PMP – PMBOK 5TH EDITIONCOMPLETE TUTORIAL SERIES

DEVELOP PROJECT CHARTER

DEVELOP PROJECT CHARTER

• IT IS THE VERY FIRST PIECE OF DOCUMENTATION FOR A PROJECT.

• PROJECT CHARTER IS A DOCUMENT ISSUED BY THE PROJECT SPONSOR/INITIATOR THAT FORMALLY AUTHORIZES THE EXISTENCE OF A PROJECT & PROVIDES THE PROJECT MANAGER WITH THE AUTHORITY TO APPLY ORGANIZATIONAL RESOURCES TO PROJECT ACTIVITIES

• SOMEONE OTHER THAN THE PROJECT MANAGER, SUCH AS THE SPONSOR, A CUSTOMER, THE PMO, A PORTFOLIO STEERING COMMITTEE OR A SENIOR MANAGEMENT INITIATES THE PROJECT.

• THE INITIATOR MUST HAVE AUTHORITY CONSISTENT WITH THE SIZE & COMPLEXITY OF THE PROJECT

• THE PROJECT CHATTER FORMALLY:

• IDENTIFIES THE PROJECT SPONSOR & THE PROJECT MANAGER

• DEMONSTRATES COMMITMENT TO THE PROJECT & FORMALIZES THE PM’S AUTHORITY

• LINKS THE PROJECT TO THE ORGANIZATIONAL STRATEGIC PLAN & HOW IT ALIGNS WITH OPERATIONS

INPUTS TO DEVELOP PROJECT CHARTERTHERE ARE FIVE INPUTS TO THE DEVELOP PROJECT CHARTER”

1. PROJECT STATEMENT OF WORK (SOW)

• EXPLAINS THE BUSINESS NEEDS

• CLARIFIES THE PRODUCT OF THE PROJECT

• TELLS HOW THE PROJECT ALIGNS WITH ORGANIZATION’S STRATEGIC PLAN

2. BUSINESS CASE

• FINANCIAL BENEFITS – REVENUE, COST REDUCTION

• NON FINANCIAL BENEFITS – CUSTOMER LOYALTY, INNOVATION

3. AGREEMENT – IF THE PROJECT IS BASED ON CONTRACTUAL AGREEMENT LIKE MOU, LETTER OF INTENT

• CONTRACT STATEMENT OF WORK

• CONTRACTUAL REQUIREMENT, TERMS & CONDITION

4. ENTERPRISE ENVIRONMENTAL FACTORS (EEF)

• INTERNAL EEF SUCH AS ORG STRUCTURE, HUMAN RESOURCE CAPABILITIES, PMO POLICIES, RISK DATABASES

• EXTERNAL EEF SUCH AS COMPETITIONS, REGULATIONS, INDUSTRY STANDARDS, GOVT POLICIES, MARKET ETC

5. ORGANIZATIONAL PROCESS ASSETS (OPA)

• POLICIES, PROCEDURES, TEMPLATES, PRIOR PROJECTS, INTRANETS, PAST PROJECT DOCUMENTS, LESSONS LEARNED

TOOLS & TECHNIQUES

• EXPERT JUDGMENT IS THE PRIMARY TECHNIQUE FOR ALL THE PROJECT INTEGRATION MANAGEMENT PROCESSES.

• EXPERT JUDGMENT IS THE ACTIVITIES SPECIFIC APPROPRIATE JUDGMENT PROVIDED BY THE SUBJECT MATTER EXPERT (SME) SUCH AS GROUP OF PERSON WITH SPECIALIZED EDUCATION, KNOWLEDGE, SKILL, EXPERIENCE & TRAINING.

TWO TYPES OF SME

• INTERNAL EXPERTS

• SPONSORS, TEAM MEMBERS, PAST PM, OTHER STAKEHOLDER OR THE PMO

• EXTERNAL EXPERTS

• CONSULTANTS, INDUSTRY & PROFESSIONAL ASSOCIATION

OUTPUT OF DEVELOP PROJECT CHARTERTHE END RESULT OF A DEVELOP PROJECT CHARTER PROCESS IS THE PROJECT CHARTER!!

