SOFTWARE DEVELOPMENT

PROJECT MANAGEMENT
(CSC4125)

Project Phases &

Project Management Processes

1
 Project Management
• Project management is the application of
knowledge, skills, tools, and techniques to
project activities to meet the project
requirements.
– Application of knowledge requires the effective
management of the project processes

2
When does the end of a project reached?
• The end of a project is reached when one or more of
the following is true:
– The project’s objectives have been achieved
– The objectives will not or cannot be met
– Funding is exhausted or no longer available for allocation
to the project
– The need for the project no longer exists
– The human or physical resources are no longer available
– The project is terminated for legal or convenience

3
 Process
• A process is a set of interrelated actions and
activities performed to create a pre-specified
product, service, or result.
– Each process is characterized by it inputs, the tools
and techniques that can be applied, and the
resulting outputs

4
 Process
• All of the work that’s done on a project is made up of
processes.
• There’s a pattern to all of the work that gets done on
the project.
 Plan
 Work
• Compare with original plan
• If off-plan, corrections are made and everything needs to
get back on track
• Process framework, Process groups and Knowledge
areas ensures project smoothness.

5
 Process Groups
 Process Groups (or Project Management Process Groups):
– A logical grouping of project management inputs, tools and
techniques, and outputs
– Process Groups are the steps of a project
• Process groups are required for any project
• Process groups cover what we need to DO
• Have clear dependencies and are typically performed in each
project and highly interact with one another.
• Note: Process Groups are not Project phases. In fact, it is possible
that all Process Groups could be conducted within a Project Phase.

6
 Process Groups
• Project management processes are grouped in
five Project Management Process Groups:
1) Initiating Process Group
2) Planning Process Group
3) Executing Process Group
4) Monitoring & Controlling Process Group
5) Closing Process Group

7
 [1] Initiating Process Group
• The processes performed to define a new project or a new
phase of an existing project by obtaining authorization to start
the project/phase.
• If not already assigned, the project manager will be selected.
• Align the stakeholders’ expectations with the project’s
purpose, give them visibility about scope and objectives.
• Identify stakeholders and develop Project Charter
– Project charter is a document issued by the project
initiator/sponsor that formally authorizes the existence of a
project and provides the project manager with the authority
to apply organizational resources to project activities
• Develop preliminary project scope statement
• Requirements and System Analysis
8
 [2] Planning Process Group
• The processes required to establish the scope of the project, refine the
objectives, and define the course of action required to attain the
objectives.
• Develop Project Management Plan (Why the project? What to deliver?
Who do what? When accepted? How executed?) and the project
documents that will be used to carry out the project.
– Project management plan is the document that describes how the
project will be executed, monitored, and controlled
• Establish total scope of the effort, define & refine the objectives, develop
the course of action required to attain those objectives.
• Estimation & Resource allocation.
• Project management plan and project documents developed as outputs
from the Planning Process Group will explore all aspects of the scope,
time, cost, quality, communications, human resources, risks,
procurements, and stakeholder engagement.

9
 [3] Executing Process Group
• Implementation.
• The processes performed to complete the work defined in the
project management plan to satisfy the project requirements.
• Involves coordinating people and resources, manage
stakeholder expectations, as well as integrating & performing
the activities of the project in accordance with the project
management plan.
• A large portion of project’s budget will be expended in
performing Executing Process Group processes.
• May need to modify project management plan.

10
[4] Monitoring & Controlling Process Group
• The processes required to track, review, and regulate
the progress & performance of the project; identify
any areas in which changes to the plan are required;
and initiate the corresponding changes.
– Track progress
– Adjust as required
• Monitor & control project work and integrate change
control
– Make sure only approved changes are incorporated
• Usually performed at regular intervals

11
 [5] Closing Process Group
• The processes performed to formally complete or close a project, phase,
or contract.
• Finalize all activities across all process groups to formally close the
project/phase.
• Either project finished or cancelled
• Objective : Successful completion of the project

• At project/phase closure, the following may occur

– Obtain acceptance by the customer/sponsor to formally close the
project/phase
– Conduct post-project or phase-end review
– Document lessons learned
– Close out all procurement activities
– Perform team members’ assessments & release project resources
12
 Project Phases
• Project Phase: A collection of logically related
project activities that culminates in the completion
of one or more deliverables.
• If the project is really big, then it can be managed in
Phases.
– A project may be divided into any number of
phases
• Project phases typically are completed sequentially,
but can overlap in some project situations.

