CS计算机代考程序代写 flex case study PowerPoint Presentation

PowerPoint Presentation

Information Technology

FIT2002

IT Project Management

Lecture 11

Project Management Process Group:

A Case Study

2

Describe the five project management process groups,
the typical level of activity for each, and the interactions
among them

Review a case study of an organisation applying the
project management process groups to manage an IT
project

Describe outputs of each process group, and how
effective initiating, planning, executing, monitoring and
controlling, and closing contributes to project success

Part 1: A Review of Traditional PM Approach

Topics covered:

Video 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 organisations develop information technology

(IT) project management methodologies to meet their

needs

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 3

Project Management Process Groups

 Project management can be viewed as a number of interlinked
processes

 A process is a series of actions directed toward a particular
result

 The project management process groups include

– initiating processes

– planning processes

– executing processes

– monitoring and controlling processes

– closing processes

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 4

Project Management Process Group

5

*Source: PMBOK® Guide, Fifth Edition, 2013.

Process Group Interact in a Phase

6
*Source: PMBOK® Guide, Fifth Edition, 2013.

Process Groups Repeating Along the Project

Life Cycle

7

Ideas
Project

Charter

Initiation/

Concept Phase Intermediate Phases

Delivery/

Handover

Final Phase

Final

acceptance

Concept Phase 1… Phase n…
Close-out/

Delivery

Percentage of Time Spent on Each Process

Group

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 8

Mapping the Process Groups to the

Knowledge Areas

 You can map the main activities of each PM process group into

the ten knowledge areas using the PMBOK® Guide, Fifth Edition,

2013

 Note that there are activities from each knowledge area under

the planning process groups

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 9

Source: PMBOK® Guide, Sixth Edition, 2017.

Initiating Planning Executing
Monitoring &

Controlling
Closing

Project Integration

Management

1. Develop Project

Charter

2. Develop Project

Management Plan

3. Direct & manage

project work

4. Manage Project

Knowledge

5. Monitor & control

project work

6. Close Project or

Phaase

Project Scope

Management

1. Plan Scope

Management

2.. Collect requirements

3. Define Scope

4. Create WBS

5. Validate Scope;

6. Control Scope

Project Schedule

Management

1. Plan Schedule

Management

2. Define Activities

3. Sequence Activities

4. Estimate Activity

Durations

5. Develop Schedule

6. Control Schedule

Project Cost

Management

1. Plan Cost

Management

2. Estimate Costs

3. Determine Budget

4. Control Costs

Knowledge Areas
Project Management Process Group

10

Mapping Project Management Process

Groups to Knowledge Areas*

Continued…

11Source: PMBOK® Guide, Sixth Edition, 2017.

Initiating Planning Executing
Monitoring &

Controlling
Closing

Project Quality

Management

1. Plan Quality

Management

2. Manage Quality 3. Control Quality

Project Resource

Management

1. Plan Resource

Management

2. Estimate Activity

Resources

3. Acquire Resources

4. Develop Team

5. Manage Team

6. Control Resources

Project

Communication

Management

1. Plan Communications

Management

2. Manage

Communications

3. Monitor

Communications

Project Risk

Management

1. Plan Risk Management

2. Identify Risks

3. Perform Qualitative

Risk Analysis

4. Perform Quantitative

Risk Analysis

5. Plan Risk Responses

6. Implement Risk

Responses

7. Monitor Risks

Project

Procurement

Management

1. Plan Procurement

Management

2. Conduct

Procurements

3. Control

Procurements

Project Stakeholder

Management

1. Identify

Stakeholders

2. Plan Stakeholder

Management

3. Manage

Stakeholder

Engagement

4. Monitor

Stakeholder

Engagement

Knowledge Areas

Project Management Process Group

Developing an IT Project Management

Methodology

 Just as projects are unique, so are approaches to project
management

 Many organisations develop their own project management
methodologies, especially for IT projects

 A methodology describes how things should be done; a
standard describes what should be done

 PRINCE2, Agile, RUP, and Six Sigma provide different project
management methodologies

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 12

Global Issues

 A 2011 study of organisations across India included the following

findings:

– Two-thirds of organisations in some stage of Agile adoption are

realizing key software and business benefits in terms of faster

delivery of products to the customer, an improved ability to

manage changing requirements, and higher quality and

productivity in IT.

– Organisations struggle with the magnitude of the cultural shift

required for Agile, opposition to change, a lack of coaching and

help in the Agile adoption process, and a lack of qualified people.

– The daily stand-up, iteration planning, and release planning are

the most commonly used practices, while paired programming

and open workspaces are not popular

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 13

Video 2:
Learning Objectives

 Review a case study of an organisation applying the project

management process groups to manage an IT project; and

 Describe outputs of each process group, and understand

the contribution that effective initiating, planning, executing,

monitoring and controlling, and closing make to project

success

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 14

Case Study:

JWD Consulting’s Project Management

Intranet Site (Predictive Approach)

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

 This case study provides a big picture view of managing a
project and understand how each knowledge area fits into the
project management process group.

