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Oct 19, 2014
TTL NAND Gates
Process Groups and Knowledge Areas
Loren Karl Schwappach
Colorado Technical University
30 August 2011
Process Groups and Knowledge Areas
Hello, my name is Loren Karl Schwappach. I am the new project manager for
the 2011 Billing System Upgrade Project (BSUP). I have been asked to create this briefing to
enlighten the customer service and billing departments about project management process
groups and the knowledge areas of project management. I hope this briefing is informative
and helps to open eyes to the upcoming challenges ahead. It is my goal to see this project to
success and as base line users you will play a large role in determining the quality and
performance of the final project.
Today I will talk to you about the five project management process groups to
include: initiating, planning, executing, monitor and controlling and closing. I will also
introduce the nine knowledge areas of project management to include: integration
management, scope management, time management, cost management, quality management,
human Resources management, communications management, risk management, and
procurement management. I will end the briefing with a project management case study. If
you have any questions as I proceed during this briefing please feel free to speak them during
Project Management Process Groups
Before the customer service and billing departments legacy billing system
web-based upgrade project can be initiated, it is imperative for the project manager, project
team, and project stakeholders to recognize what is to pass once the project is started and the
undertakings they will be required to participate in. This briefing was designed to provide an
understanding of project management process groups and the nine knowledge areas of project
management so that IRTC employees can observe how to properly work with and structure the
project to ensure this projects success. Although, there is no way to completely anticipate and
prevent all problems, having a clear understanding of the processes will help increase the
effectiveness in managing this large upgrade project.
Group #1: Initiating
The initial phase of project management involves obtaining the necessary
permissions and approvals required to begin the project. Usually, a document outlining the
necessity for the project is created in order to reason to the projects sponsor how the needs of
the organization will be met, and approximately how much the project will cost and how long
the project is expected to take (Babou, 2008).
The initiating process group contains the processes designed to describe the
project, subproject, or phase of an existing project and obtain authorization to begin each
project phase. The main processes of the initiating group as defined by the PMBOK are to
develop the project charter and identify stakeholders (Global Standard, 2008).
Group #2: Planning
This project group is about planning out the project and defining project goals.
Large portions of the project need to be stripped down and deadlines will be scheduled.
Stakeholders will play a large role in authorizing and planning out resources (Babou, 2008).
This is also the phase in which the project team is put together and begins to identify tasks and
roles. Project costs are estimated to provide the groundwork for a project budget. The IRTC
project team will utilize MS Project to aid in the scheduling of costs and resources and will
utilize your departments in streamlining these plans.
The planning process group contains processes needed to establish the
projects scope, smooth and refine objectives and identify courses of action necessary to
complete project objectives. This group contains the following processes: develop project
management plan, collect requirements, define scope, create WBS, define activities, sequence
activities, estimate activity resources, estimate activity durations, develop schedule, estimate
costs, determine budget, plan quality, develop human resource plan, plan communications,
plan risk management, identify risks, perform quantitative risk analysis, plan risk responses,
and plan procurements (Global Standard, 2008).
Group #3: Executing
Now that the project team has everything in place and goals well-defined, it is
time to begin developing the end product results. Contracts are administered as needed, and
the projects team members make periodic reports on their status. Everything that goes into
making the plan a reality takes place during the projects execution group (Babou, 2008).
This process group contains the processes used to perform and complete work
as outlined by the project management plan and needed to satisfy project specifications. This
group contains the following processes: direct and manage project execution, perform quality
assurance, acquire project team, develop project team, manage project team, distribute
information, manage stakeholder expectations, and conduct procurements (Global Standard,
Group #4: Monitoring and controlling
After the execution stage is under way the project team should begin
monitoring to ensure everything goes according to the project plan. As products and stages are
completed, each is submitted to the project sponsor (IRTC CIO) for approval. If adjustments
are required they are made during this stage. The project team and stakeholders should keep
an ongoing list of valuable lessons learned during the project to help in evaluating the projects
performance (Babou, 2008).
This process group contains the processes utilized in tracking, reviewing, and
regulating the performance and progress of the project, identifying areas for change, and
initiating changes. The group contains the following processes: monitor and control project
work, perform integrated change control, verify scope, control scope, control schedule, control
costs, perform quality control, report performance, monitor and control risks, and administer
procurements (Global Standard, 2008).
Group #5: Closing
The last project management group marks the end of the project. The project
manager arranges for the final acceptance of the product, and the sponsor accepts. Everything
is carefully documented in writing, and records of contracts, transactions, and other
agreements are completed. Project debriefing and plans for necessary follow up are made at
this time (Babou, 2008).
The closing process group contains the processes for finalizing activities
across all process groups. This group contains the following processes: close project or phase,
and close procurements (Global Standard, 2008).
Project Management Knowledge Areas
Managing projects involves applying knowledge, skills, tools, and techniques
to project activities in order to meet project objectives. IRTCs project team will accomplish
this by performing processes at various stages of the project, as I discussed in the project phase
slides. Each aspect of a project is managed by using the corresponding knowledge area.
Each process belongs to one of the nine knowledge areas: scope management,
time management, cost management, human resource management, procurement management,
risk management, quality management, integration management, and communication
management (Kerzner, 2003).
Project Integration Management
The project is initiated, planned, and executed in pieces, and all those need to
fit together. That is where project integration management is utilized. Project integration
management includes developing the project charter (the document that authorizes the project
and identifies initial project requirements), developing the project management plan (defines
how the project is executed, monitored, and controlled), directing and managing project
execution (creating deliverables, training staff and team members, obtaining resources,
performing risk management, managing sellers and suppliers, issuing change requests),
monitoring and controlling project work (tracking, reviewing, and regulating the progress to
meet performance objectives), performing integrated change control (reviewing, approving,
and managing project changes), and closing the project or a phase of a project (review and
finalizing all activities) (Global Standard, 2008).
Project Scope Management
Project scope management includes collecting requirements (defining and
documenting stakeholders needs, customer service will play a large part here), defining the
scope (develop detailed description of the project), creating a Work Breakdown Structure
(WBS) (subdivides deliverables into smaller manageable components), verifying the scope
(formalizing acceptance of deliverables), and controlling the scope (monitoring the status of
the project and scope and managing changes). Initially our project team will collect