The Project Management Process Groups

927 WordsOct 29, 20124 Pages
Chapter 3: The Project Management Process Groups: A Case Study Learning Objectives o Describe the five project management (PM) process groups, the typical level of activity for each, and the interactions among them. o Understand how the project management process groups relate to the project management knowledge areas. o Discuss how organizations develop IT project management methodologies to meet their needs. Learning Objectives (Cont.) o Review a case study of an organization applying the PM process groups to manage an IT project. o Understand the contribution that effective project initiation, project planning, project execution, project monitoring and controlling, and project closing make to project success. Project…show more content…
n A project schedule, in the form of a Gantt chart with all dependencies and resources entered. n A list of prioritized risks. o See sample documents on pages 99-106. JWD Consulting Intranet Site Project Baseline Gantt Chart List of Prioritized Risks Project Executing o Project execution usually takes the most time and resources. o Project managers must use their leadership skills to handle the many challenges that occur during project execution. o Many project sponsors and customers focus on deliverables related to providing the products, services, or results desired from the project. o A milestone report (example on pp. 108-109) can keep the focus on completing major milestones. Part of Milestone Report Project Monitoring and Controlling o Involves measuring progress toward project objectives, monitoring deviation from the plan, and taking corrective action to match progress with the plan. o Affects all other process groups and occurs during all phases of the project life cycle. o Outputs include performance reports, requested changes, and updates to various plans. Project Closing o Involves gaining stakeholder and customer acceptance of the final products and services. o Even if projects are not completed, they should be formally closed in order to reflect on what can be learned to improve future projects. o Outputs include project archives and lessons learned, which are part of organizational process assets. o Most
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