The Project Management Process Groups: A Case Study Alter reading this chapter, you will be able to: 1, Describe the five project management process groups, the typical fevel of activity for each, and the interactions among them 2. Understand how the project management process groups relate to the project i management knowledge areas 3. Discuss how organizations develop information technology project manage- ment methodolagies ta meet thelr needs { 4. Review a case study of an organization applying the project management Process GraLpS to manage an informatian technolagy project, and understand the contiibulion that effective project initiation, project planning, project execubon, project monitoring and cantrolling, and project dosing make to project success OPENING. CASE (rica Bell was in charge of the Project Management Office (PMO) &— for her consulting firm. The firm, FWD (dul Well Done) Consulling, had grown to incluee more than 200 full-time consul tants and even more part-time consultants. JWD Consulting pro- vides a variety of consulting services iw assist organizations in selecting ane managing information technology find ing strang metrics to measure project performance and henefits to the projects, The firm focuses «1 ¢ and managing high-payolf projects and develop- organization after (he project is implemented. ‘The firm’s emphasisPROJEC] MANAGEMENT PROCESS GROUPS: A CASE STUDY on meiries and working collaboratively with its customers pives it an edge over any competitors. Joe Fleming, the CEQ, wanted his company to continu to prow and become a world-class consulting organization. Since the core of th ment, he felt it was cru business was helping olher organizations with project manage- | for SWD Consulting te lave an exemplary process for managing its own projects. He asked Brica to work with iitants in the f where they could share their project ma her team and other cu m to develop an intranet iyement knowledge. He also thought it would make sense to make some of the information available o the firm's clients, For example, the firm could provide Project management teniplates, tools, articles, links to ether siles, and an “Ask the lixpert” feature to help build relationships with cur- rent and future clients, Since FWD Consulting emphasizes the importance of high-payoff projecis, Joe also wanted «see a business casu for this project before proceeding, Recall from Chapter 1 thal. project management consists of nine knowledge areas: integration, scope, time, cost, quality, human resources, communications, K, and procurement, Another impuriant concept to understand is that projects involve five project managerent process groups: initiating, planning, executing, monitoring and eontenlling, and closing, Tailoring these process groups 10 meet individual project needs increases the change of success in managing projects ‘his chaprer describes each project management process group in ilclail through a simulated case study based on JWD Consulting. Alithonph you will learn more about cach knowledge avea in Chapters 4 hough 12, it's important first 1 learn how they fit inte the big-piccure al managing a project. Understanding how the knowledge areas and project management process groups fumetion together will lend context to the remaining chapters. PROJECT MANAGEMENT PROCESS GROUPS Project management is an intewiative endeavor: decisions and actions taken in one knowledge area at a certain time usually alfect other kimwledge areas Managing (hese interactions often requires making irade-offs among the proj- o4’s scape, time, and cost—the triple constraint af project management described in Chapter 1. A project manager may alsa need ho make trade-ollsCHAPTER @ between other knowledge areas, such as between risk and human resources Consequently, you can view project management as a number of related processes. mA process is a setics of actions directed toward a particular result. Project management process groups progress from initiation activities lo planning activities, cxecuting activities, monitoring and controlling activities. and closing activities, Initiating processes include defining and authorizing a project or project phase. Te initiate a project or just the concept phase of a project, someone must defing the business feed for ue project. someone must sponsor the project, and someone must lake on the role of project manager, Initiating proc take place during ech phase of a project, Therefare, you cannoc equate process groups with pro|- ect phases, Recall that there can be ditlerent project phases, but all proj ects will include all five process groups. For example, praject managers and teams should reexamine the business need for the project during every phase of the project life cycle to determine if the project is worth. continuing, Initiating processes are also required to ent a prajce! Someone must initiate activities to ensure that the project team completes all the work, documents lessons learned, reassigns project resources, and. that (he customer accepts the work. @ Planning processes include devising an maintaining a workable scheme lo-ensure that the project addresses the organizatian's needs There normally is no single “project plan.” There are several project plans, such as (he scape management plan, schedule management plan, cost Management plan, pracurement management plan, and soon, defining cach knowledge area as it relates to the project at that point in time, For example, a project team must develop a plan te define the work that needs &ebe done fur the project, to schedule activities related ta tha work, to estimate costs for performing the work, to decide what resources Lo procure Lo accomplish the work, and so on. To account for changing, conditions on the project and in the organization, project teams often revise project plans during each phase of the project life cycle. The project management plan, described i Chapter 4, coordinates information [rom all other plans, @ Executing processes include coordinating people and alher resaurers to carry out the project plang and produce the products, services, ar results of the project or phase. Examples of executing processes include develop- ing the prajeet team, direcling and mane the project team, peelerming quality assurance, distributing information, and selecting sellers = Monitor ing and cantrolling processes include regularly measuring and Monitoring progress to ensure that the project team meets the projectTHE PROJECT MANAGEMENT PROCESS GROUPS. a CASE STUDY objectives, The projec! manager and stall monitor and measure progress against the plans and take corrective action wlan necessary, A common monitoring and controlling process is performance reporting, where proj- ect stakeholders cant idenlify any necessary changes thal inay be required to keep the project on crack @ Closing processes inclide formalizing acceptance af the project or proj ect phase andl ending it efficiently. Administrative activities are often involved in this process group, such as archiving project files, clasing anc contracts, documenting lessons learned, and receiving farmal acceptance of the delivered work as part of the phase or project Figure 3-1 shows the project management process groups and how they relate to each wiher in terms of typical level of activity, time frame, and over- Jap. Notice that the process groups are nol isolared events, The level of activity and length of each process group varies for every project. Normally, the execut ing processes require the most resources and time, followed by the planning processes. The initiating and ¢losing processes are usually the shoriest and require the least ameunl of resources and time. However, every project is unique, so there can be exceptions, You can apply the process groups for each imajur phase of a project, or you can apply the process groups Lo an entire proj- ect, as the JWD Consulting case study does in this chapler. Monitoring Initiating Planning — Executing and Controlling — Clasing Process Process. Process Process Process, Group Group Group Group Group Start Finish Time Figure 3-1. Level of Activity and Overlap of Process Groups Over Time74 CHAPTER 3 &) What Went Wrong 7 Wy readers of CIO (Magazing cormmenter on its cower ste Hon syslerre al the U.S, Inleinal Reverwue Ser ‘the IRS has had in managing information technolagy projects. Philip A. Pall, PMP, believes that : having a gend preect manager and following a gue project rnanagerreri! process would i yep Ihe IRS end many organizations tremendeusly: Mr. Pell provicled the toliowing feedback: tioul prelerrs with informa: {IRS}, The article desctioed serious problems Fure and simple, good, methodology-centric, precictable, anc repeatable project man- agement 6 the SINGLE greatest factor in the sucess (arn this case failure) of any exci eck Wher a key slakeholder says, ‘I didn‘| know how bad things were,’ it is a direct incictment of the preject manager's