13
 Project Phases
• Different phases typically have a different
duration/effort.
• Each phase of the project goes through all five
process groups.
• The number of phases, the need for phases and the
degree of control applied depend on the size,
complexity and potential impact of the project.

14
 Phase-to-Phase Relationships
• Sequential Relationship
– When a project has sequential phases, each phase starts
after the previous phase is 100% complete
• Overlapping Relationship
– In an overlapping relationship, a phase starts prior to the
completion of the previous phase.
• Iterative Relationship
– A project got a single team performing the Initiating and
Planning Processes for one phase, while also doing the
Executing processes for the previous phase. That way,
when the Executing and Closing process groups are
finished, the team can jump straight into the next phase’s
Executing processes.
15
 Processes
• Within each process group are individual processes,
which is how actually the work is actually done in a
project.

• According to PMBOK Guide 6th Edition, every project

breaks down into 49 processes.

• Each of the processes belongs to only one process

groups.

16
 Process Magnets: Some of the 49 processes
1) Initiating Process Group (2 processes)
– Develop Project Charter
– Identify Stakeholders
2) Planning Process Group (24 processes)
– Develop Project Management Plan
– Plan Scope Management
– Collect Requirements
– Define Scope
– Create WBS
– Plan Schedule Management
– Plan Risk Management
– Plan Quality Management
– Estimate Activity Durations
– …
17
 Process Magnets: Some of the 49 processes
3) Executing Process Group (10 processes)
– Direct & Manage Project Execution
– Manage Project Knowledge
– Manage Quality
– Acquire Resources
– Develop Team
– Manage Team
– Manage Communications
– Manage Stakeholder Engagement
– …

18
 Process Magnets: Some of the 49 processes
4) Monitoring and Controlling Process Group (12 processes)
– Monitor and Control Project Work
– Perform Integrated Change Control
– Validate Scope
– Control Scope
– Control Schedule
– Control Costs
– Control Quality
– Monitor Stakeholder Engagement
– …
5) Closing Process Group ( 1 process)
– Close Project or Phase

19
 Anatomy of Processes
 A process is a systematic series of activities directed towards
causing an end result such that one or more inputs will be
acted upon to create one or more outputs.

• INPUTS
– Information that are used in projects
• TOOLS & TECHNIQUES
– All project work
– Takes inputs and turns them into outputs
• OUTPUTS
– Documents, Deliverables and Decisions
– Helps project come in on time, within budget and with
high quality

20
 Anatomy of Processes (cont.)
• Sometimes the output of one process becomes an
input of the next process.

• The process groups help in organizing the processes

by the kind of work that is done.

• The knowledge areas help in organizing by the

subject matter that’s being dealt with.

21
 Project Management Knowledge Areas

• The Project Management Knowledge Areas are fields

or areas of specialization that are commonly
employed when managing projects.
• A Knowledge Area is a set of processes associated
with a particular topic in project management.
• There are 10 Knowledge Areas that are used on most
projects most of the time.

