The Project Management Process Groups: A Case Study

Chapter 3:
The Project Management

Process Groups: A Case Study
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
2
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
3
Project Management Process Groups
• Project management can be viewed as a number

of interlinked processes
• The project management process groups include
– initiating processes
– planning processes
– executing processes
– controlling processes
– closing processes
4
Overlap of Process Groups in a
5
Process Groups cont.
6
Process Groups cont.
7
Table 3-1. Relationships Among Process Groups and
Knowledge Areas (PMBOK® Guide 2000, p. 38)
8
Table 3-1. Relationships Among Process Groups and
Knowledge Areas (PMBOK® Guide 2000, p. 38)
9
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
10
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 (Erica)
– Identifying key stakeholders (stakeholder_analysis.doc)
– Completing a business case (business_case.doc)
– Completing a project charter and getting signatures on it
(charter.doc)
12
Project Initiation Documents
• Business case
• 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
13
14
15
16
17
18
Project Planning
• The main purpose of project planning is to guide
execution
• Every knowledge area includes planning information
• Key outputs include:
– A team contract (team_contract.doc)
– A scope statement (scope_statement.doc)
– A work breakdown structure (WBS) (wbs.doc)
– A project schedule, in the form of a Gantt chart with all
dependencies and resources entered
– A list of prioritized risks
19
20
21
22
WBS Example
23
Project Gantt Chart
24
List of Prioritized Risks
25
Project Executing
• It usually takes the most time and resources to

perform project execution since the products of
the project are produced here
• The most important output of execution is work
results
• Project managers must use their leadership
skills to handle the many challenges that occur
during project execution
26
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
• Status and progress reports are important
outputs of controlling
27
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
• Even if projects are not completed, they should
be closed out to learn from the past
• Project archives and lessons learned are
important outputs. Most projects include a final
report and presentations
28
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
29
Questions
• Which project management process group includes
activity from every single knowledge area? In which
process group should you spend the most time and
money?
• Which process group affects all other process groups
and occurs during all phases of the project life cycle?
30

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Chapter 3:

The Project Management

• Review a case study of an organization

• Project management can be viewed as a number

• Note: Every organization has its own variations

• It usually takes the most time and resources to

• Controlling involves measuring progress toward

• Many organizations have realized that it’s

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