Course: Information Course: Information Technology Project and Technology Project and

ManagementManagement

Prepared by Prepared by ::

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MUKHTAR ELMIMUKHTAR ELMI

October 2014October 2014

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Chapter tree Chapter tree The Project Management The Project Management

Process Groups: Case StudyProcess Groups: Case Study

Learning Objectives Describe the five project

management (PM) process groups, the typical level of activity for each, and the interactions among them

Understand how the PM process groups relate to the PM knowledge areas

Discuss how organizations develop information technology PM methodologies to meet their needs

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Learning Objectives (continued)Learning Objectives (continued)Review a case study of an organization applying the project management process groups to manage an information technology project; describe outputs of each process group; and understand the and understand the contribution that effective project contribution that effective project initiating, planning, executing, initiating, planning, executing, monitoring and controlling, and monitoring and controlling, and closing make to project successclosing make to project success

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Project management process/phases Project management process/phases A process is a series of actions directed

toward a particular resultProject management can be viewed as a

number of interlinked processesThe project management process

groups/cycle /phases of the project planning include:Initiating processesPlanning processesExecuting processes/Implementation process

Monitoring , controlling & evaluation processes

Closing processes 5

What Went Wrong?What Went Wrong?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.”*

In 2006, the IRS lost more than $320 million due to a botched fraud-detection system project

A 2008 U.S. Government Accountability Office (GAO) report stated that IRS had fixed just 29 of 98 information security weaknesses identified the previous year

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Mapping the Process Groups to the Mapping the Process Groups to the Knowledge AreasKnowledge Areas

You can map the main activities of each PM process group into the nine knowledge areas using the book called information technology project management 6, edition

Note that there are activities from each knowledge area under the planning and monitoring and controlling process groups

Two new processes were added in 2008: identify stakeholders and collect requirements

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Mapping the Process Groups to the Mapping the Process Groups to the Knowledge AreasKnowledge AreasTo succeed at unique and new

activities, project teams must do a fair amount of planning.

the most time and money is normally spent on executing. It is good practice for organizations to determine how project management will work best in their own organizations.

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Table 3-1. Project Management Process Groups Table 3-1. Project Management Process Groups and Knowledge Area Mappingand Knowledge Area Mapping

9*Source: PMBOK® Guide, Fourth Edition, 2008.

Table 3-1. Project Management Process Groups and Table 3-1. Project Management Process Groups and Knowledge Area MappingKnowledge Area Mapping

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Table 3-1. Project Management Process Groups Table 3-1. Project Management Process Groups and Knowledge Area Mappingand Knowledge Area Mapping

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Developing an IT Project Management Developing an IT Project Management MethodologyMethodologyJust as projects are unique, so are

approaches to project managementMany organizations develop their

own project management methodologies, especially for IT projects

A methodology describes how things should be done; a standard describes what should be done

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Understand the project life cycle/phases or the Understand the project life cycle/phases or the Project management process Project management process

All projects have a recognize ‘life cycle .’ there are many different approaches to managing projects but all agree that project can be divided various stages , each requiring a different focus .

The most life cycle approaches recognize five main stages of the project :

• Project Pre-initiation/ situation analysis ( we have done in chapter one in details )

• initiating,• planning• executing• monitoring or controlling, and evaluation• and closing an IT project 13

A project life cycle /phase typically has the A project life cycle /phase typically has the following processes as defined by the Project following processes as defined by the Project Management Management

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Project Pre-initiationProject Pre-initiationIt is good practice to lay the groundwork for a project before

it officially startsSenior managers often perform several pre-initiation tasks,

including the following:Determine the scope, time, and cost constraints for the projectIdentify the project sponsorSelect the project managerDevelop a business case for a project (see Table 3-2 for an

example)Meet with the project manager to review the process and

expectations for managing the projectDetermine if the project should be divided into two or more smaller

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Project InitiationProject Initiation

• This phase is develop a Business Case or Undertake a Feasibility Study, project stakeholders , A stakeholder management strategy ,Establish the Project Charter and Kick-off Meeting Agenda ,Appoint the Project Team, or Set up the Project Office and Perform Phase Review

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Project InitiationProject Initiation:: TABLE 3-3 Project initiation TABLE 3-3 Project initiation knowledge areas, processes, and outputs knowledge areas, processes, and outputs

