Chapter 3:

The Project Management

Process Groups
Information Technology Project Management, Ninth Edition
Note: See the text itself for full citations

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.
Learning Objectives

• 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

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.
Introduction

• Project management consists of 10 knowledge areas

• Integration, scope, schedule, cost, quality, resource,
communications, risk, procurement, and stakeholder
management
• Projects involve five project management process
groups
• Initiating, planning, executing, monitoring and
controlling, and closing
• Tailoring these process groups to meet individual
project needs increases the chance of success in
managing projects

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.
Project Management Process Groups (1 of
2)

• 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

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.
Project Management Process Groups (2 of 2)

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.
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

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.
Pre-initiation Tasks

• It is good practice to 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

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.
Project Management Process Groups and Knowledge Area Mapping

8
Scrum Roles, Artifacts, and Ceremonies (1 of 5)

• Product owner: person 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: person who ensures that the team is productive,
facilitates the daily Scrum, enables close cooperation across all roles
and functions, and removes 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, which normally lasts two to four weeks

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.
Scrum Roles, Artifacts, and Ceremonies (2 of 5)

• 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: shows the cumulative work remaining in a sprint on a day-by-
day basis

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.
Scrum Roles, Artifacts, and Ceremonies (3 of 5)

• 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
Scrum Roles, Artifacts, and Ceremonies (4 of 5)

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.
Scrum Roles, Artifacts, and Ceremonies (5 of 5)
Process Group Scrum Activity
Initiating
Determine roles

Decide how many sprints will compose each release and the scope of software
to deliver
Planning

Create product backlog

Create sprint backlog

Create release backlog

Plan work each day in the daily Scrum

Document stumbling blocks in a list

Executing

Complete tasks each day during sprints

Produce a shippable product at the end of each sprint

Table 3-18 Unique Scrum activities by process group

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.
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

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.
Planning (1 of 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

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.
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

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.
Monitoring and Controlling (1 of 2)

• The 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

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.
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?

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.