The Project

Management
Process
Groups
Week 03
Ling Jiang

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except 1
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
 Learning Objectives (1/2)
• Describe the five project management process groups, the typical level of
activity for each, and the interactions among them
• Relate the project management process groups 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

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2
 Learning Objectives (2/2)
• Review a case study of the same project managed with an agile focus
• compare the key differences between an agile approach and a predictive approach
• Describe several templates for creating documents for each process
group

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 Five Project Management
Process Groups

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 Introduction
• Project management consists of 10 knowledge areas
• Scope • Communications
• Schedule • Risk
• Cost • Procurement
• Quality • Stakeholder
• Resource • Project integration management
• Projects involve five project management process groups
• Initiating Tailoring these process groups to
• Planning meet individual project needs
• Executing increases the chance of success in
• Monitoring and controlling managing projects.
• Closing
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 Project Management Process Groups (1/4)
• A process is a series of actions directed toward a particular result
• Project management can be viewed as a number of related processes
• Project management process groups
• Initiating processes
• Planning processes
• Executing processes
• Monitoring and controlling processes
• Closing processes

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 6
 Project Management Process Groups (2/4)
• Initiating processes
• Define and authorize a project or project phase.
• Take place during each phase of a project
• For example, in the close-out phase, initiating processes are used to initiate
activities to ensure that the project team completes all the work, that someone
documents lessons learned, and that the customer accepts the work.
• Planning processes
• Devise and maintain a workable scheme to ensure that the project addresses the
organization’s needs
• Develop a plan to define the work needed for the project, to schedule activities
related to that work, to estimate costs for performing the work, and to decide
what resources to procure to accomplish the work

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7
 Project Management Process Groups (3/4)
• Executing processes
• Coordinate people and other resources to carry out the various plans and create the
products, services, or results of the project or phase
• For instance, directing and managing project work, managing project knowledge,
acquiring resources, and conducting procurements.
• Monitoring and controlling processes
• Regularly measure and monitor progress to ensure that the project team meets the
project objectives.
• A common monitoring and controlling process is reporting performance
• Closing processes
• Formalize acceptance of the project or project phase and ending it efficiently
• Administrative activities are often involved, such as archiving project files,
documenting lessons learned, and receiving formal acceptance of the delivered work
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 Project Management Process Groups (4/4)

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 9
 Media Snapshot
• Project managers in any field know how important it is to follow a good
process
• Just as information technology projects need to follow the project management
process groups, so do other projects, such as the production of a movie
• Processes involved in making movies include screenwriting (initiating), producing
(planning), acting and directing (executing), editing (monitoring and controlling),
and releasing the movie to theaters (closing)
• Many people enjoy watching the extra features on a DVD that describe how these
processes lead to the creation of a movie
• This acted “…not as promotional filler but as a serious and meticulously detailed
examination of the entire filmmaking process.”*

*Jacks, Brian, “Lord of the Rings: The Two Towers Extended Edition (New Line)”, Underground Online
(accessed from www.ugo.com August 4, 2004).
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 Mapping the Process Groups to the Knowledge Areas
• Map the main activities of each PM process group into the ten knowledge
areas using the PMBOK® Guide, Sixth Edition
• There are activities from each knowledge area under the planning process groups
• A big picture view of the relationships among the
• 49 project management activities
• 5 process groups in which they are typically completed
• 10 knowledge areas into which they fit

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 Mapping

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 Developing an IT Project Management Methodology
• Many organizations develop their own internal IT PM methodologies
• A methodology describes how things should be done
• A standard describes what should be done
• Different project management methodologies
• PRojects IN Controlled Environments (PRINCE2)
• Agile
• Rational Unified Process (RUP)
• Six Sigma