Knowledge Knowledge AreaArea

Initiating Initiating ProcessProcess

OutputsOutputs

Project IntegrationManagement

Develop projectcharter

Project charter

Project CommunicationsManagement

Identify stakeholders

Stakeholder registerStakeholder and managementstrategy

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Initiating a project includes recognizing and starting a new project or project phaseThe main goal is to formally select and start off projects

Project InitiationProject Initiationstakeholders are people involved in

or affected by project activities and include: the project sponsor, project team, support staff, customers, users, suppliers, and even opponents to the project

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Table 3-4. Stakeholder RegisterTable 3-4. Stakeholder Register

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Table 3-4. Stakeholder RegisterTable 3-4. Stakeholder RegisterName Position Internal /

External Role position

Contact information

A/Aziz Omar

Chief executive Officer

Internal Sponsor Ali@hotmail.com

EricaBell

PMODirector

Internal Projectmanager

Fr mail.com123@g

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Stakeholder Management StrategyStakeholder Management StrategyA stakeholder management strategy is an

approach to help increase the support of stakeholders throughout the project. It includes basic information such as stakeholder names, level of interest in the project, level of influence on the project, and potential management strategies for gaining support or reducing obstacles from that particular stakeholder.

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Table 3-4. Stakeholder Management Table 3-4. Stakeholder Management StrategyStrategy

Name Level ofInterest

Level ofInfluence

Potential Management Strategies

JoeFleming

High High Joe likes to stay on top of key projects andmake money. Have a lot of short, face-to facemeetings and focus on achieving thefinancial benefits of the project.

LouiseMills

Low High Louise has a lot of things on her plate,and she does not seem excited about thisproject. She may be looking at other jobopportunities. Show her how this projectwill help the company and her resume.

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A Project CharterA Project Charter

A Project Charter is generally a document that provides a short description of the project and designates /choose the Project Manager. Sometimes a commercial/profitable contract also leads to the initiation of project especially in firms specialized in providing professional/consulting services.

 

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Project charter (continues )Project charter (continues )Project Title: training management

information system project Junior student ICT , at University Of Hargiesa , somanaliland in January 8th – June 4th (2015 )

Project Start Date: January, 8, 2015 Projected Finish Date: June, 4, 2015

Budget Information: The firm/org has allocated $40,000 for this project.

Project Objectives: to provide training MIS all junior ICT students in UOH

To create level of job opportunities and increase their knowledge

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Table 3-6, Project charterTable 3-6, Project charterRules and responsibilities Rules and responsibilities

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Holding a Project Kick-off MeetingHolding a Project Kick-off Meeting

. A kick-off meeting is a meeting held at the beginning of a project so that stakeholders can meet each other, review the goals of the project, and discuss future plans. The kick-off meeting is often held after the business case and project charter are completed, but it could be held sooner, as needed. Even if some or even all project stakeholders must meet virtually, it is still important to have a kick-off meeting.

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Holding a Project Kick-off MeetingHolding a Project Kick-off MeetingAll project meetings with major

stakeholders should include an agenda. Figure 3-2 shows the agenda provided for the Project Management

.Notice the main topics in an agenda:Meeting objectiveAgenda (lists in order the topics to be

discussed)A section for documenting action items,

who they are assigned to, and when each person will complete the action

A section/part to document the date and time of the next meeting

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Figure 3-2. Kick-off Meeting AgendaFigure 3-2. Kick-off Meeting Agenda

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Project planning Project planning Project planning is a form operational planning

where the successive steps to implement the project activities are carefully mapped out based on an analysis and of relevant information

This stage looks in details identifying what we needs to be done to deliver your project successfully .

What various tasks that need to be done , how can they best fit together? Who will you need on your project team ? What sources will you need, both financial and physical(equipment meeting spaces & so on ? What are the main risks, to successful delivery, how will the project be managed and progress communicated ?

