Information Technology Project Management Process Groups
- 1. Chapter Two Project Management Process Groups Dawit T. (MSc)
- 2. Project Management Process Groups Project management is an integrative endeavor where actions in one area affect others, requiring active management of these interactions. The project triple constraint: scope, cost, and time serves as a framework for evaluating competing demands and making necessary tradeoffs. Projects consist of processes performed by people, falling into two categories: project management processes, which organize the work, and product-oriented processes, which create the project's product. These processes overlap and interact throughout the project lifecycle. For example, the scope of the project cannot be defined in the absence of some basic understanding of how to create the product.
- 3. Process Groups Initiating Authorizing the project or phase, setting the stage for what's to come. Planning Defining objectives and selecting the best course of action to achieve them. Executing Coordinating resources to carry out the project plan effectively. Controlling Monitoring progress and taking corrective action to meet objectives. Closing Formalizing acceptance of the project or phase and bringing it to an orderly end.
- 4. Process Groups The process groups are interconnected, with the output of one often serving as input to another. Planning informs execution with a documented project plan, which is then updated as the project progresses. These groups are not discrete events but overlapping activities throughout each phase. Closing one phase provides input to initiating the next. For example, customer acceptance of a design document in the closing phase defines the product description for the subsequent implementation phase.
- 5. Process Interactions Inputs Documents or items acted upon. Tools & Techniques Mechanisms applied to inputs. Outputs Results of the process.
- 6. Process Interactions Initiating Processes Initiating processes are the first phase of project management where a project is formally defined, authorized, and approved. These processes ensure that the project has a clear purpose, objectives, and stakeholder alignment before moving forward. Purpose: Define why the project is needed. Identify key stakeholders. Secure approval and funding. Ensure the project aligns with business goals.
- 7. The planning process is a crucial phase where project goals, scope, deliverables, timelines, resources, and risks are defined and structured. It ensures that all aspects of the project are well-organized before execution. Core Processes (Primary Planning Processes) Core processes are the essential planning activities that directly define the project's scope, objectives, schedule, and resources. They create the foundation for project execution. Facilitating Processes (Supportive Planning Processes) Facilitating processes support and enhance the core processes by ensuring smooth execution. They do not directly define the project but help manage aspects like communication, quality, and procurement. Planning processes are divided into core processes and facilitating processes. Planning Processes
- 8. Core Planning processes Risk Management Planning Planning risk approach. Resource Planning Identifying required resources and their quantities for project activities. Cost Estimating Estimating resource costs for project activities. Cost Budgeting allocating the overall cost estimate to individual work packages. Project Plan Development Consolidating planning results into a coherent document. Scope Planning Developing a written scope statement. Scope Definition Subdividing major deliverables. Activity Definition Identifying specific activities. Activity Sequencing Documenting dependencies. Activity Duration Estimating Estimating required work periods for activity completion. Schedule Development Analyzing sequences and durations.
- 9. Scope planning Outlines how the scope will be defined, validated, and controlled Process of managing scope The output is scope management plan Scope Definition Clearly defines what is included and excluded in the project Detailed description of project deliverables The output is Project Scope Statement Activity definition Identifying and listing all the specific tasks (activities) required to complete project deliverables. Gather system requirements Design database schema Develop authentication module Create course enrollment feature Test system functionality Activity sequencing Determining the logical order in which activities should be performed and identifying dependencies (what must happen before or after another task). Activity Duration Estimating Determining how long each activity will take, based on resources, complexity, and potential risks.
- 10. Schedule Development • Schedule Development is the process of analyzing activity sequences, durations, resource availability, and constraints to create a realistic project schedule. Determine Resource Availability : Identify team members, tools, and materials needed. Steps in Schedule Development Define Activities: Identify all tasks required to complete the project Sequence Activities: Identify all tasks required to complete the project Estimate Activity Durations: Determine how long each task will take Develop the Schedule: Use scheduling techniques like Critical Path Method (CPM), Program Evaluation and Review Technique (PERT), or Gantt Charts Adjust and Optimize: Identify time constraints, resource limitations, and make necessary adjustments. Baseline and Approve: Finalize the schedule as a project baseline for tracking progress.
