A systems approach (Systems philosophy,
Systems analysis and Systems management)
Organizations frame (Structural frame, Human
resources frame, Political frame and Symbolic
frame)
Organizational Structures(Functional, Projectized
and Matrix)
Defined Organizational Culture
Discussed characteristics of Organizational
Culture
Information Technology Project
Management, Sixth Edition Copyright 2009 1
Discussed The Importance of Top Management
Commitment
Addressed how Top Management Can Help
Project Managers
Discussed need for Organizational Commitment
to Information Technology (IT)
The Need for Organizational Standards
Project Life Cycle , Product Life Cycles
Recent Trends Affecting IT Project Management
Important Issues and Suggestions Related to
Globalization (Outsourcing, Virtual Teams )
Information Technology Project
Management, Sixth Edition Copyright 2009 2
Information Technology Project
Management, Sixth Edition
Note: See the text itself for full citations.
Describe the five project management (PM)
process groups, the typical level of activity for
each, and the interactions among them
Understand how the PM process groups relate
to the PM knowledge areas
Discuss how organizations develop information
technology PM methodologies to meet their
needs
Information Technology Project
Management, Sixth Edition Copyright 2009 4
Review a case study of an organization
applying the project management process
groups to manage an information
technology project; describe outputs of
each process group; and understand the
contribution that effective project initiating,
planning, executing, monitoring and
controlling, and closing make to project
success
Information Technology Project
Management, Sixth Edition Copyright 2009 5
A process is a series of actions directed toward a
particular result
Project management can be viewed as a number
of interlinked processes
The project management process groups include:
◦ Initiating processes
◦ Planning processes
◦ Executing processes
◦ Monitoring and controlling processes
◦ Closing processes
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Management, Sixth Edition Copyright 2009 6
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Management, Sixth Edition Copyright 2009 7
Just as information technology projects need to follow the
project management process groups, so do other projects,
such as the production of a movie. Processes involved in
making movies might include screenwriting (initiating),
producing (planning), acting and directing (executing), editing
(monitoring and controlling), and releasing the movie to
theaters (closing). Many people enjoy watching the extra
features on a DVD that describe how these processes lead to
the creation of a movie… This acted “…not as promotional
filler but as a serious and meticulously detailed examination
of the entire filmmaking process.”* Project managers in any
field know how important it is to follow a good process.
*Jacks, Brian, “Lord of the Rings: The Two Towers Extended Edition (New Line)”,
Underground Online (accessed from [Link] August 4, 2004).
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Management, Sixth Edition Copyright 2009 8
Project Management Process Groups
Knowledge Initiating Planning Executing Monitoring Closing
Area and
Controlling
Project Develop Develop project Direct and Monitor and Close
Integration project management plan manage control project project or
Management charter project work, Perform phase
work integrated
change control
Project Scope Plan scope management, Validate
Management Collect requirements, scope, Control
Define scope, scope
Create WBS
Project Time Plan schedule Control
Management management, Define schedule
activities, Sequence
activities, Estimate
Activities resources,
Estimate activity
durations, Develop
schedule
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Management, Sixth Edition Copyright 2009 9
Project Management Process Groups
Knowledge Initiating Planning Executing Monitoring Closing
Area and
Controlling
Project Cost Plan cost Control costs
Management management,
Estimate costs,
Determine budget
Project Quality Plan quality Perform quality Control quality
Management management assurance
Project Human Plan human Acquire project
Resource Management Resource team,
management Develop project
team,
Manage project
team
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Management, Sixth Edition Copyright 2009 10
Project Management Process Groups
Knowledge Initiating Planning Executing Monitoring Closing
Area and
Controlling
Project Plan communications Manage Control
Communications management communications communicatio
Management ns
Project Risk Plan risk management, Control risks
Management Identify risks,
Perform qualitative risk
analysis,
Perform quantitative risk
analysis,
Plan risk responses
Project Procurement Plan procurement Conduct Control Close
Management management procurements procurements procurement
s
Project Stakeholder Identify Plan stakeholder Manage stakeholder Control
Management stakeholders management engagement stakeholder
engagement
Information Technology Project
Management, Sixth Edition Copyright 2009 11
Just as projects are unique, so are approaches to
project management
Many organizations 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
Information Technology Project
Management, Sixth Edition Copyright 2009 12
This 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 own
project management documents from the
companion Web site for this text or the author’s
site
Note: This case study provides a big picture view
of managing a project. Later chapters provide
detailed information on each knowledge area
Information Technology Project
Management, Sixth Edition Copyright 2009 13
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 Table 3-2 for an example).
