IS PROJECT

MANAGEMENT 1
K AT H Y S C H W A L B E . 2 0 1 9 . I N F O R M AT I O N T E C H N O L O G Y
PROJECT MANAGEMENT 9E. CENGAGE LEARNING, INC.
 Chapter 2:
The Project Management Process Groups
 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
PROJECT MANAGEMENT PROCESS GROUPS
▪ A process is a series of actions directed toward a particular result
▪ Project management can be viewed as a number of interlinked processes
▪ The project management process groups include
▪ initiating processes
▪ planning processes
▪ executing processes
▪ monitoring and controlling processes
▪ closing processes
Project management process groups are a set of five interrelated stages that encompass the entire project
lifecycle. These process groups provide a structured approach to managing projects effectively. The five
process groups are Initiating, Planning, Executing, Monitoring and Controlling, and Closing. Here's a detailed
description of each, along with the typical level of activity and interactions among them:

1. Initiating Process Group:

1. Description: This is the starting phase of the project where the project's purpose, feasibility, and alignment with
organizational objectives are assessed. The project's initial scope and objectives are defined at a high level.
2. Typical Level of Activity: Relatively low activity compared to other stages, focusing on gaining approval and
authorization for the project to proceed.
3. Interactions:
1. Outputs from this group often feed into the Planning Process Group, providing the foundation for detailed
project planning.
2. Stakeholder identification and analysis during this phase are critical inputs for subsequent project planning and
execution.
2. Planning Process Group:
1. Description: In this phase, detailed planning and documentation of project scope, cost, time, quality,
communications, risk, procurement, and stakeholder engagement take place. A comprehensive project management
plan is developed.
2. Typical Level of Activity: High level of activity, involving extensive collaboration and analysis to develop detailed plans
and strategies.
3. Interactions:
1. Plans and documents developed in this phase serve as a basis for executing, monitoring, and controlling the
project in subsequent phases.
2. Output from this group informs the execution phase by providing a well-defined plan and clear objectives.

3. Executing Process Group:

4. Description: This phase involves the actual implementation of the project plan. Resources are allocated, and the
project work is performed to achieve the project's objectives.
5. Typical Level of Activity: Very high activity, as this is where the majority of project work occurs.
6. Interactions:
1. The project management plan, project documents, and approved change requests from the Planning Process
Group guide the execution activities.
2. Data and information generated during this phase are used for monitoring and controlling the project's
progress.
4. Monitoring and Controlling Process Group:
1. Description: In this phase, project performance and progress are monitored, and corrective actions are taken as
needed to ensure that project objectives are met. Changes to the project management plan and project documents
are managed and controlled.
2. Typical Level of Activity: Continuous and ongoing throughout the project lifecycle, involving tracking, reviewing, and
analyzing project performance against the project management plan.
3. Interactions:
1. Data and information gathered in this phase are used to assess project performance and inform decision-
making during project execution.
2. Adjustments and changes made during this phase feed back into the project management plan and project
documents for subsequent iterations.

