Chapter No 3 – The Project Management Process Groups: A Case Study

CE- 403: Computer Engineering Project Management

ƒ Course Description

Project Management ƒ Managing Information Technology projects within

an organizational context, including the processes
related to initiating, planning, executing,

Compiled By: controlling, monitoring and closing a project.

Muzammil Ahmad Khan ƒ This course covers topics such as project
muzammil.ssuet@yahoo.com
integration, scope, time, cost, risk management.
Sir Syed University of Engineering & Technology Project Management 2

Project Management
Course Objective
Course Learning Outcomes( CLO’s )
CLO
ƒ This course intends to give the student a basic No
Outcome Statement Level *

Identifying basic concepts of Project Management, thus, enabling

familiarity with Project Management.
ƒ To provide students with a portfolio of project
management tools that can be used in managing
information technology projects.
ƒ To provide students with a real-world project
management experience.
Project Management
1 him/her to functionally utilize these skills in his/her future C1
Information Technology (IT) bases project practices.
Describing and understanding the Project Management concepts,
2 principles, methods, project life cycle and the knowledge that is C2
required for managing the IT projects.
Applying and analyze the different processes of each knowledge
3 area with its Inputs, Outputs, Tools and Techniques. C3
Applying project management techniques for IT projects to
initiate, plan, execute and evaluate a project and work in teams to
4 C3
create a project plan for a project scenario that includes key tasks,
critical path, dependencies and a realistic timeline
* Bloom’s taxonomy level. C: Cognitive, P: Psychomotor, A: Affective
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Books Marks Distribution

Text Book
ƒ Information Technology Project Management
ƒ Assignments, Quizzes & Project 20
7th Edition, ƒ Mid Term 30
Kathy Schwalbe
ƒ Final Examination 50
Reference Book
ƒ Information Technology Project Management
ƒ Total Marks 100
4th Edition
Jack Marchewka https://sites.google.com/site/cedssuet

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 CE - 403: Computer Engineering Project Management
Learning Objectives

Information Technology Project Management ƒ Describe the five project management process groups, the
7th Edition typical level of activity for each, and the interactions among
them
Chapter No 3:
Project Management Process Groups: A Case Study ƒ Understand how the project management process groups
relate to the project management knowledge areas
ƒ Discuss how organizations develop information technology
(IT) project management methodologies to meet their needs

Complied By: Muzammil Ahmad Khan

muzammil.ssuet@yahoo.com
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Learning Objectives Project Management Process Groups

ƒ Review a case study of an organization applying the project ƒ A process is a series of actions directed toward a particular
management process groups to manage an IT project, describe result

outputs of each process group, and understand the contribution ƒ Project management can be viewed as a number of
interlinked processes
that effective initiating, planning, executing, monitoring and
ƒ The project management process groups include
controlling, and closing make to project success
1. initiating processes
ƒ Review the same case study of a project managed with an agile
2. planning processes
focus to illustrate the key differences in approaches
3. executing processes
ƒ Describe several templates for creating documents for each 4. monitoring and controlling processes
process group
5. closing processes
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Figure 3-1: Percentage of Time spent on each Mapping the Process Groups to the
process group Knowledge Areas

ƒ You can map the main activities of each PM process group

into the ten knowledge areas using the PMBOK® Guide,
Fifth Edition, 2012
ƒ Note that there are activities from each knowledge area
under the planning process groups

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 Table 3-1: Project Management Process Group Table 3-1: Project Management Process Group
and Knowledge Area Mapping * and Knowledge Area Mapping *

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Table 3-1: Project Management Process Group Developing an IT Project Management

and Knowledge Area Mapping * Methodology

ƒ Just as projects are unique, so are approaches to project

management
ƒ Many organizations develop their own project management
methodologies, especially for IT projects
ƒ A Methodology describes how things should be done;
a standard describes what should be done
ƒ PRINCE2, Agile, RUP, and Six Sigma provide different
project management methodologies

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PRojects IN Controlled Environments

Six Sigma
( PRINCE2 )
ƒ Originally developed for IT projects, PRINCE2 was released in 1996 ƒ The work of many project quality experts contributed to
as a generic project management methodology by the U.K. Office of
Government Commerce (OCG). It is the de facto standard in the the development of today’s Six Sigma principles.
United Kingdom and is used in over 50 countries.
ƒ PRINCE2 defines 45 separate sub-processes and organizes them into ƒ Two main methodologies are used on Six Sigma projects:
eight process groups as follows:
DMAIC (Define, Measure, Analyze, Improve, and
1. Starting up a project
2. Planning Control) is used to improve an existing business process,
3. Initiating a project and
4. Directing a project
5. Controlling a stage ƒ DMADV (Define, Measure, Analyze, Design, and Verify)
6. Managing product delivery is used to create new product or process designs to achieve
7. Managing stage boundaries predictable, defect-free performance.
8. Closing a project
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 Case Study: JWD Consulting’s Project Management
Intranet Site (Predictive Approach)
Project Pre-Initiation
ƒ It is good practice to lay the groundwork for a project before it
ƒ This case study provides an example of what’s involved in officially starts
initiating, planning, executing, controlling, and closing an ƒ Senior managers often perform several pre-initiation tasks,
IT project including the following:
ƒ Determine the scope, time, and cost constraints for the project
ƒ You can download templates for creating your own project
ƒ Identify the project sponsor
management documents from the companion Web site for this
ƒ Select the project manager
text or the author’s site ƒ Develop a business case for a project (see Table 3-2 for an example)
ƒ Note: This case study provides a big picture view of managing ƒ Meet with the project manager to review the process and
expectations for managing the project
a project. Later chapters provide detailed information on each
ƒ Determine if the project should be divided into two or more smaller
knowledge area projects
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Develop a business case for a project Project Initiation

