Chapter 3: The Project Management Process Groups: A Case Study Chapter Overview Chapter 3 describes the five project management process groups and how they relate to the ten knowledge areas. It also describes how organizations can develop their own information technology project management methodologies to help manage projects in their unique environments. A large part of this chapter describes two detailed case studies to show how to apply the project management process groups (initiating, planning, executing, monitoring and controlling, and closing) to an information technology project. The first is based on a predictive approach, and the second uses an agile approach. Differences in using the two approaches are highlighted. The case studies use many of the templates provided on the companion Web site and listed at the end of this chapter. Chapter Objectives Describe the five project management process groups, the typical level of activity for each, and the interactions among them Understand how the project management process groups relate to the project management knowledge areas Discuss how organizations develop information technology (IT) project management methodologies to meet their needs Review a case study of an organization applying the project management process groups to manage an IT project, describe outputs of each process group, and understand the contribution that effective initiating, planning, executing, monitoring and controlling, and closing make to project success Review the same case study of a project managed with an agile focus to illustrate the key differences in approaches Describe several templates for creating documents for each process group Instructor Notes Project Management Process Groups Project management process groups progress from initiation activities to planning activities, executing activities, controlling activities, and closing activities. Provide examples of each of these processes. Emphasize that these examples are process groups and not the project life cycle phases. It is easy for students to confuse the two concepts. Explain Figure 3-1 to show students how the process groups relate to each other in terms of typical level of activity, time frame, and overlap. In general, the executing processes require the most resources and time, followed by the planning processes. Note the figure (3-1) with information from Andy Crowe’s book showing that the best or project managers spend twice as much time “alpha” planning as other project managers. Table 3-1 maps the project management knowledge areas
Chapter 3: The Project Management Process Groups: A Case Study Chapter Overview Chapter 3 describes the five project management process groups and how they relate to the ten knowledge areas. It also describes how organizations can develop their own information technology project management methodologies to help manage projects in their unique environments. A large part of this chapter describes two detailed case studies to show how to apply the project management process groups (initiating, planning, executing, monitoring and controlling, and closing) to an information technology project. The first is based on a predictive approach, and the second uses an agile approach. Differences in using the two approaches are highlighted. The case studies use many of the templates provided on the companion Web site and listed at the end of this chapter. Chapter Objectives Describe the five project management process groups, the typical level of activity for each, and the interactions among them Understand how the project management process groups relate to the project management knowledge areas Discuss how organizations develop information technology (IT) project management methodologies to meet their needs Review a case study of an organization applying the project management process groups to manage an IT project, describe outputs of each process group, and understand the contribution that effective initiating, planning, executing, monitoring and controlling, and closing make to project success Review the same case study of a project managed with an agile focus to illustrate the key differences in approaches Describe several templates for creating documents for each process group Instructor Notes Project Management Process Groups Project management process groups progress from initiation activities to planning activities, executing activities, controlling activities, and closing activities. Provide examples of each of these processes. Emphasize that these examples are process groups and not the project life cycle phases. It is easy for students to confuse the two concepts. Explain Figure 3-1 to show students how the process groups relate to each other in terms of typical level of activity, time frame, and overlap. In general, the executing processes require the most resources and time, followed by the planning processes. Note the figure (3-1) with information from Andy Crowe’s book showing that the best or “alpha” project managers spend twice as much time planning as other project managers. Table 3-1 maps the project management knowledge areas
Solution%20Manual%20for%20Information%20Technology%20Project%20Management%207E%20-%20Schwalbe%20-.docx