◦ 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.
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Management, Sixth Edition Copyright 2009 14
Initiating a project includes recognizing and
starting a new project or project phase
The main goal is to formally select and start off
projects
Table 3-3 shows the project initiation knowledge
areas, processes, and outputs
Knowledge Area Initiating Process Outputs
Project Integration Develop project charter Project charter
Management
Project Stakeholder Identify stakeholders Stakeholder register
Management
Information Technology Project
Management, Sixth Edition Copyright 2009 15
Name Position Internal/ Project Contact Information
External Role
Joe Fleming CEO Internal Sponsor joe_fleming@[Link]
Erica Bell PMO Director Internal Project erica_bell@[Link]
manager
Michael Team member Internal Team michael_chen@[Link]
Chen member
Kim Phuong Business External Advisor kim_phuong@[Link]
analyst
Louise Mills PR Director Internal Advisor louise_mills@[Link]
Information Technology Project
Management, Sixth Edition Copyright 2009 16
Name Level of Level of Potential Management Strategies
Interest Influence
Joe Fleming High High Joe likes to stay on top of key projects and
make money. Have a lot of short, face-to-face
meetings and focus on achieving the financial
benefits of the project.
Louise Mills Low High Louise has a lot of things on her plate, and
she does not seem excited about this project.
She may be looking at other job opportunities.
Show her how this project will help the
company and her resume.
Information Technology Project
Management, Sixth Edition Copyright 2009 17
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
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Management, Sixth Edition Copyright 2009 18
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Management, Sixth Edition Copyright 2009 19
The main purpose of project planning is to guide
execution
Every knowledge area includes planning
information (see Table 3-7 on pages 97-98)
Key outputs included in the a 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)
See sample documents on pages 100-107
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Management, Sixth Edition Copyright 2009 20
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Management, Sixth Edition Copyright 2009 21
The last deliverable The team need to create
within the planning process group is a list of
prioritized risks.
This information will be updated and expanded as the
project progresses in a risk register, which also includes
information on root causes of the risks, warning signs
that potential risks might occur, and response strategies
for the risks.
(See Chapter 11, Project Risk Management, for more
information on risk registers.)
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Management, Sixth Edition Copyright 2009 22
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Management, Sixth Edition Copyright 2009 23
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
Table 3-11 on p. 108 lists 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 (example on pp. 109-110) can
help focus on completing major milestones
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Management, Sixth Edition Copyright 2009 24
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Management, Sixth Edition Copyright 2009 25
Involves measuring progress toward project
objectives, monitoring deviation from the plan, and
taking correction actions(TABLE 3-14 Sample weekly progress report)
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 Table 3-13
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Management, Sixth Edition Copyright 2009 26
Involves gaining stakeholder and customer
acceptance of the final products and services
Knowledge Area Closing Process Outputs
Project Integration Close project or phase Final product, service, or result
Management transition
Organizational process assets updates
Project Procurement Close procurements Closed procurements
Management
Organizational process assets updates
Information Technology Project
Management, Sixth Edition Copyright 2009 27
Even if projects are not completed, they should be
closed out to learn from the past
Outputs include project archives and lessons
learned(TABLE 3-16 Lessons-learned report (abbreviated)), part of
organizational process assets
Most projects also include a final report(TABLE 3-17)
and presentation to the sponsor/senior
management
Information Technology Project
Management, Sixth Edition Copyright 2009 28
The five project management process groups are
initiating, planning, executing, monitoring and
controlling, and closing
You can map the main activities of each process
group to the nine knowledge areas
Some organizations develop their own information
technology project management methodologies
The JWD Consulting case study provides an
example of using the process groups and shows
several important project documents
Information Technology Project
Management, Sixth Edition Copyright 2009 29