Session 2:

The Project Management

Process Groups

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Learning Objectives (1 of 2)

• Describe the five project management process groups, the typical level
of activity for each, and the interactions among them

• Relate the project management process groups to the project

management knowledge areas

• Discuss how organizations develop information technology (IT) project

management methodologies to meet their needs

• Review a case study of an organization applying the project

management process groups to manage an IT project, describe outputs
of each process group, and understand the contribution that effective
initiating, planning, executing, monitoring and controlling, and closing
make to project success

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Learning Objectives (2 of 2)

• Review a case study of the same project managed with an agile focus
and compare the key differences between an agile approach and a
predictive approach

• Describe several templates for creating documents for each process

group

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Introduction

• Project management consists of 10 knowledge areas

• Integration, scope, schedule, cost, quality, resource, communications, risk,

procurement, and stakeholder management

• Projects involve five project management process groups

• Initiating, planning, executing, monitoring and controlling, and closing

• Tailoring these process groups to meet individual project needs increases the chance of success
in managing projects

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Project Management Process Groups (1 of 2)

• A process is a series of actions directed toward a particular result

• Project management can be viewed as a number of related processes

• Project management process groups

• Initiating processes
• Planning processes
• Executing processes
• Monitoring and controlling processes
• Closing processes

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Project Management Process Groups (2 of 2)

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Developing an IT Project Management Methodology

• Many organizations develop their own internal IT project management

methodologies

• A methodology describes how things should be done

• A standard describes what should be done

• Different project management methodologies

• PRojects IN Controlled Environments (PRINCE2)

• Agile

• Rational Unified Process (RUP)

• Six Sigma

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Case Study: JWD Consulting’s Project Management
Intranet Site (Predictive Approach)

• 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 website 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

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Project Pre-Initiation and Initiation

• Initiating includes recognizing and starting a new project

• Right kinds of projects for the right reasons

• Strategic planning should serve as the foundation for deciding which

projects to pursue

• Expresses the vision, mission, goals, objectives, and strategies of the

organization

• Provides the basis for IT project planning

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
 Pre-initiation Tasks

• It is good practice to lay the groundwork for a project before it officially starts

• Senior managers often perform several pre-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 manager to review the process and expectations for managing the
project

• Determine if the project should be divided into two or more smaller projects

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Initiating (1 of 5)

Table 3-3 Project initiation knowledge areas, processes,

and outputs

Knowledge Area Initiating Process Initiating Process

Project Integration Develop project charter Project charter

Management Assumption log

Project Stakeholder Identify stakeholders Stakeholder register

Management Change requests
Project management plan
updates
Project documents
updates

Source: PMBOK® Guide – Sixth Edition, 2017

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Initiating (2 of 5)
Table 3-4 Stakeholder Register
Name Position Internal/ Project Role Contact Information
External

Joe Fleming CEO Internal Sponsor [email protected]

Erica Bell PMO Director Internal Project [email protected]

Manager

Michael Chen Senior Consultant Internal Team Member [email protected]

Kim Phuong Business Analyst External Advisor [email protected]

Louise Mills PR Director Internal Advisor [email protected]

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Initiating (3 of 5)
Name Level of Level of Potential Management Strategies
Interest Influence

Joe Fleming High High Joe likes to stay on top of key projects and make
money. Have a lot of short, face-to-face meetings
and focus on achieving the financial benefits of the
project.

Louise Low High Louise has a lot of things on her plate, and she does
Mills not seem excited about this project. She may be
looking at other job opportunities. Show her how
this project will help the company and her resume.