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Project Planning( continues) Project Planning( continues) The main purpose of project planning is to

guide executionEvery knowledge area includes planning

information (see Table 3-7 on pages 97-98)Key outputs included in project :2.0 create planning

2.1 Hold team planning meeting2.2 Prepare team contract/agreement 2.3 create scope statement2.4 Prepare WBS

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Project Planning( continues) Project Planning( continues) 2.5 Prepare schedule and cost baseline

2.5.1 Determine task resources/ financial plan2.5.2 Determine task durations2.5.3 Determine task dependencies2.5.4 Create draft Gantt chart2.5.5 Review and finalize Gantt chart

2.6 Identify, discuss, and prioritize risks2.7 Prepare Communication plan 2.8 Create Procurement planning 2.9 Contract the supplies  

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TABLE 3-7 Planning processes and outputsTABLE 3-7 Planning processes and outputs

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TABLE 3-7 Planning processes and TABLE 3-7 Planning processes and outputs(continues ) outputs(continues )

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TABLE 3-7 Planning processes and TABLE 3-7 Planning processes and outputs(continues outputs(continues )

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FIGURE 3-3 JWD Consulting intranet project work breakdown structure (WBS)Project Title: Project Management

Intranet Site ProjectDate: May 18 Prepared by: Erica Bell,

Project Manager,erica_bell@jwdconsulting.com

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FIGURE 3-3 JWD Consulting intranet project work breakdown structure (WBS)1.0 Initiating1.1 Identify key stakeholders1.2 Prepare project charter1.3 Hold project kick-off meeting

2.0 Planning2.1 Hold team planning meeting2.2 Prepare team contract2.3 Prepare scope statement2.4 Prepare WBS2.5 Prepare schedule and cost baseline 36

FIGURE 3-3 JWD Consulting intranet project work breakdown structure (WBS)

2.5.1 Determine task resources2.5.2 Determine task durations2.5.3 Determine task dependencies2.5.4 Create draft Gantt chart2.5.5 Review and finalize Gantt chart

2.6 Identify, discuss, and prioritize risks

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FIGURE 3-3 JWD Consulting intranet project work FIGURE 3-3 JWD Consulting intranet project work breakdown structure (WBS)breakdown structure (WBS)

3.0 Executing3.0 Executing3.1 Survey3.2 User inputs3.3 Intranet site content3.3.1 templates and tools3.3.2 articles 3.3.3 Links3.3.4 Ask the Expert

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FIGURE 3-3 JWD Consulting intranet project FIGURE 3-3 JWD Consulting intranet project work breakdown structure (WBS)work breakdown structure (WBS)

3.3.5 User requests feature3.4 Intranet site design3.5 Intranet site construction3.6 Intranet site testing3.7 Intranet site promotion3.8 Intranet site roll-out3.9 Project benefits measurement

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FIGURE 3-3 JWD Consulting intranet project work FIGURE 3-3 JWD Consulting intranet project work breakdown structure (WBS)breakdown structure (WBS)

4.0 Monitoring and Controlling4.1 Progress reports

5.0 Closing5.1 Prepare final project report5.2 Prepare final project presentation5.3 Lessons learned

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Figure 3-4. Project Baseline Gantt ChartFigure 3-4. Project Baseline Gantt Chart

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project execution project execution The Project Execution Phase is the third phase in

the project life cycle. In this phase, you will build the physical project deliverables and present them to your customer for signoff. The Project Execution Phase is usually the longest phase in the project life cycle and it typically consumes the most energy and the most resources.

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project executionproject executionTo enable you to monitor and control the project

during this phase, you will need to implement a range of management processes. These processes help you to manage time, cost, quality, change, risks and issues. They also help you to manage procurement, customer acceptance and communications.

The project management activities and templates which help you complete them are shown in the following diagram. Click the links below to learn how these templates help you to execute projects more efficiently.

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project executionproject executionUsually takes the most time and resources to

perform project execution Project managers must use their leadership

skills to handle the many challenges that occur during project execution

Table 3-11 on p. 108 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

A milestone report (example on pp. 109-110) can help focus on completing major milestones

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TABLE 3-10 LISTS OF PRIORITIZED RISKSTABLE 3-10 LISTS OF PRIORITIZED RISKSRANKING POTENTIAL RISKS RANKING POTENTIAL RISKS

1. Lack of inputs from internal consultants2. Lack of inputs from client representatives3. Security of new system4 . Outsourcing/purchasing for the article

retrieval and Ask the Expert features5. Outsourcing/purchasing for processing

online payment transactions

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TABLE 3-10 LISTS OF PRIORITIZED RISKSTABLE 3-10 LISTS OF PRIORITIZED RISKSRANKING POTENTIAL RISKS RANKING POTENTIAL RISKS

