Chapter 3 Process Groups: Case Study Information Technology

Chapter 3 Process Groups: Case Study Information Technology Project Management, Seventh Edition

Project Management Process Groups Project management process groups include initiating processes planning processes executing processes monitoring and controlling processes closing processes https://www.projectconnections.co m/templates/pmbok/process-group/ 2

Percentage of Time Spent on Each Process Group Information Technology Project Management, Seventh Edition 3

IRS and PM Process Philip A. Pell, PMP, commented on how the U.S. IRS needed to improve its project management process. “Pure and simple, good, methodology-centric, predictable, and repeatable project management is the SINGLE greatest factor in the success (or in this case failure) of any project The project manager is ultimately responsible for the success or failure of the project.”* *Comments posted on CIO Magazine Web site on article “For the IRS, There’s No EZ Fix,” (April 1, 2004). 4 Information Technology Project Management, Seventh Edition

Process Groups & Knowledge Areas Process groups vs. knowledge areas Knowledge areas cross the various process groups including some key distinctions Planning Process includes all KAs Emphasis on planning Integration Management Knowledge Areas crosses all processes 5 Information Technology Project Management, Seventh Edition

Project Management Process Groups and Knowledge Area Mapping 6

Project Management Process Groups and Knowledge Area Mapping 7

Developing an IT Project Management Methodology A methodology describes how things should be done; a standard describes what should be done Project mgmt methodologies: PRINCE2 Agile RUP Six Sigma 8

What Went Right? AgênciaClick, an interactive advertising and online communications company based in São Paulo, Brazil, made PMI’s list of outstanding organizations in project management in 2007 Since 2002, the company saw revenues jump 132 percent, primarily due to their five-year emphasis on practicing good project management across the entire company Information Technology Project Management, Seventh Edition 9

Case Study: JWD Consulting’s Project Management Intranet Site Case Background PM, Sponsor, Stakeholders Project Description 10

Project Pre-initiation Senior managers often perform several pre- initiation tasks, including the following: 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 11

JWD Pre-initiation What did JWD do for Pre-Initiation? 12

Project Initiation Initiating a project includes recognizing and starting a new project or project phase 13

JWD Project Charters and Kick-off Meetings Charters are normally short and include key project information and stakeholder signatures Kick-Off Meeting 14

JWD Stakeholder Mgmt Output: Register and Strategy Register Management Strategy 15

Project Planning Primary Purpose: Guide Execution Every knowledge area includes planning information Key outputs included in the JWD project. Document Location PM Software Wiki 16

Figure 3-4. JWD Consulting Intranet Site Project Baseline Gantt Chart 17

List of Prioritized Risks 18 Information Technology Project Management, Seventh Edition

Project Executing Usually takes the most time and resources JWD Milestone Report Information Technology Project Management, Seventh Edition 19

Project Monitoring and Controlling Involves measuring progress toward project objectives, monitoring deviation from the plan, and taking correction actions 20 Information Technology Project Management, Seventh Edition

Project Closing Involves gaining stakeholder and customer acceptance of the final products and services 21 Information Technology Project Management, Seventh Edition

Best Practice Examine PMI’s Project of the Year award The Quartier international de Montreal (QIM), Montreal’s international district, was a 66-acre urban revitalization project in the heart of downtown Montreal This 90 million, five-year project turned a once unpopular area into a thriving section of the city with a booming real estate market and has generated 770 million in related construction 22 Information Technology Project Management, Seventh Edition

Discussion What are some of the typical challenges project teams face during each of the five process groups? Why do organizations need to tailor project management concepts, such as those found in the PMBOK Guide, to create their own methodologies? 23 Information Technology Project Management, Seventh Edition