communications management plan. When a critical deliverable like the riddlewere infrastructure that makes the whole thing werk is bef Hhioul assigned jes progress tracking, the project manager has failed in his i duty to the stakeholders, When key stakeholders (people and organ’zations that will be affected by the project, not just people whe are directly working on the projec) are nal informed andl their feedbacs incorporaled ine Lhe project gian, disaster is sure to ensue, : The project manager is ultimately responsible for the success ar failure of the project. ! ices Each of the five project management process groups is characterized by the Completion of certain tasks. During initiating processes for a new project, the organization recognizes that.a new project exists. Olten, completing a busines case and project charter accomplishes this recognition (see Chapter 4), These dacuments identify the main slakcholders lara praject, justify the project, and specily the high-level scope, time, and cost goals of the project, Usually, the project manager and key team members are also selected during the initiating process group, if hey haven’ been selecteil alrea tions call pre-initiating. Qutcomes af the planning process group include completing the work break- down structure and scope sialcmen, (he project schedule, aud lie prejeet cosh estimate (sce Chapters 5..6, and 7. respectively, Planning processes are esp cially important far ialormation technology projects. Everyone who has ever worked an a large infarmating [celinobygy project thal involves new ieelinel- ogy knows the saying, “A dollar spent up front in planning is worth one hun- diel dollars spent after the system is implemented. Planning is crucial in informacion technology projects because once a prejeel wear implements a new system, it takes a considerable amount of efort to change the system Research suguesis thal companies svorking 1 implement best practices should spend at least 20 percent of project time in initiating ‘The executing process group y ina process some organiza- and planning? pyolves taking the actions necessary to complere | vel], Phillip &,, Comments pasted on CIO Magazine Web sire on article “For the IRS, There's No Bg Fix.” ¢Apeil 1, 20a) 2 POL Geraup, “PM Best Practices Reps [etaher 20015,THE PROJECT MANAGEMENT PROCESS GROUPS: & CAS® STUDY the work described in the planning activities. The main outcome ol this process group is the delivery ef ihe actual work of the project, For example, if an informa tion technology project involves providing new hardware, software, and trating the executing processes would include leading the project team and ether stake- holders to purchase the hardware, develop and test the saftware, and deliver and Participate in (he: (raining. The executing process group should overlap the olhur prowess groups and generally requires Ihe most resources, Monitoring and controlling processes measure progress 1award the project objectives, moniior deviation tram the plan, and take corrective action to maich progress with the plan. The project manager should be monitoring progress closely to ensure that deliverables are being completed and objectives are being met, rhe project manager must weirk clasely with the project Ioan atul other stakebolders and lake appropriate actions w keep Uw project run- ning smoothly. The ileal outcome of the monitoring and cantrolling process group is ta complete a project successlully by delivering the agreed-upon prej- vel scape within time, cost, and quali raints. If chanyes 1o project objec tives or plans ave required, monitoring and controlling, processes ensure thal these changes are made eiticiently anid cllectively to meet stakeholder needs and expectations, Monitoring and contalling processes overlap all of the other project managenient process groups because changes can accur at any time. During the losing processes, the project team works to gain accepiance of the end products, services, cir results and bring the phase ar project to an orderly end. Key outcomes of this process grouy are formal acceptance al the wark amd creation of closing documents, such as a tinal project report and lessons-learmed report. -& Media Snapshot lust as Information technology projects need to follows the project management pracess groups, so du other projects, such a5 the productinn of a movie, Processes inwolved! irt Might inchde scrpenveriting finitiating), praduciny {planning}, acting and direct ing (executing, @ tmanitoring ard controlling}, and roleasing Lie mewip tes theaters closing, Many people enjay watching the extra features an a DD that describe how [hese processes lead to the creatitin of a movie, For example, the DVO for Lard of the Rings: The i Ter lowers Extended Eoition includes Uetailed deseriotions of how the scriqit was created), i how huge struclures were built, hew special effects were mace, and how talented pref i lonals overcame numerous alistacles to complete the project. This acted ” not as promo- i lignal filler hut as @ serious and meticuluusly detailed examination of the erie imaking, precess."* Flajec maneigers in ary lield know how iripartant itis to follow » good prucess: ak * decks, Beta Underground "Lard of the B i faceessed Lian muna ss The "hyo Towers Extended Calton (New tine}, any August, 20004 |76 charter 3 MAPPING THE PROCESS GROUPS TO THE KNOWLEDGE AREAS You can map the main activities of each project management process group into the nine project manayemen! knowledge areas, Table 3-1 provides a big picture view of the relationships among the 44 project manayenicnt activities, ihe process groups in which they are typically completed, and the knowledge areas into which they fit. The activities listed in the table are the main. pracesses for each knowledge area listed in the FMZOK® Guide 2004. Note that these processes have changed slightly from the PMBOK Guide 2000, Also note that some of the processes begin with yerbs and some do not, as listed in the PMBOK® Guide 2004, The wording of these processes may be slightly different in other parts of this text, Table 3-1: Project Management Process Groups and Knowledge Area Mapping KNOWLEDGE PROJECT MANAGEMENT PROCESS GROUPS AREA Inmarine = PLAnnune EXECUTING Monronns & Close Conrkowunes Project Develop —_ | Develop pr Direct and Monitor and Clase Integration project Manageme — wiatiage project. control pralect Management — charur, plan execution project work, Develop Integrated! preliminary change control project scope staterenit Project Senpe Scope planning, Seope Marugesrent Seape definition, verification, Create WBS Seape control Project Time Activity Schedule ‘Maagement definition. control Activity sequenciig, Activiry resource: estimating, Activity duvation estimating, Schedule development Project Cost Cost estimating, Gost contra Management Cost budgetingTHE PROJECT MANAGEMENT PROCESS GROUPS Table 3- Area Mapping (continued) KNOWLEDGE AREA rrr. Project Onatity Management Panject Henna Resource Management Project ‘Oonmurieations Marrajenmestt Project Risk Management Project Proceirenseatt Management PMROR® G 20004, p69 Several organizations use PMT's information a: Puan uuality planni ng Euman reste planning, Cor plar ing, Risk pranagenient plannitng, Risk identification, Qualitative risk analysis, Qualitative risk analysis, Risk response planning Plan purchases and acquisitions, Plan contracting A CASE STUDY Executing Perform quality Perf rranice: ‘Avg une project ceam, Hevelop project ream punications Infurimation Uistrebiucion: Request seller respanses, Select sellers Project Management Process Groups and Knowledge PROJECT MANAGEMENT PROCESS GROUPS Monrrorine & Cosi Commoruine quality control Manage project team Performance reporiiny Manag stakeholders Risk moatitering and control Contract closure Contract ade nisiraion a foundation for developing their own project management methodologies, as described in the next section. Notice in Table 4-1 thar the majority of raject management proces pari of the planning process group. Since each project is untayie, pare) are al Ps DLC as Teams ys trying 4 do something that has not been dane before. To succeed ac unique and new activities, project tears musi ilo a fait amount of planning Recall, however, that the mast (itr ing. [tis gril practice for organizations to detern will work best in their ayn organizations: and money is normally spent on execut- « how project managementCHAPTER 3 DEVELOPING AN INFORMATION TECHNOLOGY PROJECT MANAGEMENT METHODOLOGY Many organivalinis spend a geeat deal of time and money on taining effarts for general project management skills, lu afler Ure training, project managers may still not know how to lailor their project management skills to the organiization’s particular needs. Because ol this problem, some organizations develop their own internal information technolapy project management methodologies. The PMBOK™ Guide is a standard that describes