1. Recap from last week Understand organizations, including the four frames, organizational structures. Explain why stakeholder management and top management commitment are critical for a project’s success. Learn the concept of a project phase and project lifecycle. Information Technology Project Management, Fifth Edition, Copyright 2007

2. Project Management process groups Milzam Morsidi Room 5.04 milzam.morsidi@gmail.com

3. Learning Objectives Describe the 5 process groups of PM Understand how the PM process groups relate to the PM Knowledge Areas Review a case study of an organization applying the PM process groups to manage an IT project. Understand how PM process groups is being used effectively to make a successful project Information Technology Project Management, Fifth Edition, Copyright 2007

4. PM process groups A process is a series of actions directed toward a particular result. PM can be viewed as a number of interlinked processes Information Technology Project Management, Fifth Edition, Copyright 2007

5. PM process groups The PM process groups include: – Initiating processes – Planning processes – Executing processes – Monitoring and controlling processes – Closing processes Information Technology Project Management, Fifth Edition, Copyright 2007

6. PM process groups Initiating – The actions required to start a new project, such as defining business needs, identifying sponsors and stakeholders, assigning project manager and project team and analyzing the costs and benefits of a project Information Technology Project Management, Fifth Edition, Copyright 2007

7. PM process groups Planning – Devising and maintaining a workable scheme to ensure that a project meets its scope, time and cost goals as well as organizational needs. Information Technology Project Management, Fifth Edition, Copyright 2007

8. PM process groups Executing – Coordinating people and resources to carry out what has been planned and produce the deliverables of a project or phase. Information Technology Project Management, Fifth Edition, Copyright 2007

9. PM process groups Monitoring and controlling – Measure progress in achieving project goals, monitor deviations from plans, take corrective actions to match progress with plans and customers’ expectations. Information Technology Project Management, Fifth Edition, Copyright 2007

10. PM process groups Closing processes – Handing over all deliverables to stakeholders and sponsors and bringing projects or phases to an orderly end. Information Technology Project Management, Fifth Edition, Copyright 2007

11. Deliverables Each project has its own deliverables. Deliverable is an object produced during project phases intended to be delivered to stakeholders. It can be a report, documents, a server upgrade or any other building block of an overall project. Initiating – Business case and project charter Information Technology Project Management, Fifth Edition, Copyright 2007

12. Deliverables Planning – WBS, scope statement, project schedule, project cost estimate Executing – Actual work Monitoring & Controlling – performance reports, requested changes, and updates to various plans. Information Technology Project Management, Fifth Edition, Copyright 2007

13. Deliverables Close-Out – Formal acceptance of work, final project report, lessons learnt report Information Technology Project Management, Fifth Edition, Copyright 2007

14. Project phases vs pm process groups PM process is not to be confused with project phases although both have an almost similar structures. In simple terms, project life cycle describes how the work will be done and PM process groups are the activities that are performed within a project phase. Information Technology Project Management, Fifth Edition, Copyright 2007

15. Project phases vs pm process groups Hence, project phases only happen once while PM process groups can appear more than once during a project. Information Technology Project Management, Fifth Edition, Copyright 2007

16. Level of Activity and Overlap of Process Groups Over Time Information Technology Project Management, Fifth Edition, Copyright 2007

17. Mapping the process groups into knowledge areas The activities of each PM process groups can be mapped into the 10 PM Knowledge Areas. There are always activities from each knowledge areas under the planning and monitoring and controlling processes. Information Technology Project Management, Fifth Edition, Copyright 2007

18. Mapping the process groups into knowledge areas Initiating activities only occurs in project integration management Information Technology Project Management, Fifth Edition, Copyright 2007

19. Relationships Among Process Groups and Knowledge Areas Taken from PMBOK 5 th edition, p423 Information Technology Project Management, Fifth Edition, Copyright 2007

20. Relationships Among Process Groups and Knowledge Areas Taken from PMBOK 5 th edition, p423 Information Technology Project Management, Fifth Edition, Copyright 2007

21. A case study: JWD’s consulting project management intranet site This case study provides a review of managing a project. Shows examples what is involved during initiating, planning, executing, monitoring & controlling and closing. Information Technology Project Management, Fifth Edition, Copyright 2007

22. A case study: JWD’s consulting project management intranet site Taken from http://www.monroecollege.edu/AcademicRes ources/ebooks/1111221758_lores_p01_ch03. pdf see website for more details. http://www.monroecollege.edu/AcademicRes ources/ebooks/1111221758_lores_p01_ch03. pdf Information Technology Project Management, Fifth Edition, Copyright 2007

23. Project initiation Initiating project involves recognizing and starting a new project or a phase Goal: to formally select and start off projects Information Technology Project Management, Fifth Edition, Copyright 2007

24. Project initiation Key outputs: – Assigning project manager – Identifying key stakeholders – Completing a business case – Completing a project charter – and get people to sign it Information Technology Project Management, Fifth Edition, Copyright 2007

25. Project initiation (cont.) 1.Assigning project manager – CEO Fleming assign Erica Bell as PM 2.Identifying key stakeholders – CEO and PM list out all stakeholders – PM documents the list Information Technology Project Management, Fifth Edition, Copyright 2007

