Project Management Process Groups بدر.pptx

The Project Management Process Groups WEEK 7 Dr. Bader Alshoumr Ass. Professor Learning Objectives • 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 manageme...

The Project Management Process Groups WEEK 7 Dr. Bader Alshoumr Ass. Professor Learning Objectives • 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 • Describe several templates for creating documents for each process group PROJECT MANAGEMENT PROCESS GROUPS • A process is a series of actions directed toward a particular result • Project management process groups progress from initiating activities to planning activities, executing activities, monitoring and controlling activities, and closing activities • One project might have concept, development, implementation, and closeout phases, and another have initial, intermediate, and final phases. But all projects and all project phases need to include all five process groups. • The process groups are not mutually exclusive. • For example, monitoring and controlling processes occur concurrently throughout a project with initiating, planning, executing, and closing processes • The level of activity and length of each process group varies for every project Initiating Process Processes include defining and authorizing a project or project phase Initiating processes take place during each phase of a project The selection of projects for initiation is therefore crucial, as is the selection of project managers. Ideally, the project manager would be involved in initiating a project, but often the project manager is selected after many initiation decisions have already been made. It is important to remember that strategic planning should serve as the foundation for deciding which projects to pursue An organization may initiate IT project for several reasons, but the most important reason is to support business objectives Initiating Process Examples of pre-initiating tasks to lay the groundwork for a project before it officially starts 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 • • • • • Examples of initiating processes include • Identifying project’s stakeholders • Drafting the project charter • Holding a project kick-off meeting Processes include devising and maintaining a workload scheme to ensure that the project addresses the organization’s needs Planning Process Planning is crucial in IT projects because once a project team implements a new system, considerable effort is needed to change it “A dollar spent up front in planning is worth one hundred dollars spent after the system is implemented” To account for changing conditions on the project and in the organization, project teams often revise plans during each phase of the project life cycle Planning Process Main outputs of the planning process group include • the project scope statement • the work breakdown structure (WBS) • the project schedule Projects include several plans that define each knowledge area as it relates to the project at a particular point in time • • • • Scope management plan Schedule management plan Cost management plan Procurement management plan Executing Process • Processes include coordinating people and other resources to carry out the various plans and create the products, services, or results of the project or phase • Normally, executing tasks require the most resources and time, followed by planning tasks • The main outcome of this process group is delivering the actual work of the project. • IT projects might involves providing new hardware, software, and training; thus, the executing processes would include leading the project team and other stakeholders • to purchase the hardware, • to develop and test the software, • and to deliver and participate in the training. • Examples of executing processes include Executing Process • Acquiring and developing the project team • Performing quality assurance • Distributing information Managing stakeholder expectations • Conducting procurements Monitoring and Controlling Processes • Processes include regularly measuring and monitoring progress to ensure that the project team meets the project objectives • The project manager and staff monitor and measure progress against the plans and take corrective action when necessary • The project manager should be monitoring progress closely to ensure that deliverables are being completed and objectives are being met. • The project manager must work closely with the project team and other stakeholders and take appropriate actions to keep the project running smoothly • The project manager should be monitoring progress closely to ensure that deliverables are being completed and objectives are being met. The project manager must work closely with the project team and other stakeholders and take appropriate actions to keep the project running smoothly Monitoring and Controlling Processes • The common output of this process is is to complete a project successfully by delivering the agreed-upon project scope within time, cost, and quality constraints. • Examples of executing processes include • Reporting performance Closing Processes • Processes include formalizing acceptance of the project or project phase and ending it efficiently • Initiating and closing tasks are usually the shortest and they require the least resources and time • Administrative activities are often involved in the closing processes such as • Archiving project files • Closing out contracts • Documenting lessons learned • Receiving formal acceptance of the delivered work Mapping the Process Groups to the Knowledge Areas • You can map the main activities of each project management process group into the 10 project management knowledge areas • Table 3-1 provides a big-picture view of the relationships among the 47 project management activities, the process groups in which they are typically completed, and the knowledge areas into which they fit Developing an IT Project Management Methodology • Some organizations spend a great deal of time and money on training efforts for general project management skills, but after the training, project managers may still not know how to tailor their project management skills to the organization’s particular needs. Because of this problem, some organizations develop their own internal IT project management methodologies. • A methodology describes how things should be done. Developing an IT Project Management Methodology • Many organizations use the PMBOK® Guide as a basis for project management methodology, and they applied other guides and methods, such as: • Agile Method: Agile software development is a form of adaptive software development model • All agile methods include an iterative workflow and incremental delivery of software in short iterations ii. • Six Sigma methodologies • There are two methodologies are used on Six Sigma Principles • DMAIC (Define, Measure, Analyze, Improve, and Control): using to improve an existing business process • DMADV (Define, Measure, Analyze, Design, and Verify): using to create new product or process design to achieve predictable, defect-free performance