best practices for whar should be dane to manage @ project. A methodology describes éow things should be done, and dillerent organizations often have different ways of doing thin For example, after implementing a systems development life LhueCrogs lueShickd of Michigan, the Methods department became aware that developers and project managers were oflen working on different infor- mation technology projects in different ways. Deliverables were often missing le (SDLC) al or looked different {ror projest lo payee They may have all had a project charter, status reports, technical documents {i.c., dalabase design documents, user inicrlace requirements, and so on). but how they were preducing and delivering these deliverables was difftran.. There was a general lack of consis- tency and a need for standards to guide both new and experienced project managers. Top management decided to authorize tunds 10 develop a methodal- ogy for project managers that could alse become the basis for information tech nology project management taining within the organization, 11 was alse part ‘of a everall eflore to belp raise the company’s Software Capability Maturity Model level. {See Chapter &, Project Quality Management, for mare informa- tien on maturity models.) BlueCross BlueShield ol Michigan launched a three-month project to develop its own project management methodology. Some of he project team members had already received PMP certification, so they decided ta base their methodology on the PABOR® Gufde 2000, making adjustments as needed to best describe how their arganizarian managed information lechnology projects, See a complete article on this project on the companion Web site for this tx1. Also se He Sugeest! Reading to review the State of Michigan Project Management Methodology, which provides analler good example of an infor- mation technology project management methodalogy. Many organizations include project management in their methodologies for managing Six Sigma projects, which you will learn aloul in Chapter 8. Other organizations include project management in their software development methadolsies, such as the Rational Unified Process (RUP) framework, RUP is an iterative soltware development process that focuses ow team puotduc- livity and delivers software best practices to all team members. According to RUP expert Bill Golircll, "RUP embadies industry-standard management and technical methods and techniques to provide a soltware engineering processTHE PROJPCT MANAGEMENT PROCESS GROUPS: A CASE STUDY “7s particularly suited te creating aud jnaintaining component-based software sys- tem solutions.”? Cottrell explains that you can tailor RUP to include the PMBOK process groups. Specifically. IBM Rational, the creators of RUP, found thar it could adjust RUP inpul artifacts with PMBOK process inputs, RUP steps with PMBOK process iools and techniques, and RUP resulling artilacts with PMBOK process outputs # caf What Went Right? Jordan [elecor UT}, Jordan’s only telecam operetor, intreduced new customized project Pranagement processes [i improve efficeney and reduce costs in ils Infarratian Technology department. The tirst step the organizatietn look was to acquire International Standards Organization (10) 9000 certification in April 2004 ta make sure IT had documented processes that everyane [allowerd, It alsa wanted to make sure ils processes were optimized and that projects followed a custornized methodology. JT created three lines of processes based on the size of the project: high, mecium, a HT used information trom the PMBQIt Guide and PMIIS Organizational Project Management Malurily Morlel to assess the maturity of 17's Information Technslogy deparienent and design and develop 2 custerniced information leshnology project management process. Rula Armmun, JT's Chief Information Officer, believes this new methorlology will result in a 40-50 percent increase in) praductvity Arnmuri said, "I believe that optimizing aur proves and working according to a methiadak ogy will have an ethancement in the organization, "® The [ollewing section describes an example of applying the project manage- Men! process groups to a project al TWD Consulting. It uses some of the ideas from the PMBOXK® Guides 2000 and 2004, some ideas ftom the Bluctrass BlucShich! of Michigan methodology, some ideas fram Six Sigma and RUP, and some new ideas to meet unique project needs, This example also inclucles the use of Microsoft Proje) a demonstrate how project management software can assist in several aspects of managing a project. Several templates will illustrate how project teams prepare various project management documents. Details on creating many of thw dkecuments shown are provided in later chapters, so do not worry if you do not understand everything right now. You might want to read this section again to enhance your learning. The lollowing fictilinus case provides an example of the elements involved in managing a project from start Lo Gish, ‘conreli, Bill, “Standards, samp Kateanal Cuilied Process, Part I Iniegrating RUF and the PRIBOK.” TRM Developersvurks, (May 10, 2004 * AL Lani, Fairaug, “Jordanian Company Uses PM Methods to ‘Ga Global," Improve Prochactivity.” £4) Yassay (August 2004}80 chapTer 3 CASE STUDY: JWD CONSULTING’S PROJECT MANAGEMENT INTRANET SITE PROJECT Project Initiation In project management, initiating includes recognizing aml starting anew proj- cel. Atarganization should put considerable thought into praject selection 1 ensure that it initiates the right kinds of projets lor the right reasons. It is bet- ler 1o have a moderate or even small amount vf success on an iiparlant proj - cor thare Hige success on one that is unimportant, The selection of projects for initiation, therefore, is crucial, as is (he selection of project managers. Ideally. the project manager would be invelved in initiating a project, bul often the project manager is selecied alter many initiation decisions have already been made. You will learn more about project selection in Chapter 4, Project Integration Management. Organizations must alsa understand and quar ber ihe: ongoing support that is olken requized alter implementing a new system or other product or service resulting froma project. It is important ta remember that strategie planning should serve as the foun- dation for deciding which projects to pursue strategic plan expresses the vision, mission, goals, objectives, and strategies of the organt Lidn, Tealso provides the basis for information technology project planning. Information teehnelagy is usually a support Eunetion in an organization, 30 it is critical that the people initiating information cechuology prajcets understand how those projects relate to current and luture needs of the organization, Hor example, JWD Consulling’s main business is providing consulting services 10 other organizations, net developing its awn intranet, Information systems, thereiore, must support the lirm’s business goals, such as providing consulting, services more cecively and cfliciently. An organization may initiate informarion rechnoligy projects for several reasons, Mt the myst important reasen is to support business abjectiv Providing a good return on inivestiaciit ala reasonable level al tisk is also important, especially in tough economic times, Ay mention inthe opening case, [WD Consulting wants to follow an exémplary process for managing its projects since i¢s care business is Helping ether oganizations manage projects. Developing an intranet to share its project management kiowlcdye could help IWD Consulling reduce internal costs by working more effectively, and by allowing existing and potential custaters tr aecess some ol the Eirm’s infor mation. JWD Consulting could also increase revenues by by harsiness. The BMBOK® Guide 2004 inelides only two tems as outputs of the initiating process group: the project charter and the preliminary project seape shilement, created ay parl of projec! integration management. This dilers from the PMBOK side 2000, which lists projec! scope management as Ut only knowledge area he organizatior a miging, Ti moeTHE PROJECT MANAGEMENT PROCESS GROUPS: A CASE STUDY ce involved in initiation and identities four outputs—the project charter, assignment of the project manager, clarification of constraints, and a list of assumptions. JWD Consulting also believes il is important i idemity key project stakehold- ers and Lo write a business case for the project during project initiation, Some organizations require an approved corporate project request and a more delailed business case belore project initiation begins, Olber organizations require these items in @ phase called pre-initiation. Remember that it is important to tailer the project management process to meet unique project needs. Erica, head of the Project Management Office for WWD Consulting, has reviewed possible outputs of project initiation and tailored them to meet the needs of