IT Project Management Individual Assignment
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Lesson3PMProcessGroups.pptxIT Project Management
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Diploma in Information Technology
Copyright © 2020 by Singapore Institute of Management Pte Ltd. All rights reserved.
Lesson 3: Project Management Process Groups
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Learning objectives
1. Describe the five project management process groups, the level of activities and interactions among groups.
2. Understand how project management process groups relate to the project management knowledge areas.
3. Discuss how organisations develop IT project management methodologies.
4. Review case studies of organisation applying project management process groups to manage IT project.
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3.1 PM Process Groups
A process is a series of actions directed toward a particular result.
Project management process groups progress from initiating activities to planning activities, executing activities, monitoring and controlling activities, and closing activities.
But a project can have different combinations of phases. One project might have concept, development, implementation, and close-out phases, and another might have initial, intermediate, and final phases.
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3.1 PM Process Groups
But all projects and all project phases need to include all five process groups. Process groups does not equate to project phases.
For example, project managers and teams need to re-examine the business need for the project, part of monitoring and controlling activities, during every phase of the project life cycle is to determine if the project is worth continuing.
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3.1 PM Process Groups
Project management can be viewed as a series of interlinked processes.
The project management process groups include:
Initiating processes
Planning processes
Executing processes
Monitoring and Controlling processes
Closing processes
IPEMCC
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3.1 PM Process Groups
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Process groups can be applied to each phase of the project or to the entire project
The process groups are a guide that are designed to help PM focus on what needs to be done at a particular point (or phase) in a project.
3.1 PM Process Groups
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3.1.1 Initiation Process Group
Project initiation is the 1st phase of the project management life cycle and in this stage, companies decide if the project is needed and how beneficial it will be for them.
The two metrics that are used to judge a proposed project and determine the expectations from it are the business case and feasibility study.
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3.1.1 Initiation Process Group
It is good practice to lay the following groundwork or pre-initiation tasks for a project before it officially starts.
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.
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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3.1.1 Initiation Process Group
Defining and authorizing the project
Prepare project charter
Register stakeholder(s)
Determine if the project is worth continuing, should be redirected, or canceled
May take place at the beginning of each phase
Re-examine the business need for the project during every phase of the project life cycle
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3.1.2 Planning Process Group
Planning is often the most difficult and unappreciated process in project management.
Because planning is not always used to facilitate action, many people view planning negatively.
The main purpose of project plans is to guide project execution.
Plans must be realistic and useful, so a fair amount of time and effort must go into the planning process.
People who are knowledgeable about the work need to plan the work.
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3.1.2 Planning Process Group
Planning processes include devising and maintaining a workable scheme to ensure that the project addresses the organisation’s needs.
Projects include several plans, such as:
Scope management plan
Schedule management plan
Cost management plan
Procurement management plan
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3.1.2 Planning Process Group
These plans define each knowledge area as it relates to the project at a particular point in time. For example, a project team must develop a plan to define the work needed for the project, to schedule activities related to that work, to estimate costs for performing the work, and to decide what resources to procure to accomplish the work.
To account for changing conditions on the project and in the organisation, project teams often revise plans during each phase of the project life cycle.
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3.1.3 Execution Process Group
It involves taking the necessary actions to complete the activities in the project plan.
The products of the project are created during project execution, and it usually takes the most resources to accomplish this process.
Executing processes include coordinating people and other resources to carry out the various plans and create the products, services, or results of the project or phase.
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3.1.3 Execution Process Group
Examples of executing processes include:
Acquiring project team and resources to carry out various plans and tasks
Conduct procurement
Manage stakeholder expectations
Produce product, services, or results of the project or phase
Perform quality assurance (QA)
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3.1.3 Execution Process Group
Executing the project involves taking the necessary actions to complete the activities in the project plan.
The products of the project are created during project execution, and it usually takes the most resources to accomplish this process.
Executing processes include coordinating people and other resources to carry out the various plans and create the products, services, or results of the project or phase.
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3.1.4 Monitoring and Controlling Process Group
Measure progress against all plans
Take corrective actions when there is deviation
Ensure that progress meet project objectives
Ensure that the project meets stakeholders’ needs and quality standards
Reporting performance to stakeholders
Stakeholder can identify any necessary changes to keep project on track
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3.1.5 Closing Process Group
It involves gaining stakeholder and customer acceptance of the final products and services and then bringing the project or project phase to an orderly end.