Table 3-5 Stakeholder Management Strategy

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Initiating (4 of 5)

• Drafting the project charter

• See next chart for an example

• Holding a project kick-off meeting

• 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

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Project Title: Project Management Intranet Site
Project
Project Start Date: May 2Projected Finish Date: November 4
Budget Information: The firm has allocated $140,000 for this project. The majority
of costs for this project will be internal labor. An initial estimate provides a total of
80 hours per week.
Project Manager: Erica Bell, (310) 555-5896, [email protected]
Project Objectives: Develop a new capability accessible on JWD Consulting’s
intranet site to help internal consultants and external customers manage projects
more effectively. The intranet site will include several templates and tools that users
can download, examples of completed templates and related project management
documents used on real projects, important articles related to recent project
management topics, an article retrieval service, links to other sites with useful
information, and an Ask the Expert feature, where users can post questions about
their projects and receive advice from experts in the field. Some parts of the intranet
site will be accessible free to the public, other parts will only be accessible to current
customers and internal consultants, and other parts will be accessible for a fee. Main
Project Success Criterion: The project should pay for itself within one year of
completion.
Approach:
• Develop a survey to determine critical features of the new intranet
site and solicit input from consultants and customers.
• Review internal and external templates and examples of project
management documents.• Research software to provide security,
manage user inputs, and facilitate the article retrieval and Ask the
Expert features.
• Develop the intranet site using an iterative approach, soliciting a
great deal of user feedback.
• Develop a way to measure the value of the intranet site in terms of
reduced costs and new revenues, both during the project and one
year after project completion.

ROLES AND RESPONSIBILITIES (PARTIAL LIST)

Initiating (5 of 5)

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Project Planning (1 of 3)
• The main purpose of project planning is to guide execution

• Every knowledge area includes planning information

• Key outputs included in the JWD project

• Team contract

• Project scope statement

• Work breakdown structure (WBS)

• Project schedule, in the form of a Gantt chart with all dependencies and resources
entered

• List of prioritized risks (part of a risk register)

• See sample documents

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Project Planning (2 of 3)

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Project Planning (3 of 3)
Table 3-10 List of Prioritized Risks
Ranking Potential Risk

1 Lack of inputs from internal consultants

2 Lack of inputs from client representatives

3 Security of new system

4 Outsourcing/purchasing for the article retrieval and Ask the Expert features

5 Outsourcing/purchasing for processing online payment transactions

6 Organizing the templates and examples in a useful fashion

7 Providing an efficient search feature

8 Getting good feedback from Michael Chen and other senior consultants

9 Effectively promoting the new system

10 Realizing the benefits of the new system within one year

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Project Execution

• Usually takes the most resources to perform

• 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

• It is equally important to document change requests and

update planning documents

• A milestone report can help focus on completing

major milestones
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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
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

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
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 may include project files and lessons-learned

reports
• Also may include a final report and presentation

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Case Study 2: JWD Consulting’s Project Management
Intranet Site (Agile Approach)

• An agile project team typically uses several iterations

or deliveries of software instead of waiting until the
end of the project to provide one product

• Teams do not normally make a snap decision about whether

to manage a project using an agile approach or not

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
 SCRUM LIFE-CYCLE PROCESSES

- Create Project Vision - Develop Epic(s)

- Identify SCRUM Master & Stakeholders - Create Prioritized Backlog
- Form SCRUM Team - Conduct Release Planning
INITIATE

- Create User Stories - Create Tasks

- Approve, Estimate, and Commit User Stories - Estimate Tasks
PLAN & ESTIMATE - Create Sprint Backlog

- Create Deliverables
- Conduct Daily Standup
IMPLEMENT - Groom Prioritized Product Backlog

- Convene SCRUM of SCRUMS - Retrospect Sprint

REVIEW & - Demonstrate & Validate Sprint
RETROSPECT

- Ship Deliverables
RELAEASE - Retrospect Project
Scrum Roles, Artifacts, and Ceremonies (1 of 5)

• Product owner: person responsible for the business value of

the project and for deciding what work to do and in what
order, as documented in the product backlog

• ScrumMaster: person who ensures that the team is productive,

facilitates the daily Scrum, enables close cooperation across all
roles and functions, and removes barriers that prevent the team
from being effective

• Scrum team or development team: cross-functional team of

five to nine people who organize themselves and the work to
produce the desired results for each sprint, which normally
lasts two to four weeks

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Scrum Roles, Artifacts, and Ceremonies (2 of 5)

• An artifact is a useful object created by people

• Scrum artifacts
• Product backlog: list of features prioritized by business
value