6 .Organizing the templates and examples in a useful fashion

7. Providing an efficient search feature8. Getting good feedback from Michael

Chen and other senior consultants9. Effectively promoting the new system10 .Realizing the benefits of the new

system within one year

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TABLE 3-11 Executing processes and outputs

Knowledge Area Executing Process Out puts

ProjectIntegrationManagement

Direct andmanage projectexecution

DeliverablesWork performance informationChange requestsProject management plan updatesProject document updates

ProjectQualityManagement

Perform qualityassurance

Organizational process asset updatesChange requestsProject management plan updatesProject document updates

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TABLE 3-11 Executing processes and outputsKnowledge Area Executing

ProcessOut puts

Project HumanResourceManagement

Acquire projectteamDevelop projectteamManage projectteam

Project staff assignmentsResource calendarsProject management plan updatesTeam performance assessmentEnterprise environmental factorupdatesEnterprise environmental factorsupdatesOrganizational process assets updatesProject management plan updatesChange requests 48

table 3-11 Executing processes and outputsKnowledge Area

Executing Process Out puts

ProjectCommunicationsManagement

DistributeinformationManage stakeholdersexpectations

Organizational process assets updatesOrganizational process assets updatesChange requestsProject management plan updatesProject document updates

ProjectProcurementManagement

Conductprocurements

Selected sellersProcurement contract awardResource calendarsChange requestsProject management plan updatesProject documents updates

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Part of Milestone Report (Table 3-12)Part of Milestone Report (Table 3-12)

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Best PracticeBest PracticeOne way to learn about best practices in

project management is by studying recipients of 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

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Project Monitoring or Controlling Project Monitoring or Controlling and Evaluation and Evaluation Involves measuring progress toward project

objectives, monitoring deviation from the plan, and taking correction actions

Affects all other process groups and occurs during all phases of the project life cycle

Outputs include performance reports, change requests, and updates to various plans

See Table 3-13

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table 3-13 Monitoring and controlling processes and outputs

Knowledge Area

Monitoring andControlling Process

Outputs

ProjectIntegrationManagement

Monitor and controlproject workPerform integratedchange control

Change requestsProject management plan updatesProject document updatesChange request status updatesProject management plan updatesProject document updates

Project ScopeManagement

Verify scopeControl scope

Accepted deliverablesChange requestsProject document updatesWork performance measurementsOrganizational process assetsupdatesChange requestsProject management plan updatesProject document updates

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table 3-13 Monitoring and controlling processes and outputs ( Continues)

Project TimeManagement

Control schedule

Work performance measurementsOrganizational process assetsupdatesChange requestsProject management plan updatesProject document updates

Project CostManagement

Control cost Work performance measurementsBudget forecastsOrganizational process assetsupdatesChange requestsProject management plan updatesProject document updates

Project QualityManagement

Perform quality control

Quality control measurementsValidated deliverablesOrganizational process assetsupdatesChange requestsProject management plan updatesProject document updates

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Table3-13, monitoring or controlling & evaluation process & out put ( continued )

ProjectCommunicationsManagement

Report performance Performance reportsOrganizational process assetsupdatesChange requests

Project RiskManagement

Monitor and control risks Risk register updatesOrganizational process assetsupdatesChange requestsProject management plan updatesProject document updates

ProjectProcurementManagement

Administer procurements Procurement documentationOrganizational process assetsupdatesChange requestsProject management plan updates

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monitoring or controlling & evaluation monitoring or controlling & evaluation process & out put ( continuedprocess & out put ( continued

On the Project Management Intranet Site Project, there were several updates to the project management plan to reflect changes made to the project scope, schedule, and budget. Erica and other project team members took corrective action when necessary. For example, when they were not getting many responses to their survey, Erica asked Joe for help. When Cindy had trouble negotiating with a supplier, she got help from another senior consultant who had worked with that supplier in the past. Erica also had to request more funds for that part of the project.

