The Project Management Process Groups: A Case Study

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The Project Management Process

Groups: A Case Study



PROJECT MANAGEMENT

PROCESS GROUPSProject management can be viewed as anumber of interlinked processes

The project management process groups include

initiating processes

planning processes

executing processes

controlling processesclosing processes

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PROCESS GROUPSOUTCOMES

Initiating processes

The organization recognizes that a new project exists – completionof a business case and project charter

Planning processes

Completing the WBS and scope statement, project schedule andcost estimate

Executing processes

Performing actions necessary to complete the work described inthe planning activities

Monitoring and controlling processes Measuring progress toward the project objectives, monitoringdeviation from the plan and taking corrective action to matchprogress with the plan

Closing processes

Formal acceptance of the work and creation of closing documents3



MAPPING THE PROCESSGROUPS

TO THE KNOWLEDGE AREAS

You can map the main activities of each PM processgroup into the nine knowledge areas using the

PMBOK® Guide 2004Note that there are activities from each knowledgearea under the planning and monitoring andcontrolling process groups

All initiating activities are part of the projectintegration management knowledge area

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RELATIONSHIPS AMONG PROCESSGROUPS AND KNOWLEDGE AREAS

(PMBOK® GUIDE 2000)

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O S S O G



RELATIONSHIPS AMONGPROCESS GROUPS AND

KNOWLEDGE AREAS (2)

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OVERLAP OF PROCESS GROUPS IN APHASE (PMBOK® GUIDE 2000)

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THE 5 PMI PROCESS GROUPS

1. Initiating2. Planning

3. Executing

4. Controlling5. Closing

Note: these can be repeated for each phase

Each process is described by: Inputs

Tools & Techniques

Outputs

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PMI PHASE



PMI PHASEINTERACTIONS

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Initiating

Processes

Planning

Processes

Controlling

Processes

Executing

Processes

Closing

Processes

Design Phase

InitiatingProcesses

PlanningProcesses

Controlling

Processes

Executing

Processes

Closing

Processes

Implementation Phase



PMI: INITIATING PROCESS

Inputs Product Description

Strategic plan

Project Selection Criteria Historical Information

Outputs Project charter

Project Manager assigned

Key stakeholders identified Business case completed

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PMI: PLANNING PROCESS

Scope Planning

Scope Definition Activity Definition

Activity Sequencing

Activity Duration Estimating

Resource Planning

Cost Estimating

Cost Budgeting

Risk Planning

Schedule DevelopmentQuality Planning

Communications Planning

Organization Planning

Staff Acquisition

Procurement Planning

Project Plan Development

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Devising and maintaining a workable scheme to accomplish the

business need that the project was undertaken to address



PMI: EXECUTINGPROCESS

Project Plan Execution

Scope VerificationQuality Assurance

Team Development

Information Distribution

Solicitation

Source Selection

Contract Administration

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Coordinating people and other resources to carry out the plan



PMI: CLOSING PROCESS

Administrative Closure

Contract Close-out

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



CASE STUDY: JWDCONSULTING’S PROJECTMANAGEMENT INTRANET

SITEThis case study provides an example of what’s involved in initiating, planning, executing, controlling,and closing an IT project

You can download templates for creating your ownproject management documents from the companionWeb site for this text

Note: This case study provides a big picture view of

managing a project. Later chapters provide detailedinformation on each knowledge area.

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PROJECT INITIATION:

BUSINESS CASE Introduction/ background

Business objective

Current situation and problem/opportunitystatement

Critical assumptions and constraints

Analysis of options and recommendations

Preliminary project requirements

Budget estimate and financial analysis

Schedule estimate

Potential risks

Exhibits19



JWD’S PROJECTCHARTER

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JWD’S PROJECTCHARTER

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PROJECT PLANNING

The main purpose of project planning is to guideexecution

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 alldependencies and resources entered

A list of prioritized risks

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JWD’S LIST OF

PRIORITIZED RISKS

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PROJECT EXECUTING

Usually takes the most time and resources to performproject execution

Project managers must use their leadership skills tohandle the many challenges that occur during projectexecution

A milestone report can help focus on completing major

milestones

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PART OF MILESTONE



PART OF MILESTONEREPORT

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PROJECT CONTROLLINGInvolves measuring progress toward project objectives,monitoring deviation from the plan, and taking correctionactions

Affects all other process groups and occurs during allphases of the project life cycle

Outputs include performance reports, requestedchanges, and updates to various plans

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PROJECT CLOSINGInvolves gaining stakeholder and customer acceptanceof the final products and services

Even if projects are not completed, they should be closed

out to learn from the pastOutputs 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

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POST-PROJECT

FOLLOW-UPMany organizations have realized that it’s important toreview the results of projects a year or so after they havebeen completed

Many projects project potential savings, so it’s importantto review the financial estimates and help learn from thepast in preparing new estimates

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The Project Management Process Groups: A Case Study

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