 Note: we will revisit some of the things we’ve covered in the past
10 weeks.

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 15

Project Pre-initiation
 It is good practice to lay the groundwork for a project before it

officially starts

 Senior managers often perform several pre-initiation tasks,

including the following:

– Determine the scope, time, and cost constraints for the project

– Identify the project sponsor

– Select the project manager

– Develop a business case for a project (see JWD business case)

– Meet with the project manager to review the process and

expectations for managing the project

– Determine if the project should be divided into two or more smaller

projects

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 16

Project Initiation

 Initiating a project includes recognizing and starting a new
project or project phase

 The main goal is to formally select and start off projects

 The following table shows the project initiation knowledge areas,
processes, and outputs

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 17

Stakeholder Register

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 18

Stakeholder Management Strategy

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 19

Contents are often sensitive, so do not publish this document.

Project Charters and Kick-off

Meetings

 We’ve covered project charters in Lecture 3.

 Charters are normally short and include key project information

and stakeholder signatures

 It’s good practice to hold a kick-off meeting at the beginning of

a project so that stakeholders can meet each other, review the

goals of the project, and discuss future plans

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 20

Kick-off Meeting Agenda

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 21

Project Planning

 The main purpose of project planning is to guide execution

 Every knowledge area includes planning information (see Slide 7
and 8)

 Key outputs included in the JWD project include:

– A team contract

– A project 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 (part of a risk register)

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 22

Planning

processes

and

outputs

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 23

24

Planning

processes

and

outputs

(cont…)
Resource management plan,

Team charter

Project Resource Management Plan resource management

JWD Consulting Intranet Site Project

Baseline Gantt Chart

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 25

List of Prioritized Risks

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 26

Project Executing

 Usually takes the most time and resources to perform project

execution

 Project managers must use their leadership skills to handle the

many challenges that occur during project execution

 The next slide shows a list of 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

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 27

Executing

processes and

outputs

*Source: PMBOK® Guide, Fifth Edition, 2013.

Acquire resources

Part of Milestone Report (partial)

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 29

Project Monitoring and Controlling

 Involves measuring progress toward project objectives,

monitoring deviation from the plan, and taking correction actions

 Affects all other process groups and occurs during all phases of

the project life cycle

 Outputs include performance reports, change requests, and

updates to various plans

 See next slide

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 30

Monitoring &

Controlling

processes

and outputs

31

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning

Monitoring &

Controlling

processes

and outputs

(cont…)

32

Project Closing

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 33

 Involves gaining stakeholder and customer acceptance of the

final products and services

 Most projects also include a final report and presentation to the

sponsor/senior management

 Even if projects are not completed, they should be closed out to

learn from the past

 Outputs include project files and lessons-learned reports,

updates to organisational process assets

34

Discuss the different project lifecycle and identify which
approach to use

Discuss the Agile Methodology in managing projects

Review the same case study (from Part 1) of a project
managed with an agile focus to illustrate the key
differences in approaches

Part 2: Predictive vs Agile Approach

Topics covered:

Video 3:
Learning Objectives

 Discuss the different project lifecycle and identify which

approach to use

 Discuss the Agile Methodology in managing projects

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 35

Types of Life cycle

 Predictive life cycle: A more traditional approach, with the bulk

of planning occurring upfront, then executing in a single pass; a

sequential process

 Iterative life cycle: An approach that allows feedback for

unfinished work to improve and modify that work.

 Incremental life cycle: An approach that provides finished

deliverables that the customer may be able to use immediately

 Agile life cycle: An approach that is both iterative and

incremental to refine work items and deliver frequently.

PMBOK Guide/Agile Practice Guide (2017), Project Management Institute Inc. 36

Life Cycles Characteristics

37PMBOK Guide/Agile Practice Guide (2017), Project Management Institute Inc.

Definable Work vs High Uncertainty Work

 Definable work projects:

– characterised by clear procedures that have been proven

successful on similar projects in the past

– Low levels of execution uncertainty and risk

 High uncertainty projects:

– New design, problem solving and not-done-before work is

exploratory

– High rates of change, complexity and risk

– May pose a problem for traditional predictive approaches

38PMBOK Guide/Agile Practice Guide (2017), Project Management Institute Inc.

Uncertainty, Risk and Life Cycle Selection

39

R
e
q

u
ir

e
m

e
n

ts
U

n
c
e
rt

a
in

ty

Technical Degree of Uncertainty

L
o
w

u
n
c
e
rt

a
in

ty

Low uncertainty

H
ig

h
u

n
c
e
rt

a
in

ty

High uncertainty

Linear

approaches

work well here

PMBOK Guide/Agile Practice Guide (2017), Project Management Institute Inc.

