CSEB344

(Software Project Management)

Chapter 2:
Software Project Management Process

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 Learning Objectives
 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

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 Learning Objectives
(continued)
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

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Project Management Process
Groups
The project management process groups include:
 Initiating processes
 defining and authorizing a project or project phase.
 Planning processes
 devising and maintaining a workable scheme to ensure that project addresses the organization’s needs.

Executing processes
 coordinating people and other resources to carry out the various plans and produce the products,
services, or results of the project or phase.
 Monitoring and controlling processes
 regularly measuring and monitoring progress to ensure that the project team meets the project
objectives.
 Closing processes
 formalizing acceptance of the project or project phase and ending it efficiently
 Percentage of Time Spent on
Each Process Group

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 Project Management Process Groups and
Knowledge Area Mapping*

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*Source: PMBOK® Guide, Fourth Edition, 2008.
 (continued)

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 (continued)

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 Developing an IT Project
Management Methodology
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

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 Case Study: JWD Consulting’s
Project Management Intranet Site
This case study provides an example of what’s involved in initiating, planning,
executing, controlling, and closing an IT project

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 Project Pre-initiation
It is good practice to lay the groundwork for a project before it officially starts
Senior managers often perform several pre-initiation tasks, including the
following:
 Determine the scope, time, and cost constraints for the project
 Identify the project sponsor
 Select the project manager
 Develop a business case for a project (see Table 3-2 page 89-91) 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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 Project Initiation
Initiating a project includes recognizing and starting a new project or project
phase
The main goal is to formally select and start off projects

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 Stakeholder Register
a document that includes details related to the
identified project stakeholders.

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Stakeholder Register
(continued)
A stakeholder management strategy is an approach to help
increase the support of stakeholders throughout the project.
It includes basic information such as stakeholder names,
level of interest in the project, level of influence on the
project, and potential management strategies for gaining
support or reducing obstacles from that particular
stakeholder.
Since much of this information can be sensitive, it should be
considered confidential.

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 Stakeholder Management
Strategy
An approach to help increase the stakeholder’s support
throughout the project

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 Project Charters and Kick-off
Meetings
See Table 3-6 pg94-95 for an example of a charter
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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 Figure 3-2. Kick-off Meeting Agenda

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 Project Planning
The main purpose of project planning is to guide execution
Every knowledge area includes planning information (see Table
3-7 on pages 97-98)

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 Project Planning
Key outputs included in the JWD project include:

A team contract (page 100)

 to help promote teamwork and clarify team communications

A project scope statement (pg101-103)

 lists the product characteristics and requirements, summarizes the deliverables, and
describes project success criteria in detail.

A work breakdown structure (WBS) (pg 105)

provides the basis for:
 deciding how to do the work.
creating the project schedule
performing earned value management for measuring
forecasting project performance.

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 Project Planning
Key outputs included in the JWD project include:
◦ A project schedule, in the form of a Gantt chart with all the tasks, duration
estimates, dependencies, cost information and resources entered (figure 3-
4, pg 106)

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 Project Planning
Key outputs included in the JWD project include:
◦ A list of prioritized risks (part of a risk register) (Table 3-10, page 107)
information on root causes of the risks
warning signs that potential risks might occur
response strategies for the risks

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 Project Executing
Usually takes the most time and resources to perform
project execution
Project managers must use their leadership skills to
handle the many challenges that occur during project
execution

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 Project Executing (continued)

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

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 Project Executing (continued)

A milestone
report (example
on pp. 109-110)
can help focus on
completing major
milestones

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 Project Monitoring and
Controlling
Involves measuring progress toward project objectives, monitoring deviation
from the plan, and taking correction actions
Affects all other process groups and occurs during all phases of the project life
cycle
Outputs include performance reports, change requests, and updates to various
plans
See Table 3-13

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Project Monitoring and
Controlling

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WEEKLY PROGRESS REPORT:
reflect on the project’s progress and identify areas in need of
improvement.

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 Project Closing
Involves gaining stakeholder and customer acceptance of the final products and
services
Even if projects are not completed, they should be closed out to learn from the
past project
Team members must deliver the final product, service, or result of the project,
and update organizational process assets, such as project files and a lessons-
learned report

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 Project
Closing
Prepared a final report,
final presentation,
contract files, and
lessons-learned report

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Project
Closing
(continued)
Most projects also
include a final report and
presentation to the
sponsor/senior
management

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Project Closing (continued)

Get user to sign a client

acceptance form

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