22
 Project Management Knowledge Areas
• According to PMBOK GUIDE, there are 10 Knowledge
Areas:
1) Project Integration Management
2) Project Scope Management
3) Project Schedule Management
4) Project Cost Management
5) Project Quality Management
6) Project Resource Management
7) Project Communications Management
8) Project Risk Management
9) Project Procurement Management
10) Project Stakeholder Management
23
Project Management Knowledge Areas
1) Project Integration Management
– Includes the processes and activities to identify,
define, combine, unify, and coordinate the
various processes and project management
activities within the Project Managements
Process Groups.
– Making sure all the right parts of the project
come together in the right order, at the right
time
– Coordinating all of the work so that it happens
correctly
24
 Project Management Knowledge Areas
2) Project Scope Management
– Includes the processes required to ensure that the
project includes all the work required, and only the
work required, to complete the project successfully
– The processes are organized in two ways – the
process groups are about how you do the work,
and the knowledge areas are there to help you
categorize them and help you learn.
– Figuring out what work needs to be done for your
project. Making sure your end product has
everything you said it would
25
 Project Management Knowledge Areas
3) Project Schedule Management
– Includes the processes required to manage the
timely completion of the project.
– Preparation and Implementation time.
– Figuring out the time it will take to do your work
and the order you need to do it in. Tracking your
schedule and making sure everything gets done
on time.

26
 Project Management Knowledge Areas

4) Project Cost Management

– Includes the processes involved in planning,
estimating, budgeting, financing, funding,
managing, and controlling costs so the project
can be completed within the approved budget.
– Knowing how much you’re able to invest in the
project and making sure you spend it right.

27
 Project Management Knowledge Areas

5) Project Quality Management

– Includes the processes for incorporating the
organization’s quality policy regarding planning,
managing, and controlling project and product
quality requirements, in order to meet
stakeholders’ expectations
– Making sure that output maintains standard.
– Making sure you work as efficiently as you can
and don’t add defects into the product.

28
 Project Management Knowledge Areas

6) Project Resource Management

– Includes the processes to identify, acquire, and
manage the resources needed for the successful
completion of the project
– Efficient use of schedules
– Getting the people to work on the team and
helping them stay motivated. Rewarding them for
a job well done and resolving conflicts that come
up.

29
 Project Management Knowledge Areas
7) Project Communications Management
– Includes the processes required to ensure timely and
appropriate planning, collection, creation,
distribution, storage, retrieval, management, control,
monitoring, and ultimate disposition of project
information
– Making sure that consistent communications are
maintained
– Making sure that everybody knows what they need
to know to do the job right. Tracking how people talk
to each other and dealing with gaps if they happen.
30
 Project Management Knowledge Areas

8) Project Risk Management

– Includes the processes of conducting risk
management planning, identification, analysis,
response planning, response implementation, and
monitoring risk on a project
– Figuring out how to protect your project from
anything that could happen to it
– Risk Management can also be about making sure
that you are in the right position to take advantage
of the opportunities that come your way
31
 Project Management Knowledge Areas

9) Project Procurement Management

– Includes the processes necessary to purchase or
acquire products, services, or results needed from
outside the project team
– Selecting the right source for resources
– Finding contractors to help you do the work.
Setting the ground rules for their relationships
with your company.

32
 Project Management Knowledge Areas

10) Project Stakeholder Management

– Includes the processes required to identify the
people, groups, or organizations that could impact
or be impacted by the project, to analyze
stakeholder expectations and their impact on the
project, and to develop appropriate management
strategies for effectively engaging stakeholders in
project decisions and execution.

33
Process Group and Knowledge Area Mapping

34
Process Groups vs. Knowledge Areas
 Question: Are Process Groups and Knowledge Areas same
thing?
 Answer: No, not really..
• Process groups and Knowledge Areas are two different ways
to organize the processes … but they don’t really overlap
each other!
• Process groups divide up the processes by function.
• Knowledge areas divide the same processes up by subject
matter.
• Every process belong to exactly one process group.
• Every process is in exactly one knowledge area
35
 Process Groups vs. Knowledge Areas
• Project Management Process Groups are NOT the same as Project
Phases.
– For example, in a software project, the Project Phases could be
Requirements Analysis, Design, Coding, Testing, Release etc.
As you can see, these are clearly different from the five Process Groups.
When a large project is divided into phases, all five Process Groups would
be repeated in each phase.
• When Project Management processes are grouped by areas of
specialization, they form Knowledge Areas.
• When Project Management processes are grouped logically, they form
Process Groups.
• The Knowledge Areas describe what a project manager needs to
know, and the Process Groups describe what a project manager needs
to do.
36