Management Process GroupsMapping the Process Groups to the Knowledge AreasDeveloping an IT Project Management MethodologyCase Study: JWD Consultings Project Management Intranet Site7Mapping the Process Groups to the Knowledge AreasYou can map the main activities of each PM
5、 process group into the nine knowledge areas by using the PMBOK Guide 2004.Note that there are activities from each knowledge area under the planning process group.All initiating activities are part of the project integration management knowledge area.8Relationships Among Process Groups and Knowledg
6、e Areas9Chapter 3: The Project Management Process Groups: A Case StudyProject Management Process GroupsMapping the Process Groups to the Knowledge AreasDeveloping an IT Project Management MethodologyCase Study: JWD Consultings Project Management Intranet Site11Developing an IT Project Management Met
7、hodologyJust as projects are unique, so are approaches to project management.Many organizations develop their own project management methodologies, especially for IT projects.BlueCross BlueShield of Michigan used the PMBOK Guide 2000 to develop their IT project management methodology.Six Sigma proje
8、cts and the Rational Unified Process (RUP) framework use project management methodologies.12IT PM MethodologyMany parts of this approachmap to the PMBOK, but some activities have beenchanged to meet the needsof the organization.Chapter 3: The Project Management Process Groups: A Case StudyProject Ma
9、nagement Process GroupsMapping the Process Groups to the Knowledge AreasDeveloping an IT Project Management MethodologyCase Study: JWD Consultings Project Management Intranet Site14Case Study: JWD Consultings Project Management Intranet SiteThis case study provides an example of whats involved in in
10、itiating, planning, executing, controlling, and closing an IT project.This case study provides a big picture view of managing a project. Later chapters provide detailed information on each knowledge area.15Project Pre-Initiation and InitiationInitiating a project includes recognizing and starting a
11、new project or project phase.Some organizations use a pre-initiation phase, while others include items such as developing a business case as part of the initiation.The main goal is to formally select and start off projects.Every organization has its own variations of what documents are required to i
12、nitiate a project. Its important to identify the project need, stakeholders, and main goals.16Pre-Initiation Tasks 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 manag
13、er to review the process and expectations for managing the project Determine if the project should be divided into two or more smaller projects 17Business caseIntroductionBusiness ObjectiveCurrent situation and problem/opportunity statementCritical assumption and constraintsAnalysis of options and r
14、ecommendationPreliminary project requirementsBudget estimate and financial analysisSchedule estimatePotential risksExhibits18Initiating The main outputs are:a project charterstakeholder registerstakeholder management strategy Another output that Erica found very useful for initiating projects was a
15、formal project kick-off meeting.19Stakeholder RegisterStakeholder Management StrategyContents are often sensitive, so do not publish this document20Kick-off Meeting Agenda2122Project PlanningThe main purpose of project planning is to guide execution. Every knowledge area includes planning informatio
16、n Key outputs included in the JWD project 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 (part of a risk register).23JWD Consulting Intranet Site Proje
17、ct Baseline Gantt Chart24List of Prioritized Risks25Project ExecutingProject execution usually takes the most time and resources. Project managers must use their leadership skills to handle the many challenges that occur during project execution.Many project sponsors and customers focus on deliverab
18、les related to providing the products, services, or results desired from the project.A milestone report can keep the focus on completing major milestones.26Part of Milestone Report27Project Monitoring and ControllingInvolves measuring progress toward project objectives, monitoring deviation from the
19、 plan, and taking corrective action to match progress with the plan.Affects all other process groups and occurs during all phases of the project life cycle.Outputs include performance reports, requested changes, and updates to various plans.28Project ClosingInvolves gaining stakeholder and customer
20、acceptance of the final products and services. Even if projects are not completed, they should be formally closed in order to reflect on what can be learned to improve future projects.Outputs include project archives and lessons learned, which are part of organizational process assets.Most projects also include a final report and presentation to the sponsor or senior management.29Closing Progresses and Output
