Chapter 2

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Project Management Processes
 To understand the integrative nature of project management,
and to emphasize the importance of integration.
 Project management has been defined in terms of the various
component processes and their interactions.
 Thus, project management defined as a number of interlinked
processes.
 For a project team to successfully execute a project, it must
perform hundreds of tasks, many of them interdependent.
 Effectively managing this process is extremely important for
success. And the set of activities executed by a project
manager is specified in the project management process.
 Projects are composed of processes.
 A process is a series of actions bringing about a result.

2 Project processes are performed by people and generally fall
into one of two major categories:
 Project management processes - describe, organize, and
complete the work of the project.
 Product oriented processes - specify and create the
project’s product.
 Product oriented processes are typically defined by the project
life and vary by application area.
 Both processes overlap and interact throughout the project.
 Forexample, the scope of the project cannot be defined in the
absence of some basic understanding of how to create the
product.
 Project management process groups
 Project Management processes organize and
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describe the work of the project.
 The project management process groups can be

organized into five process groups.

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

 In other words, Project management is accomplished

through the use of the 5 processes groups.

 Figure below illustrates Overlap of Process Groups in a Phase
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 Initiating processes
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 Defines and authorizes the project or a project phase.

 Initializing the project requirements.
 The initiation processes determine the nature and scope
of the project.
 The initiation stage includes following areas.
- Analyzing the business needs/requirements.
- Reviewing of the current operations.
- Financial analysis of the costs and benefits.
- Stakeholder analysis including users, and support personnel for
the project.
 Planning processes
 Defines and refines objectives and plans the course of
6 action required to attain the objectives and scope that the
project undertaken to address.
 In this stage, the project manager reviews contractual
commitments and creates a plan to meet them.
 Creating a project plan involves defining a life cycle process to
be followed, estimating the effort and schedule, preparing a
detailed schedule of tasks, and so on. It also includes planning
for quality and configuration management as well as risk
management.
 In this phase, the major activities of the project manager
are as follows:
 Perform startup and administrative tasks.
 Project plan development.
 Create a project plan and schedule.
 Define the project objectives.

 Identify a suitable standard process for project execution.

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 Tailor the standard process to meet project requirements.

 Define a process for managing changes in requirements.

 Estimate the effort (activity sequencing, activity duration estimation,

and schedule development).
 Resource Planning.

 Plan team organization.

 Identify risks and make plans to mitigate them.

 Define a measurement plan for the project.

 Perform a review of the project plan and schedule.

 Obtain authorization or approval from senior management.
 Define and review the configuration management plan.
 Orient the project team to the project management plan.
 This phase also involves the customer, the business manager for the project and others.
 Executing processes
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 Executing consists of the processes used to

complete the work defined in the project
management plan to accomplish the projects
requirements.
 This process integrates (coordinates) people and
other resources to carry out the project
management plan for the project.
 Monitoring and controlling processes
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 Regularly measures and monitors ongoing project

progress to identify variances from the project
management plan.
 Identify corrective actions to address issues and risks
properly to meet project objectives.
 Closing processes
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 This process involves formalizes acceptance of the

product, service, or result and brings the project or a
project phase to an orderly end.
 Mapping of Project Management Processes
 The table below reflects the mapping of the
project management processes to the five project
management process groups of initiating,
planning, executing, controlling, and closing and
the nine project management knowledge areas.
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Project Phases versus Process Groups
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 Project management process groups are not project
phases.
 In fact, the process groups may need to be repeated for
each phase, such as study, programming, engineering,
procurement, construction, and commissioning.
 A process group or project phase is not discrete; they
are interdependent and require integration.
 Also, project management must ensure continuity as a
project progresses through processes and phases.
 Each project phase is marked by completion of one or more
deliverables. A deliverable is a tangible, verifiable work product
such as a feasibility study, a detail design, or a working prototype.
 Project phases
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The Planning phase

The primary objectives of the planning phase are :
- Define the problem
- Confirm project feasibility
- Produce the project schedule
- Launch the project
The Analysis Phase
-Gather information
- Define system requirements
- build prototypes for discovery of requirements
- Prioritize requirements
- Generate and evaluate alternatives
- Review recommendations with management
The Design Phase
The objective of the design phase is to design the Solution system
- Design and integrate the network
- Design the application architecture
- Design the user interface and system interfaces
- Design and integrate the database and system controls
- Prototype for design details
The implementation Phase
During the implementation phase, the final system is built, tested and
installed
- Construct software components
- Verify and test
- Develop prototypes
- Train and document
- Install the system
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The Support Phase

Activities fall into two categories
 Providing support to end users

 Helpdesk
 Training Programs
 Maintaining and enhancing the computer system
 Program error corrections (bug fixes)

 Comprehensive enhancements and upgrades

 Project Life Cycle
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 Serves to define the beginning and the end of a project.

 Project life cycles generally define:
 What technical work should be done in each phase?
 Who should be involved in each phase?
…cont`d

5. Requirements
 Project management knowledge area

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 Project Integration Management :- Integration

focuses on coordinating the project plan's
development, execution, and control of changes.
 Project Scope Management:- A project's scope is the

work to be completed by the project team.

• Project Time Management:- Time management is
important for developing, monitoring, and managing
the project's schedule.
• Project Cost Management:- Cost management
assures that the project's budget is developed and
completed as approved.
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Project Quality Management:- focuses on planning, developing, and

managing a quality environment.
Project Human Resource Management:- People are the most
important resource on a project.
Project Communications Management:- Communication
management
entails communicating timely and accurate information about the
project to the project's stakeholders.
Project Risk Management:- Project risk management is concerned
with identifying the risks that can impact the project.
Project Procurement Management:-Projects often require resources
(people, hardware, software, etc.) that are outside the organization..
 Summary
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 What helps project to succeed?
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 A standard must be established to define and measure project

success.
 project success is the delivery of the required product, service, or
result on time and within budget.
 To meet these objectives is to deliver a quality project.
 Project quality is affected by balancing the three interrelated factors.
(??)
 Factors for the success and failure of project
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 Factors for the success of  factors for project failure

project  Failing to Plan
 Clear statement of requirements  Ignoring Risk Management
 Proper planning  Hiding from the Project Team
 Realistic expectations  Unrealistic Schedules
 Competent staff
 Doing Nothing
 Clear vision and objective
 Incomplete requirements
 Hard working and focused team
 Lack of resources
 Good Leadership Skills
 Unclear objective
 Finding the Correct Sponsor
 Recognizing Failure
 Changing requirements and
specifications
 Establishing Project Rules
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THANK YOU!!

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