the Project Management Intranet Site Project, Since Hie wulpiis are needed but bave not yel bees: compleled, she includes the tasks of identifying siakcholdérs and developing a business case under the initiating process, JWD Consulting does not require formal papecwork lar Internal peajeet requests, so she decides ret lo inelude (hal item. Ute project's business case includes a clarification of constraints and a list of assumptions as well as sev- eral items often incladed in a preliminary scope statememt, so she decides not lo include: hese ies as separate amtputs of initiation. The project charter will include the preliminary budget and schedule information for the project. Table 3-2 summarizes the desired outputs of project initiation for this partiou- lar project. Note that Brica is tailoring mformation to meet the needs of her project and organization, She knaws that her project requires a strong busi- ness case, and she knows that itis crucial lo idumify key stakeholders early in her organization Table 3-2: Outputs of Project Initiation Projet mana assigned Icey stakeholders identified Husimess ease completed Project charter gampleted and signed As described in the opening case, Joe Fleming, Ihe CEO al dW) Consulling, has assigned Erica Fell as (le project manager for the intranet project, so that particular initiating task is finished. Erica has managed several projects in the past, and as the head of the firm's Project Management Olfiee, slic has exper= Hise iat woulel be ingirummental to this praject’s success, Erica met with Joe Fleming, the project's sponser, to help identily other key stakeholders for this project, They decided to contact one full-time consultant with an ouisarling record, Michael Chen, one part-time consultant, Jessie Tane, who was new to the company and supported the Projecl Management Dilice. and two members of the Thlormation Technalagy depariment veho sup= bored the current intranet, Kevin Dedge and Cindy Dawson. They also knewCHAPTER & that client inputs would be imparlant for this project, so Joe agreed to call the CEOs of two of ihe firm’s largest clients to see if they would be willing ter pravide representatives to work on this project at their awn expense. After Joe and Erica made the preliminary contacts, Erica documented the stakeholders’ roles, names, Organizations, and contact information, AU of the internal stall Joe and Hriea ree: ommended agreed to work on the project, and the iw client representatives would be Kim Phuong and Page Miller. itrica would have these stakeholders review and sign the project charter, Urica drafted a business case for the project. peiling input and feedback from Joe, one of her senior stall members in ihe Project Management Office, and a tember of [he Pinance department. Table 3-3 provides the lnusiness case, (Note that this example and others are abbreviated examples. See the companion Web site and the author’s Weh site, wuw.kathyschivadbe.com, tor additional examples of business cases and other project documents and to download a business case template and other templalcs. You will learn how to perform Hnancial calculations in laicr chapters.) Notice that the following information is induded in the business case: @ Intreduction Business Objective Current situation and problem/opportunity statement Critical assumptions and constraints Analysis of options and recommendation Preliminary project requirements Budget estimate and finaneial analysis Schedule es vale Potential risks bxhibits Since this project is rvlatively small and is for an internal spensor, (he business case is not as long as many other business cases. Itrica reviewed the business case with Joe before praccuding to develop the project charter, Jou agreed that the project was worth pursuing, and he told Briea uw pracecd willl developing the project charter to oflicially recaymize the existence of this project. Table 3-3: JWD Consulting's Business Case 1.0. nropucion/BackcrounD JWD Consulting's core husiness goal is ta provide world-cliss praject management eon sulling services to various organizations, The CEQ, Jug Fleming, believes the firm. can streainline operations and Inerease Inisiness by providing ialorimationt colated to project Managenent Un is ULrane! site, Making same information and services accessible w-cur= rent ane puvendal cients.THE PROJECT MANAGEMENT PROCESS GROUPS: 4 CASC STUDY Table 3-3: JWD Consult 9's Business Case (continued) 2.0 Business Oniective JWD Consulting's sua leyte guialy include continuing growth and profitability. The Project Monagement Intanet Sile Pruject will sport these goa's by increasing wisibility of the firm's expertise lo cuirent und potential elienes by allnweing client ane public access some sections of the inGanet. [will als Smprove protitahiiyy by rechucing internal custs by providing standard tools. tecliiques, teniplaces, and project ement knowledge te all intemal consultonts, Since Jw iy Lacuses. on Idenritying profitable projects and measuring their walue after completion, iis project musc meet those sriteria an 3.0 CURRENT SITUATION AND PROBLEM/OPrORTUNITY STATEMENT JWD Consulting bas a corperace Web’ site as rel] ay aut tttranet. The Him currently uses the Webs site for marketing information, The priumey use of the intranet is lor hunan reso information, such as where consultants enter Llieir hours on various projects, chan; Siew thelr benefits Ininemation, access on online dicet tury and Web-bascel cemail seste and so on. The fim als ases an enterprise-wide puuject imamageinenr system to Tack all project infarmation, focusing an the status of deliverables and anceting scope, time, ancl ¢ost goals. There is an opponunity tn provide a new sevtion ox dhe intranet dedicated ta sharing ceca Figure 3-3. WD Consulting Intranet Site Project Baseline Gantt Chart Figure 3-4. JWWD Consulting intranet Site Project Partial Network Diagram The majority of the costs far chis project were internal labor, aud the Wear kept their labor hour constraints in mind when developing task duration estt- males. Erica andl dessic entered each project team member's name and labor rate in the resource sheet for their Microsoft Project Tile. ‘the Cicm representatives: were not being paid for their time, so she lelt their labor rates at the default value of zero, Brita had also included! $10,000 lor procurement in the financialCHAPTER 3 analysis she prepared [nr the business case, and she showed Jessie how to enter that amount as a lived cost split «xjually between the “Ask the Expert” and User Requests features, where she thought they would have ty purchase sore exter. nal soliware and/or services. Erica uicn helped Jessie assign resources to tasks, enlcring the projected number of hours everyone Planned ta work each week on each task. They then ran several cost reports and made a few minor adjustments to Yesourte assignments (o make their planned total cust meet their budget con. straints. Their cust baseline was very close co tir planned builgct of §140,000, The last deliverable her team needed to create within the planning process sroup was a list of prioritized risks. This information will be upiaied and expanded as the project progresses to include: infarmation «in root causes uf the Fisks, warning signs that pential risks might occur, and response sralegies for the risks, Erica reviewed the risks sle had mentioned in the business case as well as the comments team members made au the project charter and in the team meetings. She heli a special mectiny for everyane: to brainstorm and dis Cuss potential risks. They posted all af the risks ¢hey identified on a probabi ilyimpact matrix, and then they grouped sume of the ideas. There was vatly one risk in the high probability and high impact categary, and several with Medium impact in one or both calvgories. They chase not 10 list the low proha« bility and low impact risks. Afier some discussion, the team developed the lise of prioritized risks shown in Table 3-8 Table 3-3 ized Risks Ranking POTENTIAL RIS 1 Hack of inputs fram internal consnieants Lack of Inputs Jeorn client representatives 3 Security af stew system 4 Ouusourcing¢purchasing for the article retrieval and “Ask the Expect” featires 7 Ontsoureingtpurchasing far processing online payment trassaetions 6 Osganizing the cevuplates anc examples ina useful fashion Providing an efficient seacch feature 8 Gelling gond feedback from Michael Chen and other senior eansuliants 9 Effectively promoting the new system 10 Realising the benefits af the neve system within one year Project Executing Executing the praject invelves taking the actions necessary to ensure Liat activities in the projec! plan are completed. Tr also includes wark required to introduce any new hardware, software, and procedures inl normalHE PROJECT MANAGEMENT PROCESS GROUPS: A CASE STUDY 98 aperations, The products of the project are produced during projeet execution, and it usually takes the most