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 13
 PRojects IN Controlled Environments (PRINCE2)
• Released in 1996 as a generic project management methodology by the United Kingdom
Office of Government Commerce (OGC)
• Standard in the United Kingdom and is used in over 50 countries
• PRINCE2 defines 45 separate subprocesses and organizes them into eight process groups
1. Starting up a project
2. Planning
3. Initiating a project
4. Directing a project
5. Controlling a stage
6. Managing product delivery
7. Managing stage boundaries
8. Closing a project
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 Rational Unified Process (RUP)
• An iterative software development process created by IBM
• Focus on team productivity
• Enable all team members to deliver software best practices to the
organization
• Provide a software engineering process particularly suited to creating and
maintaining component-based software system solutions
• Several other project management methodologies are used specifically
for software development projects
• Joint Application Development (JAD)
• Rapid Application Development (RAD)

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 Six Sigma
• Two main methodologies are used on Six Sigma projects

• DMAIC is used to improve an existing business process

• Define, Measure, Analyze, Improve, and Control

• DMADV is used to create new product or process designs to achieve

predictable, defect-free performance
• Define, Measure, Analyze, Design, and Verify

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 16
 Global Issues
• In 2018 PMI published their tenth annual global project management
survey (Pulse of the Profession®)
• 47 percent of projects completed in organizations in the past year used a
predictive approach, 23 percent used agile, 23 percent used a hybrid of predictive
and agile, and seven percent used other approaches
• A 2017 global survey conducted by VersionOne found that 94 percent of
respondents said their organizations practiced agile, but 60 percent of
their teams were not yet practicing it
• The top three benefits of agile listed were
• the ability to manage changing priorities,
• increased team productivity, and
• improved project visibility

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 What Went Right?
• Organizations that excel in project management complete 89% of their
projects successfully compared to only 36% of organizations that do not
have good project management processes
• PMI estimates that poor project performance costs over $109 million
for every $1 billion invested in projects and programs

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 18
 Case Study: JWD Consulting’s Project
Management Intranet Site
(Predicative Approach)

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 Case Study: JWD Consulting’s Project
Management Intranet Site (Predictive Approach)
• This case study provides an example of what’s involved in
• Initiating
• Planning
• Executing
• controlling
• Closing an IT project
• Note: this case study provides a big picture view of managing a project
• Later chapters provide detailed information on each knowledge area

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 JWD Consulting: Background
• JWD Consulting’s core business goal
• To provide world-class project management consulting services to various
organizations
• The firm can streamline operations and increase business by
• Providing information related to project management on its intranet site,
• Making some information and services accessible to current and potential clients

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 JWD Consulting: Business Objective
• JWD Consulting’s strategic goals
• Continuing growth and profitability
• The project management intranet site project will support these goals by
• Increasing visibility of the firm’s expertise to current and potential clients by
allowing client and public access to some sections of the intranet.
• The project will also improve profitability by
• Reducing internal costs by providing standard tools, techniques, templates, and
project management knowledge to all internal consultants

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 Project Pre-Initiation and Initiation
• Initiating includes recognizing and starting a new project
• Right kinds of projects for the right reasons
• Strategic planning should serve as the foundation for deciding which
projects to pursue
• Expresses the vision, mission, goals, objectives, and strategies of the organization
• Provides the basis for IT project planning

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 23
 Pre-initiation Tasks
• Lay the groundwork for a project before it officially starts
• Senior managers often perform several pre-initiation tasks
• Determine the scope, time, and cost constraints for the project
• Identify the project sponsor
• Select the project manager
• Develop a business case for a project
• Meet with the project manager to review the process and expectations for
managing the project
• Determine if the project should be divided into two or more smaller projects

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 24
 Business Case
• Components in business case
• Introduction/background
• Business objective
• Current situation and problem/opportunity statement
• Critical assumptions and constraints
• Analysis of options and recommendation
• Preliminary project requirements
• Budget estimate and financial analysis
• Schedule estimate
• Potential risks
• Exhibits

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 25
 JWD Consulting’s Business Case

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 26
 Initiating (1/5)
Project initiation knowledge areas, processes, and outputs
Knowledge Area Initiating Process Outputs
Project Integration Develop project Project charter
Management charter Assumption log
Project Stakeholder Identify Stakeholder register
Management stakeholders Change requests
Project management plan updates
Project documents updates

