Chapter 3: The Project Management Process Groups: A Case Study
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CIS 486 Managing Information Systems Projects Fall 2003 (Chapter 3) Jongwook Woo, PhD jwoo5@calstatela.edu California State University, LA Computer and Information System Department Jongwook Woo Chapter 3: The Project Management Process Groups: A Case Study Jongwook Woo 1 Learning Objectives Describe the five project management process groups, the typical level of activity for each, and the interactions among them Understand how the project management process groups relate to the project management knowledge areas Discuss how organizations develop information technology project management methodologies to meet their needs Jongwook Woo Learning Objectives Review a case study of an organization applying the project management process groups to manage an information technology project Understand the contribution that effective project initiation, project planning, project execution, project control, and project closing – makes to project success Jongwook Woo 2 Project Management Process Groups Project management can be viewed as a number of interlinked processes The project management process groups include initiating processes – Define the business need for the project – Need sponsors and project manager – Initiates to end a project • Document lessons • Reassign project resources • Ensure that the customer accepts the work planning processes – – – – To define the scope of the project Estimate costs Decide what resources to procure Often revise project plans during project life cycle Jongwook Woo Project Management Process Groups The project management process groups include (Cont’d) executing processes – – – – – – Developing project team Providing leadership Assuring project quality Disseminating information Procure necessary resources Deliver the actual work controlling processes – Monitor progress against the project plan – Take corrective action when necessary closing processes – Archiving project files – Document lessons learned – Receive the formal acceptance of the delivered work Jongwook Woo 3 Project Management Process Groups (Fig 3-1) The process groups are not isolated events Occurs at varying levels of intensity through out each project phase The level and length varies for each project Executing Processes Normally requires the most resources and time Initiating and closing Normally requires the least resources and time The process groups can be applied to each phase of a project Concept, Development, Implementation, Close-out Jongwook Woo Figure 3-1. Overlap of Process Groups in a Phase (PMBOK® Guide, 2000, p. 31) Jongwook Woo 4 Table 3-1. Relationships Among Process Groups and Knowledge Areas (PMBOK® Guide 2000, p. 38) Jongwook Woo Table 3-1. Relationships Among Process Groups and Knowledge Areas (PMBOK® Guide 2000, p. 38) Jongwook Woo 5 Developing an IT Project Management Methodology Just as projects are unique, so are approaches to project management Many organizations develop their own project management methodologies, especially for IT projects Blue Cross Blue Shield of Michigan used the PMBOK as a guide in developing their IT project management methodology Jongwook Woo Figure 3-2. ITPM Methodology See figure in text. Note that many parts of this approach map to the PMBOK, but some activities have been changed to meet the needs of the organization. Jongwook Woo 6 IT Project Management Methodology of Blue Cross Blue Shield Contrast to PMBOK Guide 2000 The overriding financial investment in S/W development – Mainly Salaries not materials Most of the procure functions – Scope Planning and Definition – Resource Planning Add a project workbook – Keep track of the large amount of document necessary – Serve as an information resource for team members • A hard-copy record of project activities Add issue control – Handle the inherent complexity of IS and rapidly changing technology Work Plan Development – Combine the PMBOK processes • Activity sequencing, definition, duration estimating, and Schedule Devlopement Jongwook Woo Case Study: JWD Consulting’s Project Management Intranet Site This case study provides an example of what’s involved in initiating, planning, executing, controlling, and closing an IT project Uses some ideas from the PMBOK Guide 2000, Blue Cross Blue shield of Michigan methodology, and its own unique project needs You can download templates for creating your own project management documents from the companion Web site for this text Note: This case study provides a big picture view of managing a project. Later chapters provide detailed information on each knowledge area. Jongwook Woo 7 Project Initiation Initiating a project includes recognizing and starting a new project or project phase Some organizations use a pre-initiation phase, Project Scope Management while others include items like developing a business case as part of initiation The main goal is to formally select and start off projects Key outputs include: Assigning the project manager Identifying key stakeholders Completing a business case Completing a project charter and getting signatures on it Jongwook Woo Project Initiation Documents Business case: See pages 74-76 Document during or before project initiation Introduction/background – JWD’s CEO believes that its intranet with project management information and service to current and potential clients can increase its business Business objectives – JWD’s goal is to continue growth and profitability – The intranet project will support these goals by the visibility of its expertise – It will also reduce the internal costs by providing standards from the intranet to internal consultants Current situation and problem/opportunity statement Critical Assumptions and constraints Analysis of options and recommendations Preliminary project requirements Budget estimate and financial analysis