- 11. Risk Management Planning The process of identifying, analyzing, and planning responses to potential risks that could impact the success of a project. It helps ensure that uncertainties are managed proactively rather than reactively. Plan Risk Responses: Develop strategies to mitigate, transfer, accept, or avoid risks. Monitor & Control Risks: Track risks throughout the project and update response plans as needed. Steps in Risk Management Planning Identify Risks: List potential risks that could affect the project. Analyze Risks: Assess the probability and impact of each risk. Prioritize Risks: Rank risks based on severity using qualitative or quantitative methods
- 12. Resource Planning Involves identifying, allocating, and managing the resources needed to complete a project efficiently. These resources include human resources, equipment, materials, budget, and time. Key Steps in Resource Planning Identify Resources Estimate Resource Requirements Allocate Resources Develop a Resource Schedule Monitor and Control Resources Optimize Resource Utilization
- 13. Cost Estimating The process of predicting the costs associated with various project activities, including resources, labor, materials (equipment) and overhead To develop an approximation of the financial resources required to complete the project. Key techniques Analogous Estimating: using past projects as references. Parametric Estimating: using statistical relationships. Bottom-up Estimating: Estimating at the task level and rolling up. Three-Point Estimating: Optimistic, Pessimistic, Most Likely Cost Budgeting The process of aggregating the estimated costs of individual activities or work packages to establish an overall project budget To allocate costs across the project lifecycle and ensure financial resources are available resources are available when needed. Key Techniques Cost Aggregation: rolling up estimates to create the budget Reserve Analysis: adding contingency reserves for uncertainties Funding limit Reconciliation: ensuring budget aligns with available funds
- 14. Facilitating Planning Processes Quality Planning Identifying relevant standards. Organizational Planning Assigning project roles. Staff Acquisition Getting the human resources needed assigned to and working on the project Communications Planning Determining information needs. Risk Identification Determining which risks are likely to affect the project and documenting the characteristics of each. Qualitative Risk Analysis Qualitatively analyzing and prioritizing risks Quantitative Risk Analysis Measuring risk probability, impact, and project implications. Risk Response Planning Developing strategies to maximize opportunities and mitigate threats. Procurement Planning determining what to procure, how much to procure, and when Solicitation Planning documenting product requirements and identifying potential sources
- 16. Executing Processes Executing Process Group in project management is where the actual work of the project happens. This phase involves coordinating people, resources, and activities to accomplish the project objectives according to the project management plan. Key Characteristics of the Executing Process Group Focuses on carrying out project tasks and delivering outputs. Requires team coordination, communication, and resource allocation. Ensures adherence to quality standards, stakeholder expectations, and project scope. May involve handling changes, managing conflicts, and optimizing performance.
- 17. Project Plan Execution Carrying out the project plan. Quality Assurance Evaluating project performance. Team Development Enhancing team skills. Information Distribution Providing project stakeholders with timely essential information. Solicitation obtaining quotations, bids, offers, or proposals as appropriate Source Selection choosing from among potential sellers Contract Administration managing the relationship with the seller.
- 19. Controlling Processes Controlling processes generally refers to monitoring, measuring, and correcting activities to ensure that an organization, project, or system meets its objectives. Integrated change control Coordinating changes across the entire project Scope verification Formalizing acceptance of the project scope Scope change control Controlling changes to project scope
- 20. Schedule Control Controlling changes to the project schedule Cost Control Controlling changes to the project budget Quality Control Ensure project results meet quality standards and address performance gaps. Performance reporting Gathering and sharing performance data, including status, progress, and forecasts Risk monitoring and control Tracking identified risks, monitoring residual and new risks, ensuring risk plan execution, and evaluating effectiveness.
- 22. Contract Closeout Finalizing the contract and resolving outstanding items. Administrative Closure Documenting project completion, Evaluating performance, and Compiling lessons learned for future planning Closing processes: is the process Finalize deliverables Administrative closure Lessons learned Stakeholder sign-off Resource release Closing Processes
- 23. Closing Processes Finalizing Deliverables: Ensuring all project work is completed and approved. Administrative Closure: Completing contracts, documentation, and legal formalities. Lessons Learned: Documenting successes, failures, and improvements for future projects. Stakeholder Sign-Off: Obtaining formal acceptance from clients or stakeholders. Resource Release: Releasing team members, materials, and budget allocations.
- 25. Thank You