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 27
 Initiating (2/5)
Stakeholder Register
Name Position Internal/Ex Project Contact Information
ternal Role
Joe Fleming CEO Internal Sponsor joe_fleming@jwdconsulting.com
Erica Bell PMO Director Internal Project erica_bell@jwdconsulting.com
Manager
Michael Senior Internal Team michael_chen@jwdconsulting.com
Chen Consultant Member
Kim Phuong Business External Advisor kim_phuong@client1.com
Analyst
Louise Mills PR Director Internal Advisor louise_mills@jwdconsulting.com
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 Initiating (3/5)
Stakeholder Management Strategy (sensitive)

Name Level of Level of Potential Management Strategies

Interest Influence
Joe High High Joe likes to stay on top of key projects and make
Fleming money. Have a lot of short, face-to-face meetings and
focus on achieving the financial benefits of the project.

Louise Low High Louise has a lot of things on her plate, and she does
Mills not seem excited about this project. She may be
looking at other job opportunities. Show her how this
project will help the company and her resume.

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 Initiating (4/5)
• Drafting the project charter
• Holding a project kick-off meeting
• 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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 JWD Consulting’s Project Charter

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 Initiating (5/5)
Kick-off Meeting
Agenda

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 Project Planning (1/3)
• The main purpose of project planning is to guide execution
• Every knowledge area includes planning information
• Key outputs included in the JWD project
• Team contract
• Project scope statement
• Work breakdown structure (WBS)
• Project schedule, in the form of a Gantt chart with all dependencies and resources
entered
• List of prioritized risks (part of a risk register)

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 33
 Project Planning (2/3)
JWD Consulting Intranet Site Project Baseline Gantt Chart

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 Project Planning (3/3)
List of Prioritized Risks
Ranking Potential Risk
1 Lack of inputs from internal consultants
2 Lack of inputs from client representatives
3 Security of new system
4 Outsourcing/purchasing for the article retrieval and Ask the Expert features
5 Outsourcing/purchasing for processing online payment transactions
6 Organizing the templates and examples in a useful fashion
7 Providing an efficient search feature
8 Getting good feedback from Michael Chen and other senior consultants
9 Effectively promoting the new system
10 Realizing the benefits of the new system within one year
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 Project Execution
• Usually takes the most resources to perform
• Project managers must use their leadership skills to handle the many challenges
that occur during project execution
• Project execution involves several the knowledge areas, executing
processes, and outputs
• Many project sponsors and customers focus on deliverables related to providing
the products, services, or results desired from the project
• It is equally important to document change requests and update planning
documents
• A milestone report can help focus on completing major milestones

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 36
 Project Monitoring and Controlling
• Involve measuring progress toward project objectives, monitoring
deviation from the plan, and taking correction actions
• Affect all other process groups
• Occur during all phases of the project life cycle
• Outputs include
• Performance reports
• Change requests
• Updates to various plans

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 Project Closing
• Involve 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
• Outputs may include project files and lessons-learned reports
• May also include a final report and presentation

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 Reacp: Project Management Process Groups

Source: What is the Project Life Cycle and How to Use It Better? https://www.workamajig.com/blog/project-life-cycle

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 Agile Project Management
Scrum Methodology

An Introduction to Agile Project Management, Chapter 16 in Project Management: The

Managerial Process, Erik W. Larson and Clifford F. Gray, McGraw-Hill Higher Education
Traditional PM versus Agile Methods (1/3)
• Traditional PM Approach
• Concentrates on thorough, upfront planning of the entire project.
• Requires a high degree of predictability to be effective.
• Agile Project Management (Agile PM)
• Relies on incremental, iterative development cycles to complete less-predictable
projects.
• Is ideal for exploratory projects in which requirements need to be discovered and
new technology tested.
• Focuses on active collaboration between the project team and customer
representatives.