( Sample Headings Required)
ƒ Initiating a project includes recognizing and starting a new
ƒ Introduction/Background project or project phase
ƒ Business Objective
ƒ The main goal is to formally select and start off projects
ƒ Current Situation and Problem/Opportunity Statement
ƒ Table 3-3 shows the project initiation knowledge areas,
ƒ Critical Assumptions and Constraints
processes, and outputs
ƒ Analysis of Options and Recommendation
ƒ Preliminary Project Requirements
ƒ Budget Estimate and Financial Analysis
ƒ Schedule Estimate
ƒ Potential Risks

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Table 3-4: Stakeholder Register

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 Table 3-4: Stakeholder Management Strategy Project Charters

ƒ See Table 3-6 for an example of a charter

ƒ Charters are normally short and include key project
information and stakeholder signatures

Contents are often sensitive, so do not publish this document.

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Project Charters Project Charters

( Sample Headings Required ) ( Sample Headings Required )
ƒ Project Title
ƒ Project Start Date
ƒ Projected Finish Date
ƒ Budget Information
ƒ Project Manager
ƒ Project Objectives
ƒ Main Project Success Criteria
ƒ Approach
ƒ Stakeholder Register
ƒ Stakeholder Signature
ƒ Comments

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Project Charters Project Charters

( Sample Headings Required ) ( Sample Headings Required )

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 Kick-off Meetings Figure 3-2: Kick-Off Meeting Agenda

ƒ 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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Project Planning TABLE 3-7 Planning Processes and Outputs

ƒ The main purpose of project planning is to guide execution
ƒ Every knowledge area includes planning information (see Table
3-7 on pages 101-102)
ƒ Key outputs included in the JWD project include:
ƒ A team contract
ƒ A project scope statement
ƒ A work breakdown structure (WBS)
ƒ A project schedule, in the form of a Gantt chart with all
dependencies and resources entered
ƒ A list of prioritized risks (part of a risk register)
ƒ See sample documents starting on p. 104
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TABLE 3-7 Planning Processes and Outputs TABLE 3-7 Planning Processes and Outputs

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 TABLE 3-7 Planning Processes and Outputs TABLE 3-7 Planning Processes and Outputs

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TABLE 3-8: Team Contract

TABLE 3-8: Team Contract
( Sample Headings Required )

ƒ Code of Conduct
ƒ Participation
ƒ Communication
ƒ Problem Solving
ƒ Meeting Guidelines

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TABLE 3-9 Scope Statement (draft version) FIGURE 3-3 JWD Consulting intranet
( Sample Headings Required ) project work breakdown structure (WBS)

ƒ Project Title
ƒ Date
ƒ Project Manager
ƒ Project Summary and Justification
ƒ Product Characteristics and Requirements
ƒ Summary of Project Deliverables
ƒ Project Success Criteria

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 Figure -3 4: JWD Consulting’s Intranet Site Project
Table -3 10: List of Prioritized Risks
Baseline Gantt Chart

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Project Executing Table 3-11: Lists the executing processes

and outputs
ƒ Usually takes the most time and resources to perform project
execution
ƒ Project managers must use their leadership skills to handle the
many challenges that occur during project execution
ƒ Table 3-11 on p. 111 lists the executing processes and
outputs. Many project sponsors and customers focus on
deliverables related to providing the products, services, or
results desired from the project
ƒ A milestone report (example on pp. 112-113) can help focus
on completing major milestones
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Table 3-11: Lists the executing processes Part of Milestone Report ( Table -3 12, Partial )
and outputs

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 Project Monitoring and Controlling TABLE 3-13: Monitoring and Controlling
processes and outputs
ƒ Involves measuring progress toward project objectives,
monitoring deviation from the plan, and taking correction
actions
ƒ Affects all other process groups and occurs during all phases
of the project life cycle
ƒ Outputs include performance reports, change requests, and
updates to various plans
ƒ See Table 3-13

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TABLE 3-13: Monitoring and Controlling TABLE 3-13: Monitoring and Controlling
processes and outputs processes and outputs

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TABLE 3-14: Sample weekly progress TABLE 3-14: Sample weekly progress
report ( Sample Headings ) report

ƒ Project Name:
ƒ Team Member Names:
ƒ Date:
ƒ Work completed this week:
ƒ Work to complete next week:
ƒ What’s going well and why:
ƒ What’s not going well and why:
ƒ Suggestions/Issues:

