Question

What are some of the typical challenges project teams face during each of the five process groups? You can frame your discussion based on a project described in one of the highlighted boxes in Chapter 3 of the text (for example, the "What Went Right?" or "What Went Wrong?" feature). You can also frame your discussion on one of PMI's Project of the Year Award winners, or on a well-known project failure like the Denver International Airport baggage handling system of this chapter.

Answer 1

What are some of the typical challenges project teams face during each of the five process groups? You can frame your discussion based on a project described in one of the highlighted boxes in Chapter 3 of the text (for example, the “What Went Right?” or “What Went Wrong?” feature). You can also frame your discussion on one of PMI’s Project of the Year Award winners, or on a well-known project failure like the Denver International Airport baggage handling system of this chapter.

Initiating - This process helps to set the vision of what is to be accomplished. This is where the project is formally authorized by the sponsor, initial scope defined, and stakeholders identified. Stakeholder identification is crucial here because correct identification (and subsequent management) of stakeholders can literally make or break the project. This process group is performed so that projects and programs are not only sanctioned by a sponsoring entity, but also so that projects are aligned with the strategic objectives of the organization. Where this is not performed, projects may be started and carried out haphazardly, with no real stated goal or objective. If you don't formally authorize a project, you don't have a project.

Planning – this is a crucial element of planning is establishing the total scope of the project. While it may appear as though that was accomplished in Initiating, scope (along with risks, milestones, summary and budget) was defined there at a high level. Here, through an iterative and more detailed planning process, called progressive elaboration, project documents are developed at a much more detailed level. Too many companiesbegin a project with only a cursory amount of planning assuming that - one supposes - everything will fall into place. But too often, without any real or sufficient planning, chaos prevails.

Executing – This is where the project management plan is ready to execute. This is where the team starts creating deliverables while the project manager coordinates those resources. Most of the budget is spenton deliverables of the project and it is likely here where we will begin to see stakeholder change requests. Communication is key in this process as project managers need to ensure that the team is working within budgets and making modified changes as they go along the way.

Monitoring and Controlling – These process tracks, reviews and regulates the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes.Some examples of areas one might control are scope, cost, and schedule. Project managers need to stack on track and it requires vigilance, tracking and reporting project-focused measurements towards meeting its objectives.

Closing – This is where we formally close the project but too often projects just fizzle out. People stop coming to the meetings and everyone just shows up at the next one. The project manager must The project manager must create a report to show findings and to help assist with future projects.