resources to avcornplish (his process, Table 3-9 lists Ihe knawledye areas, execuring processes, and ourputs of project execu- tion listed in the PMBOK® Guide 2004. Many project sponses and custoriees focus on outputs or deliverables related 1o providiry: the products, services, or resulls desircil from the project, Implementing solutions to problems, such as change requests or corrective actions, are also important outputs, as are the other outputs listed below. Table 3-9; Executing Processes and Qutputs Knowepce AREA Execumine Process ‘Oureurs Project Integration Direct and manage project m@ Heliverables ‘Management exceution Requested changes a Implemented solutions to problem change requests, corrective actions. preventive actions, end defect repairs) Work perlarmance information ject Quality Perform quality assurance lanagement Kequesied changes Keecouumenledl corrective actinns Cuganizutivual pruvess assets ¢updaces) Project management plan Qupua les) Project Hunan re pruject (earn Im Praject staff assignments Resource Resource availabitiry Marragemestt m Staffing management plan (iipidates) Develop project ceam Team performance assessment Project Information Wistibutien BL Organizational process assets (updlates) Cammunications @ Requested changes Managetnicnt Project Request seller responses Qualified sellers fist Procurement Procurement document package Manayement Proposals Selected sellers Contract Contract managenent plant Resource availability Precurement managecient plen (updates) Requested changes Select sellers For this relatively small project, Hrica could work closely with all the team members ter make sure they were producing the desired work results, She also used her newworking skills to get input rem ether people in the firm and from external sources al no additional evs! to the project, She knevy that providing sirang leadership and using good communication skills were erucial to good proj ecl execution, The firm did have a formal change reques) form, but primarily usedi CHAPTER 3 iL fer external projects. The firm also had contract specialists and templates for several procurement documents that the project team woul use: for tle portions of the project they planned to outsource. See Appendix D lor sample templates related Lo cans: requests and contracts. Chapter 4, Project Integration Management, discusses integrated change control, anu Chapter 12, Project Procurement Management, describes various rypes of contracts and other pro- cusement docurncrts, As mentioned earlier, Erica knew that Joe, the CEO anil project sponsor, liked to see progress on projects throuul inilestone reports, which are one type of prajeet repart, He alsa wanted Erica to alert him to any potential issues or problems. Table 3-10 shows a sample ola milestone report fer the Project Management Intranet Site Project that lirica reviewed with Joe in mid-June. Erica inet with most of her project team members often, and she talked 14 Jue about once a week to review progress on completing milestones and to discuss any other project issues. Alihough [:rica could have used Project 2003 to create inilesione reporis, she instead used word processing soliware because 1 ect was small, and she could mote easily manipmlate repart format pr Table 3-10: Milestone Report as of 6/17/05 MNLESTONE Dare Starus Resrousiee Issues/Comments Initieutineg Project mar Camngletcd tow Heterntinedassigned Business case l 516105 Completed Frica Project charter signed FMS Camupleted rica Plsuminig Project kickolt meering heli 5713005 Completed rival ‘went well Team contract sigeed 3105 Complened Prien Scope statement completed 397/05 Completed — rive WRS completed BBL05 Cwmpkicd — Griva List af prioritized risks 6905 Completed Etiva Reviewed with completes sponsor amd (ain Schedule and cost baseline GILSOS Erica completed bxceusding Survey completed Erica Poor response sp tart Jaatrane site des completed Project bene! measurement 819005 Erica ampleredTHE PROTECT MANAGEMENT PROCESS GROUPS: & CASE STUDY Table 3-10: Milestone Report as of 6/17/05 (continued). Miestone Dare SraTus RESPONSIBLE _ ISsUES/Comnnewrs User inputs collected 319005 Articles completed 12310: hesie Teiuplates aud tous oree0s Trtiea completed Ask the Expertcomplered 9/6105 Michael User Requests feature 6805 Cindy completed Links completed sn vias, Kevin Intranet site ennstruction Lures, x campleted Intranet site testing Lor 805 Cindy completed Wiraney site promation lorasrus Erica completed Aniraiel site rall-uue 1025105 Kevin completed Matiteriitg aid Contralting Status cepuris Every All Friday Closing Final project pre 1027/05 Erica completed Sponsor sign-otf on projecr —— 1@/7/0$ Joe completion Final project repo Laas Drica completed Leswons-learned reports TFL05 all subrinuial Human resource issues often occur during project execu n, especially con- tlicts, At several of the Wain meciings, [rica could see that Michael seemed to le bored and often left the room to make phone calls to clients, She talked (oy Michael about the situation, and she discovered thal Michael was supportive of the project, but he knew he could only spend a minimal amount of time on it. He was much more productive outside of meetings. so Erica agreed lo have Michael attend a minimal amount of project team meetings. She could see that Michael was comtriluiting to the team by the feedback he provided and his leadership on the “Ask the Expert” feature for the intranet site. Eriva adjusted her communication style to meet his specifi neds,102 CHAPTER @ Another problem occurred when Cindy was comacting potential suppliers for sofware to help with the “Ask the Expert” and User Requests features, Kevin wanted Io write all of the software [or the project himself, but Cindy knew il made better business sense 1a purchase these new software (apahilities from a reliable source. Cindy had to convince Kevin thal it was warth buying some soltwaze from other sources, Cindy alse discovered that their estimate of $10,000 was only about hall the amount they needed, She discussed the problem with Erica, explaining the need for some custom development no malticr which supplier they chose. Erica agreed that they should go with an ourside source, and she asked their sponsor lo approve the additional funds. Ine agreed, but he stressed the importance of still having the system pay for itself within a year lirica also had ta ask Joe for holy when the project team reecived a law response rate to {heir survey and requests for user inputs. Jae sent oul an e-mail to all af dW) Consulting's corsullanty describing the tmportanee of thi project. He also offered a [ree family vacation and five extia vacation days to the person who provided the best examples of haw they used 1601s and tem- plates Wy manage their projects. Erica then received informative input Irwn the consultants. Having elfective communication skills and strong lop management Suppott are esseniial to good project execution, Project Monitoring and Controlling Monitoring and convrolling is the process (Hf measuring progress toward prajcet abjectives, Monitoring deviation [rom the plan, and taking corrective action 10 match progress will! the plan, Monitoring and controlling affects all other phases of Hie project life cycle, It also involves seven of the pine project mans agement knowledge areas. Talile 3-11, lists the knowledge areas, monitering and controlling processes, and outputs, according Ny Ihe PAO” Cride 2004 Table 3-11: Monitoring and Controlling Processes and Outputs Knowlepse Anca MONITORING ano Ourrurs ConTROLLING Process Project Tieguation Monitor atid eontral Reconuinendes! corrective actions Management project swork hreventive actions, and detect repair B Forceasts @ Requested changes Integrated change contial ml Approved change requ actiuns, pecventive act repair Rejected change requests Project management plan (updares} Project scope stauement update Validated defect repair Deliverables sts, Convective ms, and deleetTHE PROJECT MANAGEMENT PROCESS GROUPS A CASE STUDY 103 able 3-11: Monitoring and Controlling Processes and Outputs (continued) ‘Ourpurs KNOWLEDGE AREA Monironine ano ContReLuns Process Project Scope Scope veritication Management Senpe change control Praject Tite Schedule contrut Managesient Project Cost Management Gost contr) Pract Quecbity Management Petloen qualicy cancel Project Haman Resource Meceetgement Manage project ream Project Communications Management Performance reporting Accepted deliverables Requested changes Recommended carrec actions Project seope statement (uyslales] WES and dictionary fuptiates) Seape baseline (ups tes Requested changes Recommencled cnrrective actions Organizational process assets (updates) Project management plan (upthsles) Suhiedute model daca {updates} Schedule baseline (updates) Petlurinanue mcasurcienss Requested changes Recommended COCTUCtLVe acters Organisational process assets (upelates) Activity list ans! atiribuies (ugdatest