Schedule estimate Potential Risks Exhibits Jongwook Woo 8 Project Initiation Documents Charter: See pages 77-78, also shown on next two slides A project manager drafted a project charter The project manager had the project team members reviews it A stakeholder made a few minor change – and all stakeholders signed it A stakeholder – for example, a senior consultant – put a comment section about his concern Note: Every organization has its own variations of what documents are required for project initiation. It’s important to identify the need for projects, who the stakeholders are, and what the main goals are for the project Jongwook Woo JWD’s Project Charter Jongwook Woo 9 JWD’s Project Charter Jongwook Woo Project Planning The main purpose of project planning is to guide execution Every knowledge area includes planning information (see Table 3-5 on pages 79-80) knowledge area Process Outputs Each organization has the different planning outputs Based on its particular needs Jongwook Woo 10 Project Planning Key outputs include: A team contract (Not listed in Table 3-5) A 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 See sample documents on pages 83-90, and refer to them later in the course Jongwook Woo A team contract For all projects to help promote teamwork And clarify the team communications The project manager organizes a kick-off meeting for the Project Management Intranet Site Project After the project charter signed Helps the project team get to know each other – Everyone would be more relaxed Explains that a team contract will be the most important tool to help a project team to work together A consultant, a IT member, and a client representative form one project team contract (Table 3-6) – Code of conduct – Particiopation – Communication etc. Jongwook Woo 11 A Scope Statement Need to keep in mind for the budget and schedule goals Create a draft scope statement The number of hours available for each member per month Any unclearness of the scope of this project? Any question or issue about the scope of this project? List the main deliverables for this project Which deliverables you can help create or review? Scope Statement after a few discussions (Table 3-7) Project title Project Justification Product Characteristics and Requirements Summary of Project Deliverables Project Success Criteria Jongwook Woo WBS with the Scope Statement Provides the basis for Deciding how to do the work Creating the project schedule Performing earned value management for measuring and forecasting project performance JWD uses the project management process groups as the main categories of WBS (Fig 3-3 p87) More about WBS at chapter 5 Jongwook Woo 12 Gantt Chart Provides the project schedule Schedules are dependent Gantt Chart (Fig 3-4) for the JWD project Understand the dependencies Understand what to do and when Measure workloads and cost constraints during developing the duration estimates Use, for example, Microsoft Project 2002 to enter all of the information Network diagram (Fig 3-5) for the JWD project Emphasize the executing tasks and critical paths WBS information, the duration estimates and dependencies, the cost and resource information Detail at Chapter 6 Jongwook Woo JWD’s Project Gantt Chart Jongwook Woo 13 A List of Prioritized Risks The project manager reviews the risks In the business case The comments of the project charter Special meeting To discuss and brainstorm potential risks List a probability/impact matrix (Table 3.1 p90) Jongwook Woo JWD’s List of Prioritized Risks Jongwook Woo 14 Project Executing It usually takes the most time and resources to perform project execution – since the products of the project are produced here work results The most important output of execution Table 3-9 (p91) lists – Knowledge area, processes, outputs of project executions leadership skills needed Project managers must use their leadership skills – to handle the many challenges that occur during project execution – To produce the desired work results – Get input from external sources at no additional cost Jongwook Woo Project Executing Need to show a milestone report CEO and sponsors want to see progress on projects Want to see if any potential issues or problems Table 3-10 p92 Human Resource issues often occur Some member may be efficient for his own specific needs – For example, meeting with clients to ask the expert May need to buy S/Ws instead of developed by a member May need additional funds from sponsors Project manage offers a free family vacations etc for the persons who provided the best productivity Jongwook Woo 15 Project Controlling Controlling involves measuring progress toward project objectives, monitoring deviation from the plan, and taking corrective actions Controlling affects all other process groups and occurs during all phases of the project life cycle – Table 3-11 p94, Knowledge area, process, outputs of project controlling – Affects project scope, schedule, and budget Status and progress reports are important outputs of controlling Table 3-12 p95 Weekly status report – With tool such as Microsoft Project 2002 Jongwook Woo Project Closing The closing process involves gaining stakeholder and customer acceptance of the final product and bringing the project, or project phase, to an orderly end Table 3-13 p97 – Knowledge area, process, and outputs of project closing Even if projects are not completed, they should be closed out to learn from the past Project archives and lessons learned are important outputs. Table 3-14 p98 Most projects include a final report and presentations Table 3-15 p99 Jongwook Woo 16 Post-Project Follow-up Many organizations have realized that it’s important to review the results of projects a year or so – after they have been completed Many projects project potential savings, so it’s important to review the financial estimates and help – learn from the past in preparing new estimates Jongwook Woo 17
