1
Chapter 3:
The Project Management
Process Groups: A Case
Study
2
Learning Objectives
• Describe the five project management
(PM) process groups, the typical level of
activity for each, and the interactions
among them.
• Understand how the PM process groups
relate to the PM knowledge areas.
• Discuss how organizations develop
information technology PM
methodologies to meet their needs.
3
Learning Objectives
• Review a case study of an organization
applying the PM process groups to
manage an information technology project,
and understand the contribution that
effective project initiation, project planning,
project execution, project monitoring and
controlling, and project closing make to
project success.
4
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 co ntrolling processes
– Closing processes
5
Level of Activity and Overlap of
Process Groups Over Time
6
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.”*
*Pell, Phillip A., Comments posted on CIO Magazine Web site on article “For
the IRS, There’s No EZ Fix” (April 1, 2004).