Project nan 1 (upudates} erie pi Cost estimare (uijidates) Cost baseline (updates) Periormance measurements Forecasted completion Requested changes Kecununended corrective actian, Organizational process asse1s {updates} Prujeck oiuagernent plan (updates) Quality eomtral measurements Validated! delect repair and deliverables Quality haseline (updates) Resommended corrective actions, preventive actions, and defect repair Reauestedl changes Organizational process assets (updates) Project management plan (updates) Requested changes Recommended corrective and preventive actions Organizational process assets (usnlates} Project management plan (updates) Perlurinance reports Forecasts Requested chases Recommended corrective actions Crgonizational process asses tupelaces}CHAPTER 4 Table 3-11: Monitoring and Controlling Processes and Outputs (continued) KNOWLEDGE AREA MONITORING AND Outputs ConrRaLtine Process Manage stakchoklers Resolved issues Approved change requests and comective actions B Urgunizatiunal process assets (updates) B Prnject munagetnert putt (updates Praject Risk Risk monitoring and Risk register (updates) Management control Requested changes B Recommended corrective anit preventive actions Organizational process assers (updates! B Project management plan (updaces} Project ‘omtract administration Contract documentation Procurement Requested changes Management Recommended corrective actions Organizational process assets (updates) Project management plan (updates| Qn the Project Management Intranet Site Project. there were several updates to the project management plan to reflect changes made to the project scope, schedule, and Imdgel. Brea and aller project team members took core rective action when necessary. For example, when they were not getting many responses to their survey, Erica asked Joe lor help. When Cindy hadl ivuble negotiating with a supplice, she got help [rom anather senior consultant who had worked with that supplier in the past, Erica also had to request more funds dor that part of the project. Project leam members submitied a brief status report every briday. They were originally using a company template lor status reports, but Erica found that by modifying the old template. she received beller information to help her eam work more effectively. She wanted team members not only to Teport what they did but also to focus on whai was going well or not going well and why. This extra information helped team) members reflect on the project's progress and idencily areas in need of improvement, ‘Table 3-12 is am example ‘of one of Cindy’s status reports Table 3-12: Sample Weekly Status Report Project Name: Project Monagement Intranet Project ‘Team Member Name: Cindy Dawson, cindy davwsoné)wdeonsuling.com Date: August 5, 2005 Work completed this week: -Worked with Kevin to start dhe ittrane site construction “Orgutiized all ue content files “Started developing a fle naiing seheine for eonwent files -Continued work on “Ask Uwe Expent” and User Requests featuresTHE PROJECT MANAGEMENT PROCESS GROUPS: & CASE STUDY 105 Table 3-12: Sample Weekly Status Report (continued) -Met with preterred supplier -Verilied that their soliware would meet our needs -Discovered the uced for some custamizatinn Work to complete next week -Continue work on intranet site constuction Prepare draft eantract lor preferred supplier Develop new cost estimate for outsourced work what's going well and why: The intranet site construction started well, Kevin really Kiwis vrlial he's doing, design was very clear and easy tn follow: What's nat gaing well and why: Ic is difficult to decide: how 1 negan senior consultants and clients, ive The templates and examples. Need more input [runt Suggestions/Issues: “Hold a special meeting tu decide how lo organize the wermplates and examples an the intranet site. “Get some sample contacts and help it negotiating wilh Ihe prelerred supplier. Project change Tibia we ean slay oo schedule, but it looks Hike we'll need about $10,000 mare for out soumeing, Thay doubling sur budget in that avea Tn addition 10 status reports. an important taol lar monitoring and controlling the project was using project management software. Back team member submit- ted his or her actual hours worked on tasks each Friday alternoon hy 4 pt. via the firm's enterprise-wide project management sofware, They were using the enterprise: version @ Microsoft Project 2003, so they could easily update their information via the Web, Erica worked with Jessie to analyze (ha: in forma- tion. paying special attention to the crilical pall and earned value data, (See Chapter 6 a1 Project Time Management for more inforeiation on critical path analysis; Chapter 7 on Project Cost Management tor a descriplion of carnival value management; and Appendix A for morc information an using Project 2003 to help control projects.) Priva warted to finish the project on time, even if it meant spending more money. Joe agreed with that approach, antl approved ue additional funding Erica projeetcd they would reed based on the eamed value projections and (he reed ta make up a little time on critical tasks, Jog again emphasized the importance of the ney system payiny for ilsell within a year. Erica was confident that (hey could exceed the projected financial tas henefits, and she decided to begin capturing benefits as soon as the project eam began testing the system, When she was not working cn Ibis project, brica was managing JWD Consulting's Project Management Office (PMO), and she could ¢ how the intranet site would help her staif save time and make their already s consultants more productive. One of her stall members wanted to meve inca the consulting group, aml she believed the M10: could continue to provide itsCHAPTER 3 current services with one less person due to this new system —a benefit she had not considered before, Several of the finn's client comteacts were based on per formance and not hours billed, sa she was excited 19 starl measuring the valu of he new intranet site te their consultants as well Project Closing the closing process involves gaining stakeholder and customer acceptance of the final products and services and bringing the project, or project phase, tn an urderty end. 11 includes verifying that all of chu deliverables are comnpleic, and it often inchides a final presentation. Fven though many information technel ORY projects are canceled before campletion, itis slill important to formally tlase any project and select an what can he learned to improve future projects As philosopher Gearge Santayana said, “Whose who cannot remember the past are eomulemned 1 repeat iL. 114s also important 1a 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 organizational structure, Cor example, JW) Consulting's Projecl Managemeng Intranet Site Project will require siaft 10 sup Port the intranet site after it is operational. Brica did inclule support costs of $40,000 per year tor the yrrajected three-year life of the new system. Shut also created a transition plan as part of the final report to provide lor a smooth tran sition of Une system into the firm's aperations, The plan included a list of issucs that had to be resolved before the firm could put the new intranet sile into pro- duction. For example, Michael Chen veould nat be available 1 work on the intranet site alter the six-month praject was complete, a0 they had 10 know who would support the “Ask the Expert” feature and plan some time for Michael to work with him or her. Table 3-13 lists the knowlege areas, processes, and outputs of project clas ing based on the PMfBOR® (iuide 2004, During the closing processes al any proj- ect, project teain rnembers should take the time to develop appropriate closing Procedures, deliver the final protuct, service. or resull af the project, and updale organizational process assets, such as project files and a lesscnms+learned report. Ifthe project team procured ilems during the project, (hey must for mnally complete or close put all cemuracts. Table 3-13: Closing Processes and Output Kniowieoce Aren Process Oureurs Project Lategration Close project ws: ive and contact closure procedures Management ial product, service, ov result reational progess assets (updates) 7 . Priject Procement Contract dosuie ml Closed enntracts . Mustagemest Organizational pruvess assets (upelatTHE PROJECT MANAGEMENT PROCESS GROUPS: A Case SIUDY 407 firica and her team prepared a final report, final presentation, contract files. and lessons-learned report in closing the project. Erica reviewed the confiden- dal, individual lessons-luarned rsport [rom cael) jean member and wrote ene summary lessons-learned report to include in the final documentation, part of which is provided in Table 3-14, Notice the highlighted items, such as the importanee of having a good kick-olf meeting, warking logetluer (y develap a team contract, using project management software, and communicating well with the project