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