Learning Objectives

• The Standard for Project Management and Migration to the new

edition
• Describe the five project management process groups, and
Understand how the project management process groups relate
to the project management knowledge areas
• Project Management Principles & Project performance Domains
• Understand the concept, development, implementation, and
close-out phases of the project life cycles
• Discuss how organizations develop project management
methodologies to meet their needs
• Case Studies (Predictive Approach and Agile Approach) / Self
Study
The Standard for Project Management
and Migration to the new edition
 Project Management Process
Groups
Process:
A series of actions directed toward a particular results

The project management process groups include:

Overlap of Process Groups
– initiating processes
– planning processes
– executing processes
– controlling processes
– closing processes
Relationships Among Process Groups and
Knowledge Area
Relationships Among Process Groups and
Knowledge Area

The Guide
recognizes 47
processes
that fall into
five basic
process
groups
 Developing a Project Management
Methodology
The Guide recognizes 47 processes that fall into five basic process
groups and ten knowledge areas that are typical of almost all
projects.

The PMBOK® Guide is a standard that describes best practices

for what should be done to manage a project. A methodology
describes how things should be done, and different organizations
often have different ways of doing things.
 Developing a Project Management
Methodology

Many organizations develop their own project management

methodologies

tailoring

many parts of their approach could map to the PMBOK, but

some activities might have been changed to meet the needs of the
organization
 1- Project Initiation
• Initiating a project includes recognizing and starting a new project or
project phase

• Some organizations use a pre-initiation phase, 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
 Project Initiation Documents

•Business case

• Project Charter

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
 Business Case Outline
 Introduction / Background
 Business Objective
 Current situation and problem/opportunity statement
 Critical assumptions and constraints
 Analysis of options and recommendation
 Preliminary project requirements
 Budget estimate and financial analysis
 Schedule estimate
 Potential risks
 Exhibits
 Case Study: Business Case
{Information Technology Project Management, Ch.3}

1.0 INTRODUCTION/BACKGROUND

JWD Consulting’s core business goal is to provide world-class

project management consulting services to various organizations.
The CEO, Joe Fleming, believes the firm can streamline operations
and increase business by providing information related to project
management on its intranet site, making some information and
services accessible to current and potential clients.
 Case Study: Business Case
2.0 BUSINESS OBJECTIVE

JWD Consulting’s strategic goals include continuing growth and

profitability. The Project Management Intranet Site Project will support
these goals by increasing visibility of the firm’s expertise to current and
potential clients by allowing client and public access to some sections of
the intranet. It will also improve profitability by reducing internal costs
by providing standard tools, techniques, templates, and project
management knowledge to all internal consultants. Since JWD
Consulting focuses on identifying profitable projects and measuring their
value after completion, this project must meet those criteria.
 Case Study: Business Case
3.0 CURRENT SITUATION AND PROBLEM/OPPORTUNITY STATEMENT

JWD Consulting has a corporate Web site as well as an intranet. The firm currently
Currents Situation

uses theWeb site for marketing information. The primary use of the intranet is for
human resource information, such as where consultants enter their hours on various
projects, change and view their benefits information, access an online directory and
Web-based e-mail system, and so on. The firm also uses an enterprise-wide project
management system to track all project information, focusing on the status of
deliverables and meeting scope, time, and cost goals.

There is an opportunity to provide a new section on the intranet dedicated to sharing

Opportunity Statement

consultants’ project management knowledge across the organization. JWD Consulting

only hires experienced consultants and gives them freedom to manage projects as they
see fit. However, as the business grows and projects become more complex, even
experienced project managers are looking for suggestions on how to work more
effectively.
 Case Study: Business Case
4.0 CRITICAL ASSUMPTION AND CONSTRAINTS

The proposed intranet site must be a valuable asset for JWD Consulting. Current
consultants and clients must actively support the project, and it must pay for
itself within one year by reducing internal operating costs and generating new
business. The Project Management Office (PMO) manager must lead the effort,
and the project team must include participants from several parts of the
company, as well as current client organizations.

The new system must run on existing hardware and software, and it should
require minimal technical support. It must be easily accessible by clients and
the public yet secure from unauthorized users.
 Case Study: Business Case
5.0 ANALYSIS OF OPTIONS AND RECOMMENDATION

There are three options for addressing this opportunity:

1. Do nothing. The business is doing well, and we can continue to operate
without this new project.
2. Purchase access to specialized software to support this new capability
with little in-house development.
3. Design and implement the new intranet capabilities in-house using
mostly existing hardware and software.

Based on discussions with stakeholders, we believe that option 3 is the best

option.
 Case Study: Business Case
6.0 PRELIMINARY PROJECT REQUIREMENTS

The main features of the project management intranet site include the following:
1. Access to several project management templates and tools.
2. Access to relevant project management articles.
3.Links to other, up-to-date Web sites
4.Appropriate security to make the entire intranet site accessible to internal
consultants and certain sections accessible to others
5.The ability to charge money for access to some information. Some of the
information and features of the intranet site should prompt external users to
pay for the information or service
6.Other features suggested by users, if they add value to the business
 Case Study: Business Case
7.0 BUDGET ESTIMATE AND FINANCIAL ANALYSIS
A preliminary estimate of costs for the entire project is $140,000. This
estimate is based on the project manager working about 20 hours per
week for six months and other internal staff working a total of about 60
hours per week for six months. After the project is completed,
maintenance costs of $40,000 are included for each year.
Projected benefits are based on a reduction in hours consultants spend
researching project management information, If each of more than 400
consultants saved just 40 hours each year and could bill that time to
other projects that generate a conservative estimate of $10 per hour in
profits, then the projected benefit would be $160,000 per year
If the new intranet increased business by just 1 percent, (at least $40,000
each year). Total projected benefits, therefore, are about $200,000 per
year.
The NPV is $272,800, and the discounted ROI based on a three-
year system life is excellent at 112 percent.
 Case Study: Business Case
8.0 SCHEDULE ESTIMATE
The sponsor would like to see the project completed within six months,
but there is some flexibility in the schedule. We also assume that the
new system will have a useful life of at least three years.