5. Closing Process Group:

4. Description: This is the final phase where the project is formally closed out. Lessons learned are documented, project
deliverables are handed over to stakeholders, and resources are released. A post-project evaluation is conducted.
5. Typical Level of Activity: High activity during the project's conclusion and transition to operations or next phases,
followed by reduced activity as the project closure is completed.
6. Interactions:
1. Lessons learned and historical information from this phase can influence future projects and the organizational
project management processes.
2. Outputs from this phase may contribute to improving processes for future projects within the organization.
1. Initiating Process Group:
1. Example Project: Implementing a Customer Relationship Management (CRM) system for a company.
2. Description: In this phase, the project idea is identified, and the need for a CRM system to improve customer
interactions and streamline sales processes is assessed. Initial discussions, stakeholder identification, and high-level
project objectives are established to gain approval and authorization to proceed.
2. Planning Process Group:
1. Example Project: Planning a Marketing Campaign for a Product Launch.
2. Description: In this phase, detailed plans are developed for the marketing campaign, including defining target
audiences, creating marketing materials, allocating budgets, scheduling activities, and setting performance metrics. A
comprehensive project management plan is created to guide the campaign.
3. Executing Process Group:
1. Example Project: Constructing a New Office Building.
2. Description: During this phase, the construction of the office building begins based on the plans and designs
developed in the planning phase. Resources are allocated, contractors are hired, and construction work is executed
according to the project specifications.
4. Monitoring and Controlling Process Group:
1. Example Project: Implementing an Enterprise Resource Planning (ERP) System for a Manufacturing Company.
2. Description: In this phase, progress and performance of the ERP implementation are continuously monitored against
the project management plan. Key performance indicators (KPIs) are tracked, and any deviations from the plan are
identified and addressed through corrective actions.
5. Closing Process Group:
1. Example Project: Developing a Mobile Application for a Client.
2. Description: After successfully delivering the mobile application to the client and obtaining their approval, this phase
involves formal closure activities. Project documentation is archived, the project team is released, and a post-project
evaluation is conducted to capture lessons learned and ensure a smooth transition to maintenance and support.
FIGURE 3-1. PERCENTAGE OF TIME SPENT ON EACH PROCESS GROUP
TABLE 3-1. MAPPING PROJECT MANAGEMENT
PROCESS GROUPS TO KNOWLEDGE AREAS*
TABLE 3-1. MAPPING PROJECT MANAGEMENT
PROCESS GROUPS TO KNOWLEDGE AREAS*
 Developing an effective Information Technology (IT) project management
methodology is crucial for organizations to successfully plan, execute, and
complete IT projects. Here's a step-by-step approach on how organizations can
develop IT project management methodologies tailored to their specific needs:

1. Understand Organizational Objectives and Culture:

1. Begin by gaining a thorough understanding of the
organization's mission, goals, and strategic objectives. Align the
IT project management methodology with the overall
organizational vision to ensure congruence.

2. Assess Current Project Management Practices:

2. Evaluate existing project management practices within the
organization, including processes, tools, and frameworks being
used. Identify strengths, weaknesses, gaps, and areas for
improvement.
Developing an effective Information Technology (IT) project management
methodology is crucial for organizations to successfully plan, execute, and
complete IT projects. Here's a step-by-step approach on how organizations can
develop IT project management methodologies tailored to their specific needs:
3. Identify Stakeholder Requirements:
1. Engage with stakeholders, including project sponsors, executives,
project managers, team members, and end-users, to understand their
requirements and expectations from the project management
methodology. Gather feedback and insights to tailor the methodology
accordingly.

4. Leverage Industry Standards and Best Practices:

2. Study established project management methodologies such as
PMBOK (Project Management Body of Knowledge), PRINCE2, Agile,
Scrum, and ITIL. Extract best practices and relevant concepts that
align with the organization's goals.
 Developing an effective Information Technology (IT) project management
methodology is crucial for organizations to successfully plan, execute, and
complete IT projects. Here's a step-by-step approach on how organizations can
develop IT project management methodologies tailored to their specific needs:
5. Customize Methodology Components:
1. Based on the gathered information and insights, customize the
methodology components to meet the specific needs of the
organization. Adapt and integrate elements from industry standards,
ensuring they align with the organizational culture, size, complexity,
and type of projects.

6. Define Project Life Cycle and Phases:

2. Develop a clear project life cycle with distinct phases, gates, and
decision points. Tailor the phases to suit the nature of IT projects in
the organization, considering factors such as technology complexity,
timelines, and dependencies.
Developing an effective Information Technology (IT) project management
methodology is crucial for organizations to successfully plan, execute, and
complete IT projects. Here's a step-by-step approach on how organizations can
develop IT project management methodologies tailored to their specific needs:
7. Establish Standard Processes and Workflows:
1. Define standardized project management processes, workflows, and
procedures for initiating, planning, executing, monitoring and
controlling, and closing IT projects. Detail the steps, inputs, outputs,
and tools for each process.