Adaptive

approaches

work well here

Fundamentally

risky

The Agile Manifesto

 Thought leaders in the software industry formalised the agile

movement in 2001 with the publication of the Manifesto for Agile

Software Development:

40

The 4 values of the Agile Manifesto

We are covering better ways of developing software by doing it and

helping others do it. Through this work we have come to value:

1. Individuals and interactions over processes and tools

2. Working software over comprehensive documentation

3. Customer collaboration over contract negotiation

4. Responding to change over following a plan

That is, while there is value in the items on the right, we value the items

on the left more.

Agile is a Blanket Term for Many Approaches

 Agile approaches and agile methods are umbrella terms that

cover a variety of frameworks and methods

41

Lean

Agile
Kanban

ScrumBan

Scrum

Crystal

FDD

DSDM

AUP
XP

PMBOK Guide/Agile Practice Guide (2017), Project Management Institute Inc.

An Informed Decision

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 42

 It is not a snap decision whether to use an agile approach or not,

just like flying or driving somewhere on a trip

 Projects with heavy constraints, inexperienced and dispersed

teams, large risks, generally clear up-front requirements, and a

fairly rigid completion date are best done using a predictive

approach.

 Projects with less rigid constraints, experienced and preferably

co-located teams, smaller risks, unclear requirements, and more

flexible scheduling would be more compatible with an agile

approach

 The following example uses Scrum roles, artefacts, and

ceremonies

Video 4:
Learning Objectives

 Review the same case study (from video 2) of a project

managed with an agile focus to illustrate the key differences

in approaches

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 4335

Case Study 2: JWD Consulting’s Project

Management Intranet Site (Agile Approach)

 This section demonstrates a more agile approach to managing

the same project

 Differences in using an agile approach are highlighted

 An agile project team typically uses several iterations or

deliveries of software instead of waiting until the end of the

project to provide one product.

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 44

Scrum Roles

 Product owner: The person responsible for the business

value of the project and for deciding what work to do and in

what order, as documented in the product backlog.

 ScrumMaster: The person who ensures that the team is

productive, facilitates the daily Scrum, enables close

cooperation across all roles and functions, and removes

barriers that prevent the team from being effective.

 Scrum team or development team: A cross-functional

team of five to nine people who organize themselves and

the work to produce the desired results for each sprint,

which normally lasts 2-4 weeks.

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 45

Scrum artefacts

 An artefact is a useful object created by people

 Scrum artefacts include:

– Product backlog: A list of features prioritized by

business value

– Sprint backlog: The highest-priority items from the

product backlog to be completed within a sprint

– Burndown chart: Shows the cumulative work

remaining in a sprint on a day-by-day basis

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 46

Scrum Ceremonies

 Sprint planning session: A meeting with the team to select a

set of work from the product backlog to deliver during a sprint.

 Daily Scrum: A short meeting for the development team to

share progress and challenges and plan work for the day.

 Sprint reviews: A meeting in which the team demonstrates to

the product owner what it has completed during the sprint.

 Sprint retrospectives: A meeting in which the team looks for

ways to improve the product and the process based on a

review of the actual performance of the development team.

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 47

Scrum Framework and the Process Groups

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 48

Unique Scrum Activities by Process Group

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 49

Planning

 Not different from PMBOK® Guide

– Still create a scope statement and can use a Gantt chart for

the entire project schedule; other planning similar (risk, etc.)

 Different:

– Descriptions of work are identified in the product and sprint

backlogs, more detailed work documented in technical

stories, estimate a velocity or capacity for each sprint;

release roadmap often used for schedule

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 50

Intranet Site Project Baseline Gantt Chart

Using Scrum Approach

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 51

3 software

releases vs. 1

Product and Sprint Backlogs

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 52

Executing

 Not different from PMBOK® Guide

– Still produce products, lead people, etc.

 Different:

– Produce several releases of software – users of the new

software might be confused by getting several iterations of

the product instead of just one

– Communications different because the project team meets

every morning, physically or virtually

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 53

Monitoring and Controlling

 Not different from PMBOK® Guide

– Still check actual work vs. planned work

 Different

– Names of key reviews are the daily Scrum and the sprint

review

– A sprint board is used instead of a tracking Gantt chart or

other tools

– Use a burndown chart vs. earned value chart

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 54

Figure 3-7. Burndown Chart

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 55

Closing

 Not different from PMBOK® Guide

– Focus is still on acceptance of deliverables and reflection

 Different:

– The retrospective is similar to a lessons-learned report, but

it focuses on a shorter period of time. It is intended to

answer two fundamental questions:

• What went well during the last sprint that we should

continue doing?

• What could we do differently to improve the product or

process?

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 56