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Kathy Shwalbe Chapter 3 Summary
- Institution
- University Of Pretoria (UP)
Chapter 3 Summary of KATHY SCHWALBE INFORMATION TECHNOLOGY PROJECT MANAGEMENT 8e
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CHAPTER 3: THE PROJECT MANAGEMENT PROCESSGROUPS: A CASE STUDY
PROJECT MANAGEMENT PROCESS GROUPS
Project management process groups progress from initiating activities to planning activities,
executing activities, monitoring and controlling activities, and closing activities. Recall that a project
can have different combinations of phases.
Initiating processes include defining and authorizing a project or project phase.
Initiating processes take place during each phase of a project.
Planning processes include devising and maintaining a workable scheme to ensure
that the project addresses the organization’s needs. Projects include several plans,
such as the scope management plan, schedule management
plan, cost management plan, and procurement management plan. These plans define
each knowledge area as it relates to the project at a particular point in time.
Executing processes include coordinating people and other resources to carry out
the various plans and create the products, services, or results of the project or phase.
Monitoring and controlling processes include regularly measuring and monitoring
progress to ensure that the project team meets the project objectives.
Closing processes include formalizing acceptance of the project or project phase
and ending it efficiently. Administrative activities are often involved in this process
group, such as archiving project files, closing out contracts, documenting lessons
learned, and receiving formal acceptance of the delivered work as part of the phase or
project.
, Mapping the Process Groups to Knowledge Areas
Developing an IT Project Management Methodology
The PMBOK® Guide is a standard that describes best practices for what should be done to manage a
project. A methodology describes how things should be done, and different organizations often have
different ways of doing things.
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