team and sponsor, Table 3-14: Lessons-Learned Report (abbreviated) Project Name: JW Consulting Project Mariayerment latlranet Sie Brajeet Project Sponsor: Jue Fleming Project Manager: Erica Bell Project Date: May 2, 2005 Final Budget $150,000 November 4, 2005 Dial the project meet scope, time, and cose goals? We did meet scope and time goals, but we had to request am additional $10,000, which the sponsor cid approve, criteria histed en the praject scope sutument? Lour project scope stawement under project success crlreria 2. What wer the succes Below is what we uc “Our goal is to complete this project within six months for no more than $140,000. The raject sponsor, Jor Fleming, has emphasized the importance of the project paying lor insel! withicr one year afier the intranet site is complete, To meet this financial geal, the iniranet sie must have strong user inpw. We must also develop a method for capturing the benetits while the intranet site ts heing developed and testect, and after it is rolled out Tf the project rakes a linle longer 1 cnmplete or costs a Tittle more than planne clte firm will still wiew It as.a success if i1 has. a nod payhack and helps pramnte the Jinm’s image as an excellent consulting organization,” 3. Reflect an whether or nor you met the project success criteria. As slated abure, Lhe sponsor was mul tuo concerned about going ever budget as long as the system would have a govd payhurk period and help promote our firm's image. We have wleady documented sume finuactal and iuage benclits of the new intranet sice. For example, we have decided tat we carr stuff die BPO with one Jess person, resulting, in substantial cust savings, We have alsu reveived excellent feedback front several of our clients about the new intranet site ht (erm of manaying he project. what were the main lessons your team leamed from porcyeck? The main lessons we leamed inclite the lallewing, Having a good project sponsor was instrumental to project we ram intlu couple of difficult situations, and Joe was very creative in. helping us sulve problems. B Teaniwurk way exsential. 1b really helped w take time for everyone to ger to know wach other ache kick-off meeting. 1¢ was alsa helpful to develop and tollosr a weam contract | Good planning paid off in exeeution. We spent a lair amaunt of time developing a good project charter, scope statement, WRS, schediiles, and so on. PYerynne worked together ta develop these planning documents, and there was strong buy-in Project management software was very helpful chroughout the project.CHAPTER 3 Table 3-1. 5. Describe one example of whar Lessons-Learned Report (abbreviated) (continued) went right on this praject. 4, Describe one example 7. Whal will you do differently unt Ue next prujeet based on yo Ibis peoject? at went werong On This project eapetience working On Briew also had loe signa ¢lient acceptance form, ene ef the sample templates on the new intranet site that the project team suggested all cansulianis use when closing their projects. Vable 3-15 provides the lable of contents for the final projet report, The caver page included the project title, date, and team member names, (Templates for lessons-learned reports, client aceeptance forms, and tinal project reports are included in Appendix D.) Notice the inclusion ala trinsition plan and a jan Lo analyze the benefits of the system each year in the final report. Also, notice that the final report includes atachments dor all the project management and product-related documents, Urica knew how important il was to pravile pourd final documentation on projects. The project 1am produced a hard copy of the final decumentation and an electronic eapy to store on the new intranet site for other consultants to use as desired, Table 3-15: Final Project Report Table of Contents 1 Project Objectives 2 Su 3. Original anid Actual Start and End Dates ul Project Results A. Original and Actnal Rindy 3. Pruject Assesment (Why did you dy this pisject? What did you produce? Wos the punject 4 success? Whal went tight and vscong onthe project?) 6. Transition Plan 7, Annual Project Benefits Measneement Appmach Atecechrmert A, Project Mt Busir gement Documentation Project cluster Team contrac, Scope sta WES Baseline and actual Gantt chart cl risks Milestone cepuris List of priori Talus reports rat files Lessanis-leariied repos nal presentation ent acceptance feTHE PROJECT MANAGEMENT PROCESS GC! 8) A CASE STUDY 109 Table 3-15: Final Project Report Table of Contents (continued) 1B. Product-Related Documentatian wm Surve! Sun and results y ul waer inpuls Intranet site coment Intranet site design documents Intranet site promotion inlarmation a a = test phasis ond reports a Intranet site roll-out infosmation a Peojeut benefits tncasurem mation Erica also organized a project closure luncheon for the project team right after their final project presentation, She used the Tuncheon to share lessons learned ancl celebrate a jal well dare ‘The projcet management process groups initiating, planning, executing, monitoring and controlling, and closing—prowide a useful framewnrk far understanding projec management, ‘They apply to most projects (information. icclinalogy and non-information technology} and, along with the project man agement knowledge areas, help project managers sec ihe hig picture of manag- ing a project in Uiir particular organization CASE WRAP-UP... Erica Bell and her team finished the Project Management| Iniranel Site Project on Fricay, Novernber 4, 2005, as planned in their project charter. They did go over budget, however, but Joe had approved Erica's request for additional funds, primarily for purchasing exter- nal software and customization. Like any project, they had a few challenges, but they worked together as a eam and used good proj- 11 (o meet (heir sponsor's and users’ needs, They received positive initial feedback from internal conmsuliants and som of their clients on Whe new intranet site, People were asking for tem- plates, examples, and expert advice even before the system was ready. About a year after the project was completed, Erica worked 1a member of the Finance department to review the benefits of the new system. The Project Management Offiee did lose one of its staff members, but it did nat request a replacement since the new system helped reduce the PMO’s workload. This saved the firm ect managen ¥110 CHAPTER 3 aboul $70,000 a year tor the salary and benefits of that siaff position, They also had data to show that the tirm saved more than $180,000 on contracts with clients due to the new system, while they had pro: jected just $160.00. The firm was brealting even with the “Ask the Expert” feature the first year, and Erica estimated that the system provided $30,000 in addition new business, | profits the first year by generating at ihe $40,000 they had projected. However, savings from the PMO staff position salary and the extra savings on contracts more than made up for the $10,000 difference. Joe was proud of the project (cam and the system they produced to help make AWD Consulting a world-class organization. C_HA.PT_E.RS_U_M.M_A RLY Mroject management is often a number of interlinked processes. The five proj- ect management process groups arv initiating, planning, cxccuting, monitoring and controlling, and closing. These processes occur al yarying levels of intensity throughout each phase of a project, and specific outcomes are produced asa result of cach process. Normally the executing processes require the most resaurees and time, followed by the planning processes. Mapping the main activities of each projet management process group into the nine project management knowledge areas provides a big picture of what activilies are involved in project management. Some organizations develop their ows information wchnology project man agement mcthadologies, olten using the standards found in the BMBOR® Guide 2000 or 200M as a foundation. tis fmportant to tailor project managemen| methodologies tt eet the organization’s particular needs, Papular methodol gies like RUP and Six Sigma inchule project management processes. The JWD Consulting case study demonstrates IMnw one organization man. aged an information technology project rom its initiation through its closure The case siuily provides several samples of outputs protluced for initiating, Manning, executing, monitoring and controlling, and closing as follows: @ Business ease & Project charter a ‘leam contract Wark breakdown structure Gantt chare Network diagramTHE PROJECT MANAGEMENT PROCESS GROUPS: A CASE STUDY m1 @ List ol prioritized risks Milestone report Status reports Lessons-learned report Final projec! report Later chapters in this text provide detailed information on creating these documents and using several al ihe tools and techniques described in this case study, Discussion QuESTIONS |. viefly describe what happens in each of ihe five project management process groups (initiating, planning, executing, moniloring and control ling, and closing). On which process should team members spend the most time? Why? 2. Which process group includes information from every single knowledge area? Why? 3. Why do organizations need to tailor project management information found in the PMBOK® Guide to create their owe methuxlalagies? 