• Sprint backlog: highest-priority items from the product

backlog to be completed within a sprint

• Burndown chart: shows the cumulative work remaining in

a sprint on a day-by-day basis

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Scrum Roles, Artifacts, and Ceremonies (3 of 5)
• Sprint planning session: meeting with the team to select a set
of work from the product backlog to deliver during a sprint

• Daily Scrum: short meeting for the development team to share

progress and challenges and plan work for the day

• Sprint reviews: meeting in which the team demonstrates to the

product owner what it has completed during the sprint
• Sprint retrospectives: meeting in which the team looks for
ways to improve the product and the process based on a
review of the actual performance of the development team

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Scrum Roles, Artifacts, and Ceremonies (4 of 5)

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Scrum Roles, Artifacts, and Ceremonies (5 of 5)
Unique Scrum activities by process group
Process Group Scrum Activity

Initiating
Determine roles
Decide how many sprints will compose each release and the scope of
software
to deliver
Planning
Create product backlog
Create sprint backlog
Create release backlog
Plan work each day in the daily Scrum
Document stumbling blocks in a list
Executing
Complete tasks each day during sprints
Produce a shippable product at the end of each sprint
Project Pre-Initiation and Initiation

• Main differences between pre-initiation in this case

and the first case
• Determining roles and deciding what functionality would be
delivered as part of each release

• How many sprints will be required to complete a release

• How many releases of software to deliver

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Planning (1 of 3)
• Because Scrum implies that team members work as a
self-directed group, coached by the ScrumMaster, a
team charter should not be necessary

• Descriptions of work are identified in the product and

sprint backlogs

• More detailed work is documented in technical stories

• Team must estimate a velocity or capacity for each

sprint

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Planning (2 of 3)

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Planning (3 of 3)
Product and Sprint Backlogs
Product Backlog Sprint Backlog

1. User story templates, samples, and point person 1. User story templates, samples, and point person

2. WBS templates, samples, and point person 2. WBS templates, samples, and point person

3. Project schedule templates, samples, and point 3. Project schedule templates, samples, and point
person person
4. Ability to charge customers for some intranet 4. Ability to charge customers for some intranet
products and services products and services
5. Ability to collect user suggestions 5. Ability to collect user suggestions

6. Business case templates, samples, and point

person
7. Ask the Expert feature

8. Stakeholder management strategy templates,

samples, and point person
9. Risk register templates, samples, and point person

10. Etc.

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Executing

• The most time and money should be spent on

executing
• Plans are implemented to create the desired product

• Agile approach: team produces several iterations of a

potentially shippable product
• Users can access and make suggestions

• Communications are different

• Project team meets every morning, physically or virtually

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Monitoring and Controlling (1 of 2)

• The two main tools for monitoring and controlling in

the Scrum framework

• Daily Scrum: held each morning to plan and communicate

work for the day and discuss any risks, issues, or blockers

• Sprint review: work progress within a sprint can be

represented on a sprint board maintained by the
ScrumMaster

• Burndown chart: an important artifact used to graphically

display progress on each sprint

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Monitoring and Controlling (2 of 2)

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Closing

• After the sprint review, the ScrumMaster leads a

sprint retrospective

• Team reflects on what happened during the sprint

• Sprint retrospective is intended to answer two

fundamental questions

• What went well during the last sprint that we should

continue doing?

• What could we do differently to improve the product or

process?
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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Delivering Value in SCRUM vs Traditional
Projects
Value-Driven Delivery in SCRUM Projects

Manage Risks and Realize Value Quickly

Prioritize
Changes Allowing by Creating Shippable
Requirements Based
Stakeholders Product Increments
on Business Value To
Reprioritize After at the end of Every
Customers
Every SPRINT SPRINT

Value Delivery in Traditional Projects

Fixed Requirements for Value Realized at the

No Prioritization of
Entire Project; Regular End of the Project; No
Requirements Based
Changes Are Incremental
on Business Value
Discouraged Deliverables Produced
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
ten 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
• The second version of the same case study illustrates how to
use Scrum, the leading agile method, to manage the project

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.