An Introduction to Agile Project Management, Chapter 16 in Project Management: The Managerial Process, Erik W. Larson and Clifford F. Gray,
McGraw-Hill Higher Education
Traditional PM versus Agile Methods (2/3)

Diagram Source: What is agile project management? https://www.apm.org.uk/resources/find-a-resource/agile-project-

management/#:~:text=Agile%20project%20management%20is%20an,project%20throughout%20its%20life%20cycle.&text
=Iterative%20approaches%20are%20frequently%20used,than%20following%20a%20linear%20path.
An Introduction to Agile Project Management, Chapter 16 in Project Management: The Managerial Process, Erik W. Larson and Clifford F. Gray,
McGraw-Hill Higher Education
Traditional PM versus Agile Methods (3/3)
Traditional Agile
Design up front Continuous design
Fixed scope Flexible
Deliverables Features/requirements
Freeze design as early as possible Freeze design as late as possible
Low uncertainty High uncertainty
Avoid change Embrace change
Low customer interaction High customer interaction
Conventional project teams Self-organized project teams
An Introduction to Agile Project Management, Chapter 16 in Project Management: The Managerial Process, Erik W. Larson and Clifford F. Gray,
McGraw-Hill Higher Education
Agile Project Management (1/2)
• Agile PM
• Is related to the rolling wave planning and scheduling project
methodology.
• Uses iterations (“time boxes”) to develop a workable product that
satisfies the customer and other key stakeholders.
• Stakeholders and customers review progress and re-evaluate priorities
to ensure alignment with customer needs and company goals.
• Adjustments are made and a different iterative cycle begins that
subsumes the work of the previous iterations and adds new
capabilities to the evolving product.

An Introduction to Agile Project Management, Chapter 16 in Project Management: The Managerial Process, Erik W. Larson and Clifford F. Gray,
McGraw-Hill Higher Education
Agile Project Management (2/2)
• Advantages of Agile PM
• Useful in developing critical breakthrough technology or defining
essential features
• Continuous integration, verification, and validation of the evolving
product
• Frequent demonstration of progress to increase the likelihood that the
end product will satisfy customer needs
• Early detection of defects and problems

An Introduction to Agile Project Management, Chapter 16 in Project Management: The Managerial Process, Erik W. Larson and Clifford F. Gray,
McGraw-Hill Higher Education
Iterative, Incremental Product Development

An Introduction to Agile Project Management, Chapter 16 in Project Management: The Managerial Process, Erik W. Larson and Clifford F. Gray,
McGraw-Hill Higher Education
Agile PM Principles

Focus on customer value

Iterative and incremental delivery
Experimentation and adaptation

Self-organization

Continuous improvement

An Introduction to Agile Project Management, Chapter 16 in Project Management: The Managerial Process, Erik W. Larson and Clifford F. Gray,
McGraw-Hill Higher Education
Popular Agile PM Methods

Scrum Crystal Clear

Extreme RUP (Rational

Programming Unified Process)
Agile PM
Methods Dynamic Systems
Agile Modeling
Development
Method (DSDM)
Rapid Product
Development (PRD) Lean Development)

An Introduction to Agile Project Management, Chapter 16 in Project Management: The Managerial Process, Erik W. Larson and Clifford F. Gray,
McGraw-Hill Higher Education
 Agile PM in Action: Scrum
• According to the Scrum Alliance, Scrum is the leading agile development
method for completing projects with a complex, innovative scope of work.
• Coined in 1986 in a Harvard Business Review study that compared high-
performing, cross-functional teams to the scrum formation used by rugby
teams.
• Scrum Methodology
• A holistic approach for use by a cross-functional team collaborating to develop a new
product
• Define product features as deliverables and prioritizes them by their perceived highest
value to the customer
• Re-evaluate priorities after each iteration (sprint) to produce fully functional features
• Four phases: analysis, design, build, test
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 Scrum Framework

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 Scrum Process Groups
Process Scrum Activity Process Scrum Activity
Group Group
Initiating Determine roles Monitoring Resolve issues and blockers
Decide how many sprints will compose each and Create and update burndown
release and the scope of software to deliver Controlling chart
Planning Create product backlog Demonstrate the completed
Create sprint backlog product during the sprint review
meeting
Create release backlog
Closing Reflect on how to improve the
Plan work each day in the daily Scrum product and process during the
Document stumbling blocks in a list sprint retrospective meeting
Executing Complete tasks each day during sprints
Produce a shippable product at the end of
each sprint
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 Kanban Technique
• Kanban
• Technique that can be used
in conjunction with Scrum
• Developed in Japan by
Toyota Motor Corporation
• Use visual cues to guide
workflow
• Kanban cards show new
work, work in progress, and
work completed

