Project Management

Process Groups

PMI Framework

Project Management in PMBOK guide Project

Management Institute
Structures PM by
Processes
Knowledge Areas

Processes. 2 types
PM processes: describing and organizing the work of the
project
Product-oriented processes: specifying and building the
projects product

What is a Process? Definitions

According to PMI a series of actions bring about a result
The set of activities required to achieve an output. (Project
Management Handbook)
A series of actions, changes, or functions bringing about a result
A set of activities performed for a given purpose. (Software
Acquisition Capability Maturity Model )
A set of partially ordered steps intended to reach a goal. In
software engineering the goal is to build a software product or to
enhance an existing one. In process engineering, the goal is to
develop or enhance a process model. Process corresponds to a
business use case in business engineering.

Characteristics of process groups

Linked by results they produce
Overlap through each phase of the project
Cross phases closing process of one phase may provide
input for process in later phase

Attributes processes should have

They accelerate progress

They prevent problems
They make important actions visible and measurable
They include a process for changing or eliminating the
process
People impacted by them are in favour of them

Project initiation documents

Every organization has its own variations of what
documents are required to initiate a project. Its important
to identify the project need, stakeholders, and main goals.

Sample Project Charter

Sample Project Charter

Project Management Process

Initiating Process Group

Planning Process Group
Executing Process Group
Monitoring & Controlling
Process Group
Closing Process Group

Relationship of process groups

Initiating
Processes

Planning
Processes

Controlling
Processes

Executing
Processes

Closing
Processes

PDCA -Cycle

Overlap of Process groups in phase

High-level process group interaction

PMI view

Enterprise Environmental
Factors

Initiating Process
Group

Project Initiator or Sponsor

Organizational
Process Assets
Planning Process
Group

Executing
Process Group

Monitoring and
Controlling
Process Group

Closing Process
Group

Customers

Elaboration is in next
slide.

High-level process group interaction PMI view

High-level process group interaction PMI view

Contd.

High-level process group interaction PMI view

Contd.

Mapping of Project Management

Process Groups to Areas of
Knowledge

Project initiation Process

Initiating a project includes recognizing and starting a new project
or project phase.
Some organizations use a pre-initiation phase, while others
include items such as developing a business case as part of the
initiation.
The main goal is to formally select and start off projects.
Key outputs include:

Assigning the project manager.

Identifying key stakeholders.
Completing a business case.
Completing a project charter and getting signatures on it.

Planning Process
The main purpose of project planning is to guide execution.
Every knowledge area includes planning information.
Key outputs included project include:

A team contract.
A scope statement.
A work breakdown structure (WBS).
A project schedule, in the form of a Gantt chart with all
dependencies and resources entered.
A list of prioritized risks.

Project Execution process

Project execution usually takes the most time and resources.
Project managers must use their leadership skills to handle
the many challenges that occur during project execution.
Many project sponsors and customers focus on deliverables
related to providing the products, services, or results desired
from the project.
A milestone report can keep the focus on completing major
milestones.

Milestone report

Project monitoring and controlling process

Involves measuring progress toward project objectives,
monitoring deviation from the plan, and taking corrective
action to match progress with the plan.
Affects all other process groups and occurs during all
phases of the project life cycle.
Outputs include performance reports, requested changes,
and updates to various plans.

Closing process
Involves gaining stakeholder and customer acceptance of
the final products and services.
Even if projects are not completed, they should be
formally closed in order to reflect on what can be learned
to improve future projects.
Outputs include project archives and lessons learned,
which are part of organizational process assets.
Most projects also include a final report and presentation
to the sponsor or senior management.

Three Major Documents/Artifacts

Project Charter

Formally authorizes the project

Contains the statement of work
Describe why the project is taken under consideration or historical
reasoning or background
Logical Framework, if available

Project Scope Statement

States what works need to be accomplished and what deliverables

need to be produced.
Supporting documents

Project Management Plan

States how the work will be performed

Composed of the Plans and Documents generated by the various
processes.

Additional Key Artifacts for IT

Projects (Minimum set) contd.

System Requirements Specifications (SRS)

Business Case Identifying basic business requirements

Use Cases Identifying unit of works
Test Cases identifying areas to be tested
Traceability Matrix to keep scope under control

System Design Docs

System Architecture Design Doc technology overview

Swim Lane Activity Diagram showing flow of control of activities
Major Class Diagram / Object Diagram showing enterities with interface and data structure
Deployment Diagram Showing enteritis with relationship
For database centric applications:
Data Dictionary
E-R diagram (Entity-Relation)

Users support Docs

Installation and start-up Manual
User Reference Guide
Technical references
Future improvement scopes
Known bug list

User Training Manual

Thank you