26. Project initiation (cont.) 3.Completing a business case – A business case is a report made by the PM which contains the following: Intro/background Business objective Current situation and problem/opportunity statement Critical assumptions and constraints Information Technology Project Management, Fifth Edition, Copyright 2007

27. Project initiation (cont.) Analysis of Options and recommendations Preliminary project requirements Budget Estimate and Financial analysis Schedule Estimate Potential risk Exhibits Information Technology Project Management, Fifth Edition, Copyright 2007

28. Project initiation (cont) 4.Completing project charter and get signatures – PM draft project charter, ask team to review;review with sponsors and get all team members to sign Information Technology Project Management, Fifth Edition, Copyright 2007

29. Project initiation (cont) – Project charter is a document containing: Project Title Project Start Date Projected Finish Date Budget Information Project Manager Information Information Technology Project Management, Fifth Edition, Copyright 2007

30. Project Planning To guide execution Every knowledge area involves project planning (see slide 10-11) Information Technology Project Management, Fifth Edition, Copyright 2007

31. Project Planning Key outputs: – Team contract – Project scope statement – Work breakdown structure (WBS) – Project schedule (Gantt Chart) – Prioritized risks list Information Technology Project Management, Fifth Edition, Copyright 2007

32. Team Contract Project Name: Project Team Members Name and Sign-Off: Code of Conduct, As a project team, we will: Participation: We will: Communication: We will: Problem Solving: We will: Meeting Guidelines: We will: NameSign-off Team Contract Information Technology Project Management, Fifth Edition, Copyright 2007

33. Scope Statement Project Title: Date: Prepared by: Project Justification: Product Characteristics and requirements 1. 2. Summary of Project Deliverables: Project Management related deliverables: business case, charter, team contract, scope statement, WBS, cost baseline, status report, final project presentation, final project report, lessons-learned report, and any other documents required to manage the project Product related deliverables: research reports, design documents, software code, hardware, etc 1. 2. Project Success Criteria : Information Technology Project Management, Fifth Edition, Copyright 2007

34. Work Breakdown structure The most important document as it forms the basis for deciding how to do the work. The basis for how to create the project schedule More details about this in next lecture Information Technology Project Management, Fifth Edition, Copyright 2007

35. Work Breakdown structure Information Technology Project Management, Fifth Edition, Copyright 2007

36. Project schedule Project schedule is developed based on the WBS structure Enter the duration estimates; how long? How much? (keep workload and cost estimates in mind when working on this) Enter the dependencies. Determine which task has to be completed before starting the next task. Enter the resources. Who is assigned to the task Information Technology Project Management, Fifth Edition, Copyright 2007

37. Gantt Chart Information Technology Project Management, Fifth Edition, Copyright 2007

38. List of prioritized risks As project progresses this list will be keep updating and expanding to include info on root causes of risks, warning signs that potential risks might occur, and response strategies for the risks. Review the risks mentioned in the business case Hold meetings and discuss potential risks with team members Information Technology Project Management, Fifth Edition, Copyright 2007

39. List of prioritized risks Post all the potential risks on a probability/matrix and then regroup some of the ideas. Discuss the high probability/impact risk, the medium and the low. Discuss the possibility of not listing down the low impact or to list? Develop the list from here Information Technology Project Management, Fifth Edition, Copyright 2007

40. List of prioritized risks Information Technology Project Management, Fifth Edition, Copyright 2007

41. Project executing This process uses the most resources and takes the most time to perform PM’s leadership is important during this process as there will be a lot of challenges Information Technology Project Management, Fifth Edition, Copyright 2007

42. Project executing Table (slide 29) 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 can help focus on completing major milestones Information Technology Project Management, Fifth Edition, Copyright 2007

43. Executing processes in knowledge area and the output Information Technology Project Management, Fifth Edition, Copyright 2007

44. Milestone report This milestone report will serve as progress report which will be produced regularly to show the completion status of the activities in the project plan.(i.e the deliverables) Information Technology Project Management, Fifth Edition, Copyright 2007

45. Milestone report In this case studies a word processing software is used to produce the milestones report due to the small nature of project. Reports are often created using MS Project. This serves as a more pragmatic approach. Information Technology Project Management, Fifth Edition, Copyright 2007

46. Milestone report sample MilestoneDateStatusResponsibleIssues/Comments Initiating Project manager assigned5/2/05CompletedJoe … Planning …. Executing …. Monitoring and Controlling …. Closing …. Milestone Report for Project Name Prepared by:Date: Information Technology Project Management, Fifth Edition, Copyright 2007

47. Project monitoring and controlling Involves measuring progress toward project objectives, monitoring deviation from the plan and taking corrective actions. Affects other process groups and appear during all phases of project life cycle Outputs: performance reports, requested changes and updates to various plans Information Technology Project Management, Fifth Edition, Copyright 2007

48. Project closing 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 learnt, part of organizational process assets Information Technology Project Management, Fifth Edition, Copyright 2007

49. Project closing Plan for and execute a smooth transition of the project into the normal operations of the company Most projects also include a final report and presentation to the sponsor/management Information Technology Project Management, Fifth Edition, Copyright 2007

50. summary The five project management process groups and their activities can be mapped into the nine knowledge areas. Different organizations develop their own information technology project management methodologies. Information Technology Project Management, Fifth Edition, Copyright 2007