Disampaikan Oleh:

Muhammad Azani Hs

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Catatan:

Slide ini disadur dari Buku Teks oleh Schwalbe, Kathy. Managing Information Technology

Project – Seventh edition. Boston, MA: Thomson Course Technology, 2014. Silahkan lihat

ke Buku Teks, untuk informasi detail dari materi yang disampaikan di slide ini.

Learning Objectives

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• 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

Project Management Process Groups

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• A process is a series of actions directed toward a particular result

• Project management can be viewed as a number of interlinked processes

• The project management process groups include: – Initiating processes – Planning processes – Executing processes – Monitoring and controlling processes – Closing processes

Process Groups

Initiating processes

Planning processes

Executing processes

Monitoring and

controlling processes

Closing processes

Mapping the Process Groups to the Knowledge Areas

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• You can map the main activities of each PM process group into the nine knowledge areas using the PMBOK® Guide 2013

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

The 5 PMI Process Groups

1. Initiating 2. Planning 3. Executing 4. Controlling 5. Closing

Each process is described by:

• Inputs • Tools & Techniques • Outputs

PMI: Process Links

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PMI: Initiating Process

• Inputs

– Product Description

– Strategic plan

– Project Selection Criteria

– Historical Information

• Outputs

– Project Manager assigned

– Key stakeholders identified

– Business case completed

– Project charter

Initiation Process

• Clarify Project Objective • Identify Stakeholders • Obtain Information • Identify Constraints And Freedoms • Establish Authority Limits

Clarify Project Objective

Establishing the true objectives of a project is a key at the very beginning and in doing

Remain focussed on the objective as the project progresses particularly for longer term

Keep regular contact with the client and ensure that drivers that inspired the project are not changing

The objective of the project and the purpose of the deliverables should be clearly written and signed off by the client as a ‘STATEMENT OF UNDERSTANDING’ to form part of the project definition document which will also include the project plan and other key information

Statement of Understanding should be updated and signed off with every variation in objectives as it occurs

Identify Stakeholders

• STAKEHOLDERS – INTERNAL STAKEHOLDERS

• Project sponsor (sign of power and close to profit motive)

• Client Project Contact (can have his own agenda-BEWARE)

• Client Technical Personnel (can support or block cooperation)

• Client Partners (will see results and influence future decision, marketing)

– EXTERNAL STAKEHOLDERS • Senior Management • Cross Functional Managers (divisional targets, resources conflict, ...)

• Project Manager (personal and professional)

• Project Team (personal and professional)

• Shareholders

IDENTIFY AND FOCUS ON PROJECT SPONSOR

IDENTIFY AND RANK OTHER STAKEHOLDERS IN TERM OF

INFLUENCE-LOOK FOR POTENTIAL ALLIES AND THOSE WHO MIGHT

DISRUPT

UNDERSTAND WHAR EACH STAKEHOLDER HOPES TO GAIN AND HAVE IT CLEAR IN YOUR

MIND

Identify Stakeholders

Identify Stakeholders

Obtained Information 1.Historical contact with the client

Are they usually decent payers? Do they frequently change workscope? Are their contracts ussualy reasonable? What has generally been happening within the client company recently?

2.Required Information of availiability relevant technical expertise within client’s company

3.Certain other information to be marshalled and understood before comencing the planning phase

PMI: Planning Process

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• Scope Planning • Scope Definition • Activity Definition • Activity Sequencing • Activity Duration Estimating • Resource Planning • Cost Estimating • Cost Budgeting

• Risk Planning • Schedule Development • Quality Planning • Communications Planning • Organization Planning • Staff Acquisition • Procurement Planning • Project Plan Development

Devising and maintaining a workable scheme to accomplish the business need that the project was undertaken to address

PMI: Executing Process

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• Project Plan Execution • Scope Verification • Quality Assurance • Team Development

• Information Distribution • Solicitation • Source Selection • Contract Administration

Coordinating people and other resources to carry out the plan

PMI: Controlling Process

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• Overall Change Control • Scope Change Control • Schedule Control • Cost Control • Quality Control

• Performance Reporting • Risk Response Control

Ensuring that project objectives are met by monitoring and measuring progress and taking corrective measures when necessary

PMI: Closing Process

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• Administrative Closure • Contract Close-out

Formalizing acceptance of the project or phase and bringing it to an orderly end

Overlap of Process Groups in a Phase (PMBOK® Guide)

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Mapping Process Group & Knowledge

Area

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Mapping Process Group & Knowledge Area

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Mapping Process Group & Knowledge Area

Developing an IT Project Management Methodology

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• Just as projects are unique, so are approaches to project management

• Many 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

• PRINCE2, Agile, RUP, and Six Sigma provide different project management methodologies

Project Pre-initiation

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• It is good practice to lay the groundwork for a project before it officially starts

• 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 (see Table 3-2 for an example) – 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

Project Initiation

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• Initiating a project includes recognizing and starting a new project or project phase

• The main goal is to formally select and start off projects

Table 3-4. Stakeholder Register

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Table 3-4. Stakeholder Management Strategy

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Project Charters and Kick-off Meetings

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• See Table 3-6 for an example of a charter • Charters are normally short and include key

project information and stakeholder signatures

• 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

JWD’s Project Charter

JWD’s Project Charter

Figure 3-2. Kick-off Meeting Agenda

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Project Planning

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• The main purpose of project planning is to guide execution

• Every knowledge area includes planning information

• Key outputs included in the JWD project include: – A team contract – A project scope statement – A work breakdown structure (WBS) – A project schedule, in the form of a Gantt chart with all

dependencies and resources entered – A list of prioritized risks (part of a risk register)

Project Executing

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• Usually 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

Part of Milestone Report (Table 3-12)

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Project Monitoring and Controlling

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• 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

Project Closing

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• Involves gaining stakeholder and customer acceptance of the final products and services

• Even if projects are not completed, they should be closed out to learn from the past

• Outputs include project archives and lessons learned, part of organizational process assets

• Most projects also include a final report and presentation to the sponsor/senior management