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monitoring or controlling & evaluation monitoring or controlling & evaluation process & out put ( continuedprocess & out put ( continued

Project team members submitted a brief progress report every Friday. They were originally using a company template for progress reports, but Erica found that by modifying the old template, she received better information to help her team work more effectively. She wanted team members not only to report what they did but also to focus on what was going well or not going well and why. This extra information helped team members reflect on the project s progress and identify areas in need of improvement. Table 3-14 is an example of one of Cindy s progress reports. 57

table 3-14 sample weekly progress report

Project Name: Project Management Intranet ProjectTeam Member Name: Cindy Dawson, cindy_dawson@jwdconsulting.comDate: August 5

Worked with Kevin to start the intranet site constructionOrganized all the content filesStarted developing a file naming scheme for content filesContinued work on Ask the Expert and User Requests featuresMet with preferred supplierVerified that their software would meet our needsDiscovered the need for some customization

Work to complete next week:Continue work on intranet site constructionPrepare draft contract for preferred supplierDevelop new cost estimate for outsourced work 58

table 3-14 sample weekly progress report

What s going well and why:The intranet site construction started well. The design was very clear and easy to follow.Kevin really knows what he s doing.What s not going well and why:It is difficult to decide how to organize the templates and examples. Need more input from senior consultants and clients.

Suggestions/Issues:Hold a special meeting to decide how to organize the templates and examples on the intranet site.Get some sample contracts and help in negotiating with the preferred supplier. (continued)

Project changes:I think we can stay on schedule, but it looks like we will need about $10,000 more for outsourcing.That s doubling our budget in that area 59

Project closing Project closing The closing process involves gaining stakeholder and customer

acceptance of the final products and services and bringing the project, or project phase, to an orderly end. It includes verifying that all of the deliverables are complete, and it often includes a final project report and presentation. Even though many information technology projects are canceled before completion, it is still important to formally close any project and reflect on what can be learned to improve future projects. As philosopher George Santayana said, those who cannot remember the past are condemned to repeat it.

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Project closing Project closing It is also important to plan for and

execute/perform/ curry out a smooth transition of the project into the normal operations of the company. Most projects produce results that are integrated into the existing organizational structure. For example, JWD Consulting s Project Management Intranet Site Project will require staff to support the intranet site after it is operational.

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Project closing Project closing Erica included support costs of $40,000 per

year for the projected three-year life of the new system. She also created a transition plan as part of the final report to provide for a smooth transition of the system into the firms operations. The plan included a list of issues that had to be resolved before the firm could put the new intranet site into production. For example

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Project closing Project closing The plan included a list of issues that had to be

resolved before the firm could put the new intranet site into production. For example

Michael Chen would not be available to work on the intranet site after the six-month project was complete, so they had to know who would support the Ask the Expert feature and plan some time for Michael to work with him or her.

Table 3-15 lists the knowledge areas, processes, and outputs of project closing based on the PMBOK Guide.

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Project closing Project closing During the closing processes of any project,

project team members must deliver the final product, service, or result of the project, and update organizational process assets, such as project files and a lessons-learned report. If the project team procured items during the project, they must formally complete or close out all contracts. Templates related to project closing are listed later in this chapter

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TABLE 3-15 Closing processes and outputTABLE 3-15 Closing processes and outputKnowledge Area

Closing Process Outputs

Project IntegrationManagement

Close project or phase

Final product, service, orresult transitionOrganizational processassets updates

Project ProcurementManagement

Close procurements

Closed procurementsOrganizational processassets updates 65

TABLE 3-16 Lessons-learned report TABLE 3-16 Lessons-learned report (abbreviated)(abbreviated)Project Name: JWD Consulting Project

Management Intranet Site Project

Project Sponsor:

Joe Fleming

Project Manager:

Erica Bell

Project Dates: May 2 November 4

Final Budget: $150,000

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TemplatesTemplatesTable 3-18 on pp. 118-121 lists the

templates available on the companion Web site (www.cengage.com/mis/schwalbe) and the author’s site (www.kathyschwalbe.com

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Chapter SummaryChapter SummaryThe five project management process groups are

initiating, planning, executing, monitoring and controlling, and closing

You can map the main activities of each process group to the nine knowledge areas

Some organizations develop their own information technology project management methodologies

The JWD Consulting case study provides an example of using the process groups and shows several important project documents

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