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 Scrum in PMI
• The PMBOK® Guide describes best practices for what should be done to
manage projects.
• Agile is a methodology that describes how to manage projects
• The Project Management Institute (PMI) recognized the increased
interest in Agile, and introduced a new certification in 2011 called Agile
Certified Practitioner (ACP)
• Seasoned project managers understand that they have always had the
option of customizing how they run projects, but that project
management is not easy, even when using Agile

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 Scrum Roles
• Product owner
• Responsible for the business value of the project and for deciding what work to do
and in what order, as documented in the product backlog
• ScrumMaster
• Ensure that the team is productive
• Facilitate the daily Scrum
• Enable close cooperation across all roles and functions
• Remove barriers that prevent the team from being effective
• Scrum team or development team
• Cross-functional team of five to nine people who organize themselves and the
work to produce the desired results for each sprint
• One sprint normally lasts two to four weeks
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 Scrum Artifacts
• An artifact is a useful object created by people
• Scrum artifacts
• Product backlog
• List of features prioritized by business value
• Sprint backlog
• Highest-priority items from the product backlog to be completed within a sprint
• Burndown chart
• Show the cumulative work remaining in a sprint on a day-by-day basis

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 Scrum Ceremonies
• Scrum ceremonies
• Sprint planning session
• Meeting with the team to select a set of work from the product backlog to
deliver during a sprint
• Daily Scrum
• Short meeting for the development team to share progress and challenges and
plan work for the day
• Sprint reviews
• Meeting in which the team demonstrates to the product owner what it has
completed during the sprint
• Sprint retrospectives
• Meeting in which the team looks for ways to improve the product and the
process based on a review of the actual performance of the development team
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Scrum: Product Backlog
• Customer’s prioritized list of key features desired when the project
is completed.
• Defines each feature and estimates of time, cost, and work

An Introduction to Agile Project Management, Chapter 16 in Project Management: The Managerial Process, Erik W. Larson and Clifford F. Gray,
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Scrum: Sprint Backlog
• Amount of work the team commits to complete during the next sprint
• Lists the tasks (activities) that must be completed to deliver a functional
feature or segment of a feature.
• Serve as a status document by listing the person responsible for each
task, remaining hours of work, and recording the task as finished, in
process, or not yet started.

An Introduction to Agile Project Management, Chapter 16 in Project Management: The Managerial Process, Erik W. Larson and Clifford F. Gray,
McGraw-Hill Higher Education
Sprint and Release Burndown Chart
• Sprint burndown chart • Release burndown chart
• Track progress on a daily basis • Monitor progress toward
completion of the project

An Introduction to Agile Project Management, Chapter 16 in Project Management: The Managerial Process, Erik W. Larson and Clifford F. Gray,
McGraw-Hill Higher Education
Scrum Development Process

An Introduction to Agile Project Management, Chapter 16 in Project Management: The Managerial Process, Erik W. Larson and Clifford F. Gray,
McGraw-Hill Higher Education
Scrum Meetings

Daily Scrum
• Heartbeat of an agile project
• Are commonly referred to as the “Scrum”
• Each workday at the same time and place, team members stand in a circle and take turns
answering the following key questions:
1. What have you done since the last Scrum?
2. What will you do between now and the next Scrum?
3. What is getting in the way of (blocks) your performing your work as effectively as possible?
An Introduction to Agile Project Management, Chapter 16 in Project Management: The Managerial Process, Erik W. Larson and Clifford F. Gray,
McGraw-Hill Higher Education
Applying Agile to Large Projects
• Scaling
• Use several teams to work on different features of a large-scale project
at the same time
• Staging
• Require significant up-front planning to manage the interdependences
of different features to be developed.
• Involve developing protocols and defining roles to coordinate efforts
and assure compatibility and harmony

An Introduction to Agile Project Management, Chapter 16 in Project Management: The Managerial Process, Erik W. Larson and Clifford F. Gray,
McGraw-Hill Higher Education
Hub Project Management Structure

An Introduction to Agile Project Management, Chapter 16 in Project Management: The Managerial Process, Erik W. Larson and Clifford F. Gray,
McGraw-Hill Higher Education
Limitations and Concerns of Agile PM
• It does not satisfy top management’s need for budget, scope, and
schedule control.
• Its principles of self-organization and close collaboration can be
incompatible with corporate cultures.
• Its methods appear to work best on small projects that require only
five-nine dedicated team members to complete the work.
• It requires active customer involvement and cooperation.