4. What are some of the key outputs of each process group? 5. Whal are some of the typical challenges project teams face during each of the five process groups? EXERCISES 1, Study the WBS and Ganu charts provided in Figures 3-3 and 3-4. Biter the WBS into Project 2003, indening lasks ax shown to create the WBS hierarchy. Then anter durations and dependencies to try te reproduce the Gantt chart. Check your syork with the files available on the conranian Web site for this text. Read the article by William Munroe regarding BlueCross Blueshielil af Michigan's information ieelinology project management methodology (available on the companion Web site for this text), Write a two-page summary of the article, its key conclusions, and your apinign gf il, De you think many other organizations could apply this methodology, or does cach organization need to create its own methodology? 3. Read the “ResNel Case Siudy" available from the companion Web site for this text at ww nirse.can fiis/scirwet/bede under Chapter 3. This real case study about Northwest Airlines’ reservation system illustrates another application of the project management process groups. Wrile a three-page paper summarizing the main outputs produced during each project process group in this case. Also, include your opinion of whether or not Peeler Rivesiu was an effective project manager. bbCHAPTER # 4..JWD Consulting wrote a business case during project initiation. Review the contents of this document (Table 3-3) and lind another example ola business case fora project, Write a two-page paper comparing the con- tents pf these dacuments. To addition, describe whether you chink all projects should include a busine: the project spansors offi cially approve the project, 5. Read an article about a recipient of PMI's Craject of the Year award, such as the Sult Lake Cily Organizing committee mentioned an PM's Web site. Write a one-page paper summarizing ihe project, foeusing on hew the project manager and eam used good project management practices, ss case: be ler RUNNING Case Manage Your Health, Inc. (MYH} is a Fortune 500 company that provides a vatiely of Teall vare services across the globe. MYH has more thar 20,000 full. (ime employees and more than 5,000 part-time cmpleryces, Uelore deciding which projects to pursue, MYH wants 1a develop a methodology lor managing all information lechnolagy projects. Management has decided 1 develop an approach where suggested project management Gulpuls will be similar based on the size of the projeck. You are jai al a leam charged with developing this methodology. tor example, a communications management plan might be very short and produced by one or two people lor small projects, while one for a large project might be lilly or mare pages long and created by a committee al key stakcholders, Projects under a certain dollar value might nol. le (racked in the company’s enterprise project manageinen! sysiem, while others would, Tasks L fer reviewing information technalogy projects cumpleted in the past few years, your team has kind that MYL has a very large volume of projects with varying schedules, budgets, and complexilics. List al least five key characteristics your leam cai use Lo group projects into three basic categories, whish you will Jater use to determine the project mar agement methodology that projects should follow. Prepare a ane-page document that provides clear guidelines for placing projects inte one of those thie calegorics 5 2, Review the outputs by project management pracess group based on the PMBOR® Guide 2002 sumiuarizcd in this chapter and the outputs used for Ue JWI Consulting project. Using the three categories you created in task 1 above, list key recommended oulpuls by project management process group. Also discuss any other impertant guidelines that MYH should include in its project management methodolpgy, such as how these outputs should be created. Prepare a iwo- to four-page document with your suggestivns.The PIOJEST MANAGEMENT PROCESS GROUPS: A CASE STUDY AppITIONaL RUNNING CASES AND OTHER APPENDICES Appendix G provides additional rumning cases and questions you can use to practice applying Lhe conecpus, Lools, and techniques you are learning through out this and subsequent chapters, Review the running cases provided in Appendix C and on the companion Web site (www.cowre comvanis/ecirwalbeste) Appendix D inchides information on leriplates for various project management documents. bor additional sample documents based on real projects, visit che author's Web site (wanw.karhyschwudbe.com). Appendix Bani the CD-ROM, included with this test inelude a computer simulation where you can also prac- lice applying the praject management process groups and knawledge arcas: SuGGesTED READINGS |, Charbonneau, Serge, “Software Project Management — A Mapping between RUP and the PMBOK,” IBM Develuperworks (May 3, 2004). Inv this article, the author explains Rational Unitied Process (RUP), inchiad- ing its tifecycle of four phases. inception, elaboration, cunstruction, and transition, He describes Ura main dacuments crested using a RUP methodology and then presents a detailed magging camparing it ta the project management process grotps based art Uv PMBOK® Guide 2000. He concludes by saying that there are no fundamental incompat- ibilities between the two standords, 2. Doloi, Hemanta, David Gunarainam, and Ali Jaafar Management: A Platform for Strategic Project Mana Research Conference Proceedings (July 2004) in this article, three researchers from the University af Sydney present a Life Cycle Project Management model to adoress the need for a more strategic approach toward managing projects. The conreats adopted in their model require a shift in profect management culsure away from some of the Wacilianal process-based and activity-driven models lo emphasize newer agproaches embodied in dynamic project organizations. 3. Harmen, (uw wl Project PM d, “Procedures for Professional Software Engineers, ctaagazine.come) (Jarmary 15, 20035), Every professional follows standard pracedures when doing his or fer work. In this.artice, Harnett describes the most important standard practices lo follow when developing software. 4, Munroe, William, “Devclaping and Implementing an TT Project Management Process," ISSGJ Review (First Quarter 2001). A cogy of this article is available on the companion Web site for this text under the information for Chapter 2. BlueCross BlueShield cleveloped itsCHAPTER @ wn information technology project management methodology. They based their methodology on standards found! in the PMBOR® Guide 2000, making adjustments as needed fo best describe how their organi- zation managed information technology projects. Schwalbe, Kathy, “ResNet Case Study.” Lujosrasion Tectttolagy Praject AMarmnayerrcne, Second Eaition (2001), This case study is available on the companion Web site far this text under the information for Chapter 3. Resivet is the software that Northwest Airlines uses for making reservations, Mis case slucly docu ments the initiating, planning, executing, monitaringand controiing, and closing process of the ResNet svstem, providing many examples ot real project documents 6, State of Michigan, “State of Michigan Project Management Muthodolagy (hip démickigan.govidiey (May 20011} This document provides an excellent example of how an organization developed its own methodology to manage its informatian technology projects, The Veb site also provides other valuable resources, such as femplates for various documents. 4 Key TERMS 8 closing processes — formalizing acceptance of the project or project phase and ending it efficiently, m executing processes — coordinating people and other resources to carry out the project plans and produce the products, services, or results of the project or project phase. 1 initiating processes — defining and authorizing a project or project phase methodology — describes how things should be done = monitoring and controlling processes — regularly measuring and monitoring Progress to ensure that the project team meets the project objectives = planning processes — devising and maintaining a workable scheme to ensure that the project addresses the organization's needs m process — a series of actions directed toward a particular result, project management process groups — the progression of project activities from initiatian to planning, executing, monitoring and centrolling, and closing @ Rational Unified Process (RUP) — an iterative software development pracess that focuses on team productivity and delivers software best practices to all | team members |