It includes verifying that all of the deliverables are complete, and it often includes final project report and presentation.
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3.1.5 Closing Process Group
Even though many IT projects are canceled before completion, it is still important to formally close any project and reflect on what can be learned to improve future projects.
It is also important to plan for and execute a smooth transition of the project into the normal operations of the company. Most projects produce results that are integrated into the existing organisational structure
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3.1.5 Closing Process Group
End the project efficiently
Archiving project files
Closing out contracts
Document lessons learned
Receiving formal acceptance of the delivered work from customers
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3.1.6 Interactions among the Process Groups
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3.2 PM Knowledge Areas (KA)
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3.2 PM Knowledge Areas (KA)
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3.2 PM Knowledge Areas (KA)
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3.3 IT PM Methodologies
Waterfall
Fixed steps:
(+) Safe
(-) Rigid
Problems identified early
More documentation
Easier to share work
Structured approach
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3.3 IT PM Methodologies
Agile
Team works closely with the customers in sprints
Working version approach
Flexible approach
(+) Respond rapidly to customer feedback
(-) Can be chaotic if team member leaves
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3.4.1 Case Study 1
Case:
You are an IT Project Manager for Flying Boards, Inc, a company that produces drones in Singapore. The President of the company has just approved the implementation of a new inventory management software that will help the company track and report its inventory with much less effort.
As part of the planning process, he asked that your team provide a detailed guide of the steps necessary for the implementation of the IT Project so that he can inform the board of directors. You ask your associate to compile a list of the activities involved in the implementation process.
When you receive the list, you realise that it is so disorganised and out of order. You, therefore, decide to clean it up before presenting it to the President.
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3.4.1 Case Study 1
| Steps required | Phase |
| Present finalised inventory software to the President for approval. | |
| Train warehouse employees on the functionality of the software. | |
| Receive approval from the board of directors. | |
| Obtain the list of product codes from the supplier of drones. | |
| Break down the project plan into tasks. | |
| Perform tasks in the project plan in the specified order. | |
| Confirm the final budgeted amount for the project. | |
| Obtain sign-off by the IT Project Manager. | |
| Form an implementation team in the IT Department. | |
| Develop a project plan with the IT Project Manager. | |
| Obtain approval of all tasks by the IT Project Manager. |
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3.4.1 Case Study 1
| Steps required | Phase |
| Form an implementation team in the IT Department | Initiation |
| Receive approval from the board of directors | Initiation |
| Confirm the final budgeted amount for the project | Initiation |
| Develop a project plan with the IT Project Manager | Planning |
| Break down the project plan into tasks | Planning |
| Obtain the list of product codes from the supplier of drones | Planning |
| Perform tasks in the project plan in the specified order | Execution |
| Obtain approval of all tasks by the IT Project Manager | Monitoring and Controlling |
| Obtain sign-off by the IT Project Manager | Monitoring and Controlling |
| Present finalised inventory software to the President for approval | Closing |
| Train warehouse employees on the functionality of the software | Closing |
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3.4.2 Case Study 2
IT PM Case Study-
NiteRest Hotels Management System
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Business Case
NiteRest Hotels Chain operates 20 countrywide hotels on decade-old computing facilities that are highly varied with no integration.
Each hotel operates individually and therefore reconciliation of data from each hotel has to be done manually.
Huge amount of the business resources in terms of costs and efforts are wasted.
The company’s customer satisfaction index and image is also falling as compared to their competitors.
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Business Case
The hotel chain plans to implement HotelWare hotel management system, it will be able to operate more efficiently thereby cutting down costs.
It can make use of the new computing facilities to capture and store information of customers so as to secure repeat business, create additional business and raise occupancy levels in the hotels.
One of the chain’s strategies is to expand its business to 24 hotels by the year end, and the profitability resulting from successful implementation of the new computing facilities could be used for this expansion goal.
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Business Objectives
To have an efficient guest administration process and raise the customer satisfaction index.
To achieve better staff utilization after the implementation of the system.
To increase the hotel occupancy rate and facilities utilization significantly.
To acquire and disseminate marketing information with ease so as to secure repeat business and create additional business.