An Introduction to Agile Project Management, Chapter 16 in Project Management: The Managerial Process, Erik W. Larson and Clifford F. Gray,
McGraw-Hill Higher Education
 Case Study: JWD Consulting’s
Project Management Intranet Site
(Agile Approach)

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 Case Study: JWD Consulting’s Project
Management Intranet Site (Agile Approach)
• An agile project team typically uses several iterations or deliveries of
software instead of waiting until the end of the project to provide one
product
• Teams do not normally make a snap decision about whether to manage a project
using an agile approach or not

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 Project Pre-Initiation and Initiation
• Main differences between pre-initiation in this case and the first case
• Determining roles and deciding what functionality would be delivered as part of
each release
• How many sprints will be required to complete a release
• How many releases of software to deliver

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 Planning (1/3)
• Because Scrum implies that team members work as a self-directed group,
coached by the ScrumMaster, a team charter should not be necessary
• Descriptions of work are identified in the product and sprint backlogs
• More detailed work is documented in technical stories
• Team must estimate a velocity or capacity for each sprint

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 Planning (2/3)
Scrum Approach Waterfall Approach

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 Planning (3/3)
Product Backlog Sprint Backlog
1. User story templates, samples, and point person 1. User story templates, samples, and point person
2. WBS templates, samples, and point person 2. WBS templates, samples, and point person
3. Project schedule templates, samples, and point person 3. Project schedule templates, samples, and point person
4. Ability to charge customers for some intranet products 4. Ability to charge customers for some intranet products
and services and services
5. Ability to collect user suggestions 5. Ability to collect user suggestions
6. Business case templates, samples, and point person
7. Ask the Expert feature
8. Stakeholder management strategy templates,
samples, and point person
9. Risk register templates, samples, and point person
10. Etc.
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 Executing
• The most time and money should be spent on executing
• Plans are implemented to create the desired product
• Agile approach
• Team produces several iterations of a potentially shippable product
• Users can access and make suggestions
• Communications are different
• Project team meets every morning, physically or virtually

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 Monitoring and Controlling (1/2)
• Two main tools for monitoring and controlling in the Scrum framework
• Daily Scrum
• Held each morning to plan and communicate work for the day and discuss any
risks, issues, or blockers
• Sprint review
• Work progress within a sprint can be represented on a sprint board maintained
by the ScrumMaster
• Burndown chart: an important artifact used to graphically display progress on
each sprint

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 Monitoring and Controlling (2/2)

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 Closing
• After the sprint review, the ScrumMaster leads a sprint retrospective
• Team reflects on what happened during the sprint
• Sprint retrospective is intended to answer two fundamental questions
• What went well during the last sprint that we should continue doing?
• What could we do differently to improve the product or process?

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 Advice for Young Professionals
• Most organizations have templates for many different kinds of documents
• Ask your boss, co-workers, and other colleagues for templates
• If you don’t like the templates you find, look at other sources
• If you can improve them, share your work with others
• Templates are great, but completed templates with good information are
even more useful

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for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 75
 Recap
• The five project management process groups are initiating, planning,
executing, monitoring and controlling, and closing
• You can map the main activities of each process group to the ten
knowledge areas
• Some organizations develop their own information technology project
management methodologies
• The JWD Consulting case study provides an example of using the process
groups and shows several important project documents
• The second version of the same case study illustrates how to use Scrum,
the leading agile method, to manage the project

Information Technology Project Management, Ninth Edition. © 2019 Cengage. May not be copied, scanned, or duplicated, in whole or in part, except
for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 76