9.0 POTENTIAL RISKS

There are several risks involved with this project. The foremost risk is
a lack of interest in the new system by our internal consultants and
external clients. There are some technical risks in choosing the type
of software used to search the system, check security, process
payment
Case Study: Business Case
 Project Charter
For JWD from Information Technology Project Management, Ch.3
Project Charter
 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.
2- Project Planning
 2- Project Planning
•The main purpose of project planning is to guide execution

• Every knowledge area includes planning information

• Key outputs include:

– A team contract
– 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
 Sample
Scope
Statement
JWD Consulting Intranet Site
Project Baseline Gantt Chart

Summary
Task

Task
JWD’s List of Prioritized Risks
 3- Project Executing
 Project execution usually takes the most time and resources.

 Project managers must use their leadership skills to handle the

many challenges that occur during project execution.

 Many project sponsors and customers focus on deliverables related

to providing the products, services, or results desired from the
project.
 4- Project Monitoring and
Controlling
 Involves measuring progress toward project objectives, monitoring
deviation from the plan, and taking corrective action to match progress
with the plan.

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

 Outputs include performance reports, requested changes, and updates to

various plans.
 5- Project Closing
 Involves gaining stakeholder and customer acceptance of the final
products and services.
 Outputs include project archives and lessons learned, which are
part of organizational process assets.
 Most projects also include a final report and presentation to the
sponsor or senior management.

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
The Standard for Project Management
and Migration to the new edition
The Standard for Project Management
and Migration to the new edition
The Standard for Project Management
The Standard for Project Management
Project Management Principles
Project Performance Domains
A Guide to PMBOK
 Development Approach and Life Cycle

Product Life Cycle

 Project Phases and the Project
Life Cycle
A project life cycle is a collection of project phases

• Project phases vary by project or industry, but

some general phases include:

– concept
– development
– implementation
– support
Phases of the Project Life Cycle

Project Project
Feasibility Acquisition
 Development Approach and Life Cycle
Adaptive approaches are useful when
requirements are subject to a high
level of uncertainty and volatility and
are likely to change throughout the
project. Adaptive approaches use
iterative and incremental approaches

A predictive approach is useful

when the project and product
requirements can be defined,
collected, and analyzed at the
start of the project. This may also
be referred to as a waterfall
approach.
 Development Approach and Life Cycle

A hybrid development approach is a combination of adaptive and predictive

approaches. This means that some elements from a predictive approach are used
and some from an adaptive approach are used
Development Approach and Life Cycle
Development Approach and Life Cycle

Rolling Wave Planning

)1( ‫تحقیق شماره‬

)‫(اختیاری‬
Development Approach and Life Cycle

PMI also refers to adaptive life cycles as

agile or change-driven
Development Approach and Life Cycle
 Agile
Agile means being able to move quickly and easily.

Agile can be used for software development or in any environment in

which the requirements are unknown or change quickly

It is interesting to note that PMI and many other sources now focus on
organizational agility, not just specific agile techniques, like Scrum.

“Organizational agility” is not just about being fast, it also implies the
capacity to remain in touch with customer needs.

It is a change in mindset across the organization to focus on becoming

adaptable and driving business value to customers
 Scrum
• A product owner creates a prioritized wish list
called a product backlog.

• During sprint planning, the team pulls a small chunk

from the top of that wish list, a sprint backlog,
and decides how to implement those pieces.

• The team has a certain amount of time, a sprint, to

complete its work— usually two to four weeks—
but meets each day to assess its progress (daily
Scrum).

• Along the way, the ScrumMaster keeps the team

focused on its goal.
• At the end of the sprint, the work should be
potentially shippable, as in ready to hand to a
customer, put on a store shelf, or show to a
stakeholder.
 Scrum

• The sprint ends with a sprint review and retrospective.

• As the next sprint begins, the team chooses another chunk of the product backlog
and begins working again.
• The cycle repeats until enough items in the product backlog have been completed,
the budget is depleted, or a deadline arrives. Which of these milestones marks the
end of the work is entirely specific to the project
• No matter which of these reasons stops work, Scrum ensures that the most valuable
work has been completed when the project ends
Scrum
 Scrum

“Scrum in 10 Minutes,”
Scrum
‫‪Scrum‬‬ ‫تحقیق شماره (‪)2‬‬
‫(اختیاری)‬
 TAILORING
The PMBOK® Guide is a standard that
describes best practices for what should
be done to manage a project. A
methodology describes how things should
be done, and different organizations often
have different ways of doing things.
TAILORING PROCESS
TAILORING PROCESS
CASE STUDIES
Self Study