Show CIT 4853 IT Project Management February 10, 2021 Team Members: Frankisa Surani and Shabana Lalani Chapter 3 Group Assignment 1.What are the main differences between the two versions of the JWD Consulting case study? The differences are as follow: Firstly, the main difference between pre-initiation would be determining roles and deciding what functionality would be delivered as part of each release, how many sprints will be required to complete a release, and how many releases of software to deliver. In the prescriptive approach, only one release of the software would be made which will be at the very end. Secondly, in prescriptive approach the planning process includes creating a team charter, WBS, Gantt chart, and list of prioritized risks for the whole project. In agile approach, the team follows a scrum method; a preliminary scope statement is written and in place of a WBS, high-level descriptions of the work to be completed would be identified in the product and sprint backlogs. Thirdly, the team would complete tasks each day in both approaches, but by using an agile approach, the team would produce several iterations of a potentially shippable product. Next, in the prescriptive approach, a brief progress report was submitted each Friday. However, in agile approach, daily scrum meeting is held, and a sprint review was written after each sprint. Lastly, for the closing phase, in prescriptive approach, a lesson learned report is written whereas in agile approach, a sprint retrospective is written which is intended to answer two fundamental questions; What went well during the last sprint that we should continue doing and what could we do differently to improve the product or process? Although both approaches do differ a lot, the main difference that we found was the iterations. With the agile approach, since they were able to deliver multiple versions, they could accept feedback and work on it before releasing the second update. With prescriptive or waterfall approach, there was only one final product and there was no chance of re-doing or changing the product after the release. 2.When should you use a more prescriptive or agile approach? Projects with heavy constraints, inexperienced and dispersed teams, large risks, generally clear up-front requirements, and a fairly rigid completion date are best done using a predictive approach. In contrast, projects with less rigid constraints, experienced and preferably co-located teams, smaller risks, unclear requirements, and more flexible scheduling would be more compatible with an agile approach. Presentation on theme: "Chapter 3: The Project Management Process Groups: A Case Study"— Presentation transcript: 1 Chapter 3: The Project Management Process Groups: A Case Study 2
Learning 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 Information Technology Project Management, Seventh Edition
Information Technology Project Management, Sixth Edition 3 Learning Objectives 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 Review the same case study of a project managed with an agile focus to illustrate the key differences in approaches Describe several templates for creating documents for each process group Information Technology Project Management, Seventh Edition
4 Project Management Process Groups 5 Figure 3-1. Percentage of Time Spent on Each
Process Group 6 Process Groups Overlap in Time
7 What Went Wrong? Philip A. Pell, PMP, commented on how the U.S. IRS needed to improve its project management process. “Pure and simple, good, methodology-centric, predictable, and repeatable project management is the SINGLE greatest factor in the success (or in this case failure) of any project… The project manager is ultimately responsible for
the success or failure of the project.”* A 2008 U.S. Government Accountability Office (GAO) report stated that IRS had fixed just 29 of 98 information security weaknesses identified the previous year *Comments posted on CIO Magazine Web site on article “For the IRS, There’s No EZ Fix,” (April 1, 2004). Information Technology Project Management, Seventh Edition
8 Media Snapshot 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 might 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.”* Project managers in any field know how important it is to follow a good process. *Jacks, Brian, “Lord of the Rings: The Two Towers Extended Edition (New Line)”, Underground Online (accessed
from August 4, 2004). Information Technology Project Management, Seventh Edition 9 Mapping the Process Groups to the Knowledge Areas 10
Table 3-1. Project Management Process Groups and Knowledge Area Mapping* 11
Table 3-1. continued Information Technology Project Management, Seventh Edition 12 Developing an IT Project Management Methodology
13 Global Issues A 2011 study of organizations across India included the following findings: Two-thirds of organizations in some stage of Agile adoption are realizing key software and
business benefits in terms of faster delivery of products to the customer, an improved ability to manage changing requirements, and higher quality and productivity in IT. Organizations struggle with the magnitude of the cultural shift required for Agile, opposition to change, a lack of coaching and help in the Agile adoption process, and a lack of qualified people. The daily stand-up, iteration planning, and release planning are the most commonly used practices, while
paired programming and open workspaces are not popular Information Technology Project Management, Seventh Edition 14 Case Study: JWD Consulting’s Project Management
Intranet Site (Predictive Approach) 15 Project Pre-initiation 16 Project Initiation Initiating a project includes recognizing and starting a new project or project phase The main goal is to formally select
