Information Technology Project

Management – Fifth Edition

By Jack T. Marchewka
Northern Illinois University

2-1 Copyright 2015 John Wiley & Sons, Inc.

 Project Methodologies and Processes

Chapter 2

2-2 Copyright 2015 John Wiley & Sons, Inc.

Learning Objectives
 Define what a methodology is and describe the role it serves in IT projects.
 Describe the project life cycle (PLC).
 Describe the Project Management Body of Knowledge (PMBOK®) and be
familiar with its knowledge areas and process groups.
 Describe PRINCE2® and be familiar with its core principles, processes,
and themes.
 Describe the Systems Development Life Cycle ( SDLC).
 Describe the Waterfall method for developing the project’s product or
system.
 Describe the Agile approach for developing the project’s product or system
as well as two commonly used approaches called eXtreme Programming
(XP) and Scrum..
 Describe and apply the concept of Leaning Cycles and lessons learned.

2-3 Copyright 2015 John Wiley & Sons, Inc.

Introduction
 Project Methodology
 A strategic-level plan for managing and controlling the
project
 Game plan for implementing project and product lifecycles
 Recommends phases, processes, tools, and techniques for
supporting an IT project
 Must be flexible and include “best practices” learned from
experiences over time.
 Can be
 Traditional (e.g., Waterfall)
 Agile (e.g., XPM, SCRUM)

2-4 Copyright 2015 John Wiley & Sons, Inc.

The Project Life Cycle

Collection of logical stages or phases that

 maps the life of a project
 from its beginning, through its middle,
to its end,
 to define, build, and deliver the product.

2-5 Copyright 2015 John Wiley & Sons, Inc.

Project Phases
 Phase Exits, Stage Gates, Kill Points
 These are the phase-end review of key deliverables
 Allows the organization to evaluate project performance and
take immediate action to correct errors or problems

 Fast Tracking
 Starting the next phase of a project before approval is obtained
for the current phase
 Can be used to reduce the project schedule
 Can be risky and should only be done when the risk is
acceptable

2-6 Copyright 2015 John Wiley & Sons, Inc.

Figure 2.1 – A Generic Project Life Cycle

2-7 Copyright 2015 John Wiley & Sons, Inc.

Project Life Cycle – Define and Plan
 Define Project Goal
 The project goal should be focused on providing business value
to the organization
 Provides a clear focus and drives the other phases of the project
 How will we know if this project is successful given the time,
money, and resources invested?

 Plan Project
 Project Objectives
 Resources
 Controls

2-8 Copyright 2015 John Wiley & Sons, Inc.

Project Life Cycle – Execute, Close, and Evaluate
 Execute Project Plan
 Manage the project scope, schedule, budget, and people to
ensure the project achieves its goal
 Progress must be documented and compared to the baseline
plan
 Project performance must be communicated to all of the
stakeholders
 Close and Evaluate Project
 Ensures that all of the work is completed as planned
 Final project report and presentation to the client
 Postmortem review
 Lessons learned and best practices documented and shared

2-9 Copyright 2015 John Wiley & Sons, Inc.

Figure 2.2 – The PMBOK® Guide – The
10 Project Management Knowledge Areas

2-10 Copyright 2015 John Wiley & Sons, Inc.

PMBOK® Guide – The 10 Project Management
Knowledge Areas
1. Project integration management
2. Project scope management
3. Project time management
4. Project cost management
5. Project quality management
6. Project human resource management
7. Project communications management
8. Project risk management
9. Project procurement management
10. Project stakeholder management

2-11 Copyright 2015 John Wiley & Sons, Inc.

Figure 2.3 – PMBOK® Project Management
Process Groups

2-12 Copyright 2015 John Wiley & Sons, Inc.

The Five (5) PMBOK® Project Management
Process Groups
1. Initiating

2. Planning

3. Executing

4. Monitoring and Controlling

5. Closing

2-13 Copyright 2015 John Wiley & Sons, Inc.

Figure 2-4 – PRINCE2® – The Seven (7)
Processes

2-14 Copyright 2015 John Wiley & Sons, Inc.