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 Project Closing TABLE 3-15: Closing processes and output
ƒ Involves gaining stakeholder and customer acceptance of the
final products and services
ƒ Even if projects are not completed, they should be closed out
to learn from the past
ƒ Outputs include project files and lessons-learned reports, part
of organizational process assets
ƒ Most projects also include a final report and presentation to
the sponsor/senior management

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TABLE 3-16: Lessons-learned report TABLE 3-17: Final Project Report

(Sample Headings) ( Table of Contents )
ƒ Project Name:
ƒ Project Sponsor: ƒ Project Objectives
ƒ Project Manager: ƒ Summary of Project Results
ƒ Project Dates:
ƒ Final Budget: ƒ Original and Actual Start and End Dates
1. Did the project meet scope, time, and cost goals? ƒ Original and Actual Budget
2. What were the success criteria listed in the project scope
statement? ƒ Project Assessment (Why did you do this project?
3. Reflect on whether you met the project success criteria. What did you produce? Was the project a success?
4. In terms of managing the project, what were the main lessons
your team learned from What went right and wrong on the project?)
5. Describe one example of what went right on this project. ƒ Transition Plan
6. Describe one example of what went wrong on this project.
7. What will you do differently on the next project based on your ƒ Annual Project Benefits Measurement Approach
experience working on this project?
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TABLE 3-17: Final Project Report Case Study 2: JWD Consulting’s Project Management
( Table of Contents ) Intranet Site (Agile Approach)

ƒ This section demonstrates a more agile approach to managing

the same project
ƒ Differences in using an agile approach are highlighted
ƒ 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.

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 An Informed Decision
ƒ It is not a snap decision whether to use an agile approach or
not, just like flying or driving somewhere on a trip
ƒ Projects with less rigid constraints, experienced and preferably
co-located teams, smaller risks, unclear requirements, and
more flexible scheduling would be more compatible with an
agile approach
ƒ The following example uses Scrum roles, artifacts, and
ceremonies
Project Management
Scrum Artifacts
ƒ An artifact is a useful object created by people
ƒ Scrum artifacts include:
ƒ Product backlog: A list of features prioritized by business
value
ƒ Sprint backlog: The highest-priority items from the
product backlog to be completed within a sprint
ƒ Burndown chart: Shows the cumulative work remaining
in a sprint on a day-by-day basis
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Figure -3 5: Scrum Framework and Process Groups
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Scrum Roles
ƒ Product owner: The 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.
ƒ ScrumMaster: The 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.
ƒ Scrum team or development team: A 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 2-4 weeks.
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Scrum Ceremonies
ƒ Sprint planning session: A meeting with the team to select a
set of work from the product backlog to deliver during a
sprint.
ƒ Daily Scrum: A short meeting for the development team to
share progress and challenges and plan work for the day.
ƒ Sprint reviews: A meeting in which the team demonstrates to
the product owner what it has completed during the sprint.
ƒ Sprint retrospectives: A 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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Table -3 18: Unique Scrum Activities by Process Group
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 Figure -3 6: Intranet Site Project Baseline Gantt Chart
Planning
Using Scrum Approach
ƒ Not different from PMBOK® Guide
ƒ Still create a scope statement and can use a Gantt chart for the
entire project schedule; other planning similar (risk, etc.)
ƒ Different:
ƒ Descriptions of work are identified in the product and sprint
backlogs, more detailed work documented in technical
stories, estimate a velocity or capacity for each sprint; release
roadmap often used for schedule

3 software releases vs. 1

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Table -3 19: Product and Sprint Backlogs Executing

ƒ Not different from PMBOK® Guide

ƒ Still produce products, lead people, etc.
ƒ Different:
ƒ Produce several releases of software - users of the new
software might be confused by getting several iterations of
the product instead of just one
ƒ Communications different because the project team meets
every morning, physically or virtually

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Monitoring and Controlling Figure -3 7: Burndown Chart

ƒ Not different from PMBOK® Guide

ƒ Still check actual work vs. planned work
ƒ Different
ƒ Names of key reviews are the daily Scrum and the sprint
review
ƒ A sprint board is used instead of a tracking Gantt chart or
other tools
ƒ Use a burndown chart vs. earned value chart

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 Closing Templates

ƒ Not different from PMBOK® Guide ƒ Table 3-20 on pp. 130-131 lists the templates
ƒ Focus is still on acceptance of deliverables and reflection
ƒ Different:
ƒ The retrospective is similar to a lessons-learned report, but
it focuses on a shorter period of time. It is intended to
answer two fundamental questions:
ƒ What went well during the last sprint that we should
continue doing?
ƒ What could we do differently to improve the product or
process?
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Chapter Summary
ƒ The five project management process groups are initiating,
planning, executing, monitoring and controlling, and closing
ƒ You can map the main activities of each process group to the nine
knowledge areas
ƒ Some organizations develop their own information technology
project management methodologies
ƒ The JWD Consulting case study provides an example of using the
process groups and shows several important project documents
ƒ The second version of the same case study illustrates differences
using agile (Scrum). The biggest difference is providing three
releases of useable software versus just one
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