and start off projects Table 3-3 shows the project initiation knowledge areas, processes, and outputs Information Technology Project Management, Seventh Edition 17 Table 3-4. Stakeholder Register 18 Table 3-4. Stakeholder Management Strategy
19 Project Charters and Kick-off Meetings 20 Figure 3-2. Kick-off Meeting Agenda 21 Project Planning The main purpose of project planning is to guide execution Every knowledge area includes planning information (see Table 3-7 on pages ) Key outputs included in the
JWD project include: A team contract A project 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 (part of a risk register) See sample documents starting on p. 104 Information Technology Project Management, Seventh Edition
22 Figure 3-4. JWD Consulting Intranet Site Project Baseline Gantt Chart
23 Table. 3-10. List of Prioritized Risks
24 Project Executing Usually takes the most time and resources to perform project execution Project managers must use their leadership skills to handle the many challenges that occur
during project execution Table 3-11 on p. 111 lists the executing processes and outputs. Many project sponsors and customers focus on deliverables related to providing the products, services, or results desired from the project A milestone report (example on pp ) can help focus on completing major milestones Information Technology Project Management, Seventh Edition
25 Part of Milestone Report (Table 3-11, partial)
26 Best Practice One way to learn about best practices in project management is by studying
recipients of PMI’s Project of the Year award The Quartier international de Montreal (QIM), Montreal’s international district, was a 66-acre urban revitalization project in the heart of downtown Montreal This $90 million, five-year project turned a once unpopular area into a thriving section of the city with a booming real estate market and has generated $770 million in related construction Information Technology Project Management, Seventh Edition
27 Project Monitoring and Controlling
28 Project Closing Involves 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 include project files and lessons-learned reports, part of organizational process assets Most projects also include a final report and presentation to the sponsor/senior management Information Technology Project
Management, Seventh Edition 29 Case Study 2: JWD Consulting’s Project Management Intranet Site (Agile Approach)
30 An Informed Decision It is not a snap decision whether to use an agile approach or not, just like
flying or driving somewhere on a trip Projects with less rigid constraints, experienced and preferably co-located teams, smaller risks, unclear requirements, and more flexible scheduling would be more compatible with an agile approach The following example uses Scrum roles, artifacts, and ceremonies Information Technology Project Management, Seventh Edition
31 Scrum Roles Product owner: The 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: The 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: A 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 2-4 weeks. Information Technology Project Management, Seventh Edition
32 Scrum Artifacts An artifact is a useful object created by people
33 Scrum Ceremonies Sprint planning session: A meeting with the team to select a set of
work from the product backlog to deliver during a sprint. Daily Scrum: A short meeting for the development team to share progress and challenges and plan work for the day. Sprint reviews: A meeting in which the team demonstrates to the product owner what it has completed during the sprint. Sprint retrospectives: A 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. Information Technology Project Management, Seventh Edition 34 Figure 3-5. Scrum Framework and the Process Groups
35 Table 3-18. unique Scrum Activities by Process Group
36 Planning Not different from PMBOK® Guide Different:
37 Figure 3-6. Intranet Site Project Baseline Gantt Chart Using Scrum ApproachApproach
38 Table 3-19. Product and Sprint Backlogs
39 Executing Not different from PMBOK® Guide Different: 40 Monitoring and Controlling
41 Figure 3-7. Burndown Chart 42
Closing Different: Not different from PMBOK® Guide 43 Templates Table 3-20 on pp lists the
templates available on the companion Web site and the author’s site ( Information Technology Project Management, Seventh Edition
44 Chapter Summary 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 nine 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 differences using agile (Scrum). The biggest
difference is providing three releases of useable software versus just one Information Technology Project Management, Seventh Edition What is JWD in project management?JWD Consulting provides a variety of consulting services to assist organizations in selecting and managing IT projects. The firm focuses on finding and managing high-payoff projects and developing strong metrics to measure project performance and benefits to the organization after the project is implemented.
What is JWD Consulting?JWD Consulting provides marketing and professional technical support to Professional Financial Advisors both in the UK and Offshore. The company represents a range of facilities focusing on Business Development and Investment Marketing to Regulated Professional Financial Advisers.
What was the projected ROI for the JWD consulting project?Assume that the projected costs and benefits for this project are spread over four years as follows: Estimated costs are $200,000 in Year 1 and $30,000 each year in Years 2, 3, and 4. Estimated benefits are $0 in Year 1 and $100,000 each year in Years 2, 3, and 4.
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