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Project Objectives
To set up, configure and customise the HotelWare cloud system and integrate the functions in the various hotel branches for costs saving.
To install desk top computers in all the NiteRest hotels for business users therefore improving the customer satisfaction index.
To train hotel staff on how to use the HotelWare management system to improve on the administration function and profitability.
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Project Constraints
The budget is set at $1 million and an additional annual fee of $300,000 for Hotelware usage and maintenance.
All computers are to be delivered within 90 days from contract date. The project should be fully implemented within 8 months.
The system needs to be installed without disrupting the hotel functions and provoking of complaints from customers.
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Project Constraints
A prototype of the new system is required to be available for a user trial run before the system implementation.
Project implementation locations are spread throughout the country.
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Project Schedule
The project is expected to be commenced and fully implemented within 8 months with a working deadline of February 2018.
The personal computers that are to be used with the new system should be delivered within 90 days of the contract.
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Project Schedule
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Stakeholders
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Project
Organisation
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Project Sponsor
The Executive Director of NiteRest Hotels Chain is the project sponsor, he is responsible for the following:
Giving the proper strategies and guiding the whole team in a right direction.
Providing financial resource to the “HotelWare” project.
Approving any changes to scope of “HotelWare” software project.
Applying for additional funds if there is any change in the scope of the “HotelWare” software project.
Approving the project deliverables.
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Project Manager
Report the current progress of HotelWare system to the project sponsor.
Participate in project planning meetings.
Review, manage and prioritise each development tasks of HotelWare project with the aim to stay on time and budget.
Allocate resources to each task and manage or supervise technical managers, team leads and team members.
Collaborate with all the team members to resolve issues and identify the appropriate team member for each task.
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Project Manager
Recommend resource and policy changes to the project sponsor.
Highlight issues to the project sponsor whenever needed.
Arrange progress review meetings and monitor every aspect of the project development.
Motivate the main contractor and sub-contractor to achieve the end goals.
Responsible for risk management analysis.
Responsible for reviewing and approving deliverables.
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Project Charter
The team charter of HotelWare Cloud System project aims to set the principles that all the team members should follow throughout the whole project.
It can be benefit from 4 main aspects, including clarifying the team’s aim and purpose, establishing a shared vision of a success project, aligning roles and responsibilities of team member and clearing up lines of communication between team members and outside stakeholders.
All the project team members should strictly comply with the team charter. This is one of the critical prior condition to ensure the success of this project.
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Rules of Behaviour
| Behavior | Characteristics |
| Punctuality | Be on time. Timeliness. |
| Commitment | Target-oriented. Do his/her part. |
| Objective | Discuss problem objectively. Challenge the ideas, not the person. |
| Team player | Support and promote intra- and inter-departmental teamwork. |
| Preparedness | Be prepared. |
| Listening | Always listen to seek understanding first. |
| Contribution rates | Avoid contributing too much or too little. |
| Respect | Treat others with dignity and respect. |
| Sharing | Consistently share knowledge and information. |
| Growth mindset | Actively seek and receive feedback for improvement. |
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Meeting Protocols
Kick-Off Meeting: It is organised at the beginning phase of the project. It marked the formal beginning of the whole project and team building process.
Regular Team Meeting: The most frequent meeting that should be conducted and organised on a regular basis, like daily, weekly and monthly. Daily meeting can be scheduled in the communication management plan.
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Meeting Protocols
Change Control Meeting: To review change requests by the change control board. The outcome is to decide on the change agreement, communicating with related stakeholders and adopting follow-up actions.
Status Review Meeting: Organised periodically to review and analyse the current progress of the project. Weekly review report will be distributed by project manager to all the team members and stakeholders to gain visibility into current progress and aware of potential risks.
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Project Success Criteria
Project should be finished on time or before the deadline.
It should not be over budgeted.
All the hotel staff should be trained to use the new software system.
New system should meet all the needs and expectation of all the staff members.
The hardware and software providers should deliver their products on time.
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Project Success Criteria
Documented details for all the purchase of software, hardware etc.
The software developed should meet all the hotel needs for billing and all other involved tasks.
User document details for the software should be kept as a part of record keeping.
In the long run the hotel guests should feel easy to use the system for booking and other facilities with the newly implemented software.
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