The PRINCE2® – Seven (7) Processes
PRINCE2® = Projects IN Controlled Environments

1. Start Project

2. Initiate Project

3. Direct Project

4. Control Stage

5. Manage Product Delivery

6. Manage Stage Boundaries

7. Close Project
2-15 Copyright 2015 John Wiley & Sons, Inc.
The PRINCE2® – Themes (guidelines to aid project
goal achievement)
PRINCE2® = Projects IN Controlled Environments

1. Business Case

2. Organization

3. Risk

4. Quality

5. Planning

6. Change

7. Progress
2-16 Copyright 2015 John Wiley & Sons, Inc.
The PRINCE2® – Principles (Universal guidance for all
projects)
PRINCE2® = Projects IN Controlled Environments

1. Business Case Driven

2. Product Focus

3. Lessons Learned

4. Manage the Stage

5. Adapt to the Project

6. Manage by Exception -only significant deviations from a budget or plan are
brought to the attention of management. The idea behind it is that management's attention
will be focused only on those areas in need of action.

7. Accountability
2-17 Copyright 2015 John Wiley & Sons, Inc.
Figure 2.5 The Systems Development Life Cycle

2-18 Copyright 2015 John Wiley & Sons, Inc.

Systems Development Life Cycle (SDLC)

 Planning
 Analysis
 Design
 Implementation
 Maintenance and Support

2-19 Copyright 2015 John Wiley & Sons, Inc.

Figure 2.6 – The Project Life Cycle (PLC) and
the Systems Development Life Cycle (SDLC)

2-20 Copyright 2015 John Wiley & Sons, Inc.

Implementing the SDLC
 Definesall of the subphases and deliverables
associated with the Execute and Control
Project Management Life Cycle phase.
 Number of Ways to implement the SDLC
 Waterfall
 Agile

2-21 Copyright 2015 John Wiley & Sons, Inc.

Figure 2.7 – The Waterfall Model

2-22 Copyright 2015 John Wiley & Sons, Inc.

Agile Systems Development – What is Agile?

 Condenses the SDLC into an iteration or sprint

 Usersand developers work closely together to
define and prioritize important (“must have”)
features
 Emphasize working software to measure
progress and rely heavily on face-to-face
communication
 Umbrellaterm that includes a number of
approaches or methods
2-23 Copyright 2015 John Wiley & Sons, Inc.
Figure 2.8 – The Agile Manifesto

2-24 Copyright 2015 John Wiley & Sons, Inc.

Agile Systems Development – Four (4)
Themes or Categories

 Customer

 Product

 Project Team
 Performance

2-25 Copyright 2015 John Wiley & Sons, Inc.

Agile Methods: Extreme Programming
(XP) and Scrum
 Methods for project management that are becoming increasingly
popular
 Characterize many of today’s projects that exemplify speed, uncertainty,
changing requirements, and high risks
 XP
 User requirements first documented as user stories
 Document user stories in an object oriented model called a class diagram
 Transfers the system in a series of versions called releases
 Scrum
 Three important roles:
 Scrum master – similar to project manager
 Product owner – represents the business side, ensures the most important features are included
 Development team – responsible for delivering a quality product or system
 Product backlog – team prioritizes features that need to be developed/delivered
 Sprint – iterations lasting a few weeks (usually) and delivers a complete product
 Daily scrum – short stand-up meeting
2-26 Copyright 2015 John Wiley & Sons, Inc.
Figure 2.10 – A Learning Cycle

2-27 Copyright 2015 John Wiley & Sons, Inc.

 Figure 2.11 – An Example of a Team Learning
Record

What we know What we think we know What we don’t know

(Facts) (Assumptions) (Questions to be Answered)

Company has too much It may be an efficiency Why are inventory levels so
inventory on hand problem high?
Cost of maintaining current Management believes a new What are the current levels of
inventory is becoming information system will inventory?
prohibitive improve efficiency and
therefore lower inventory
levels

Inventory turnover needs to What is the desired level of

be increased inventory?

2-28 Copyright 2015 John Wiley & Sons, Inc.

Figure 2.12 – An Example of an Action Plan

Who? Does What? By When?

Shedelle and Steve Interview sales team to Tuesday

understand past, current, and
future trends for the company’s
product.

Myra Provide a detailed count of the Thursday

current physical inventory on
hand.

Corean Research potential inventory Thursday

management system commercial
packages

Steve Research average inventory levels Wednesday

for the industry

2-29 Copyright 2015 John Wiley & Sons, Inc.

Figure 2.13 – Team Learning Cycles over the
Project Life Cycle

Each cycle provides the opportunity to

challenge framing assumptions, create new
understanding & find radical solutions
2-30 Copyright 2015 John Wiley & Sons, Inc.
Team Learning

2-31 Copyright 2015 John Wiley & Sons, Inc.