8. Select Appropriate Tools and Technologies:

2. Identify and implement project management tools and technologies
that align with the methodology. These tools should support the
defined processes and facilitate efficient project execution,
collaboration, reporting, and monitoring.
 Developing an effective Information Technology (IT) project management
methodology is crucial for organizations to successfully plan, execute, and
complete IT projects. Here's a step-by-step approach on how organizations can
develop IT project management methodologies tailored to their specific needs:

9. Develop Templates and Documentation Guidelines:

1. Create project documentation templates and guidelines to ensure
consistency and standardization across projects. Include templates
for project charters, work breakdown structures, risk registers, status
reports, etc.

10. Provide Training and Skill Development:

2. Conduct training sessions and workshops to educate project teams,
stakeholders, and relevant personnel about the new methodology.
Offer skill development programs to enhance competencies in project
management practices.
 Developing an effective Information Technology (IT) project management
methodology is crucial for organizations to successfully plan, execute, and
complete IT projects. Here's a step-by-step approach on how organizations can
develop IT project management methodologies tailored to their specific needs:
11. Iterate and Improve:
1. Continuously collect feedback and lessons learned from project teams
and stakeholders. Regularly review and update the IT project
management methodology to incorporate improvements, adapt to
changing organizational needs, and align with emerging best
practices.

12. Promote Adoption and Governance:

2. Encourage adherence to the IT project management methodology
across the organization. Establish a governance framework to ensure
compliance and provide guidance and support to project teams
during methodology implementation.
By following these steps, organizations can develop a tailored IT project management methodology that
meets their specific needs, improves project outcomes, and aligns with the overall organizational goals
and objectives. Regular reviews and continuous improvement ensure the methodology remains effective
and up-to-date in a dynamic business environment.
 Case Study: Implementation of a Customer Relationship
Management (CRM) System
1. Initiation: A medium-sized retail company, XYZ Retailers,
decides to improve customer relationship management by
implementing a CRM system. The goal is to streamline
customer data, enhance communication, and improve
overall customer satisfaction and business efficiency.
2. Planning: The project planning phase involves creating a
project charter, identifying stakeholders, defining project
objectives, developing a project scope statement, and
creating a work breakdown structure (WBS). Key activities
include:
• Conducting a needs assessment to determine CRM requirements.
• Defining project objectives: Improve customer data management, streamline communication, and enhance
customer service.
• Identifying stakeholders: Various departments within the organization, customers, and CRM vendors.
• Creating a project team with IT and business process experts.
• Developing a detailed project plan, including timelines, milestones, budget estimates, and resource
allocation.
 Case Study: Implementation of a Customer Relationship
Management (CRM) System

3. Execution: During the execution phase, the project plan is put into action. Key activities include:
• Selecting and procuring the CRM system based on the defined requirements.
• Customizing the CRM system to align with the company's specific needs and processes.
• Integrating the CRM system with existing IT infrastructure.
• Conducting training sessions for employees to familiarize them with the new system.
• Migrating data from the old systems to the new CRM platform.
• Implementing change management strategies to ensure a smooth transition.

4. Controlling: The controlling phase involves monitoring project performance and ensuring that everything
aligns with the project management plan. Key activities include:
• Regularly tracking project progress against the project plan, identifying variances, and taking corrective
actions.
• Conducting quality assurance to ensure the CRM system meets defined standards and requirements.
• Managing risks and issues as they arise and implementing appropriate risk mitigation strategies.
• Communicating progress and updates to stakeholders, including regular status reports and meetings.
 Case Study: Implementation of a Customer Relationship
Management (CRM) System

5. Closing: The closing phase involves formalizing acceptance of the CRM system and closing out the
project. Key activities include:
• Conducting user acceptance testing (UAT) to ensure the CRM system meets the defined criteria.
• Obtaining sign-off from stakeholders to formally close the project.
• Documenting lessons learned and best practices for future projects.
• Archiving project documentation and delivering any necessary training or transition materials to the
operations team.
• Celebrating the successful implementation of the CRM system with the project team and
stakeholders.

Through this case study, we've demonstrated how an IT/IS project can progress through the initiation,
planning, execution, controlling, and closing phases using the example of implementing a CRM
system in a retail company.