CHARTER CONTENT ITEM WHAT IT DOES

PURPOSE & JUSTIFICATION REASON FOR THE PROJECT – MAY REFER TO BUSINESS CASE, STRATEGIC OBJECTIVES OR EXTERNAL FACTORS

OBJECTIVES MULTIPLE OBJECTIVES FOR THE SCOPE, SCHEDULE, COST, QUALITY, CUSTOMER SATISFACTION, ETC

SUCCESS CRITERIA MEASUREABLE CRITERIA TO INDICATE SUCCESSFUL COMPLETION OF EACH OBJECTIVE

HIGH LEVEL REQUIREMENTS INITIAL HIGH LEVEL BUSINESS & COMPLIANCE REQUIREMENTS THAT MEETS CUSTOMER EXPECTATIONS

ASSUMPTIONS & CONSTRAINTS INTIAL ASSUMPTION ABOUT SCOPE, RESOURCES, FUNDING, LIMITATION, BUDGET OR FIXED DUE DATE

HIGH LEVEL PROJECT DESCRIPTION SUMMART OF THE PROJECT’S DELIVERABLES & APPROACH TO BUDGETS

HIGH LEVEL RISKS INITIAL RISK THAT WILL LATER BE PROGRESIVELY ELABORATED

SUMMARY MILESTONE SIGNIFICANT EVENTS OF DELIVERABLES: PHASE COMPLETION, DELIVERABLES & ACCEPTANC

SUMMARY BUDGET INITIAL RANGE OF EXPENDITURES ESTIMATE

STAKEHOLDER LIST INITIAL LIST OF PEOPLE WHO CAN INFLUENCE OR BE INFLUENCED BY THE PROJECT

APPROVAL REQUIREMENTS WHO CAN APPROVE & SIGN OFF ON EACH DELIVERABLE & CRITERIA FOR ACCEPTANCE

PM AUTH ON STAFFING, TECHNICAL DECISION, CONFLICT RESOLUTION, BUDGET MGMT

AUTHORITY TO HIRE, FIRE, DISCPLINE, ACCEPT OR REJECT. AUTH TO MAKE TECHNICAL DECISIONS OR APPROACH, TO RESOLVE CONFLICT WITHIN TEAMS OR EXTERNAL STAKEHOLDERS & TO COMMIT & MANAGE FUNDS VARIANCE

SPONSOR, PM & OTHER RELEVENT SIGNATURES

DEMONSTRATE COMMITMENT & APPROVAL FOR THE PROJECT

OUTPUT

ENTERPRISEENVIRONMEN

TALFACTOR (EEF)

THE PROJECT CHARTER

CONTRACT(IF ANY)

BUSINESS CASE

PROJECTSTATEMENTOF WORK

(SOW)

ORGANIZATIONALPROCESSASSETS

(OPA)

INPU

TS

TOOLS & TECHNIQUES

INTERNAL SMEs EXPERTS JUDGMENTS

&

EXTERNAL SMEsEXPERTS JUDGMENTS &

DEV

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FACILITATION TECHNIQUES

DEVELOP PROJECT MANAGEMENT PLAN

DEVELOP PROJECT MANAGEMENT PLAN

• THE PROJECT MANAGEMENT PLAN IS THE MASTER DOCUMENT WHERE ALL SUBSIDIARY PLANS & THE PROJECT APPROACH ARE DOCUMENTED.

• IT CONTAINS STANDARD INFORMATION TO USE FOR THE PROJECT

• IT DESCRIBES HOW THE PROJECT WILL BE EXECUTED, MONITORED & CONTROLLED.

• THE INFORMATION IN THE PROJECT MANAGEMENT PLAN COMES FROM ALL THE PLANNING PROCESSES (EXCEPT CHANGE MANAGEMENT PLAN & CONFIGURATION MANAGEMENT PLAN)

• PROJECT MANAGEMENT PLAN IS NOT A SCHEDULE!

• THE PROJECT MANAGEMENT PLAN IS A COLLECTION OF OTHER PLANS

• ALTHOUGH IT IS A SINGLE DOCUMENT, IT’S BROKEN INTO SEVERAL SUBSIDIARY PLANS.

• THERE’S ONE SUBSIDIARY PLAN FOR EACH OF THE OTHER KNOWLEDGE AREAS: SCOPE MANAGEMENT, TIME MANAGEMENT, COST MANAGEMENT, QUALITY MANAGEMENT, HUMAN RESOURCE MANAGEMENT, COMMUNICATIONS MANAGEMENT, RISK MANAGEMENT, AND PROCUREMENT MANAGEMENT.

TOOLS & TECHNIQUES

• EXPERT JUDGMENTS ARE NEEDED IN:• TAILORING THE COMPONENTS IN THE PROJECT MANAGEMENT PLAN TO MEET PROJECT’S

NEEDS

• DEFINING THE CHANGE CONTROL PROCESS

• PROVIDING TECHNICAL DETAILS & INFO FOR THE PROJECT MANAGEMENT PLAN

• PROVIDING INPUTS FOR THE APPROPRIATE LIFE CYLE

• IDENTIFY RESOURCES & SKILL LEVELS NEEDED TO GET THE JOB DONE

• IDENTIFY ITEMS THAT BELONGS TO CONFIGURATION CONTROL

• FACILITATION TECHNIQUES• BRAINSTORMING

• PROBLEM SOLVING

• CONFLICT RESOLUTION

• MEETING MANAGEMENT

CHANGE CONTROL SYSTEM

• THE PROJECT MANAGEMENT PLAN INCLUDES BASELINES OF THE SCOPE, SCHEDULE, AND BUDGET THAT CAN BE CHANGED. THUS WHEN CHANGE IS ENCOUNTERED, THE PROJECT MANAGEMENT PLAN MUST BE CONSULTED FIRST TO DECIDE HOW TO PROCEED.

• CHANGE CONTROL SYSTEM IS A SET OF PROCEDURES THAT DESCRIBES HOW MODIFICATION TO THE PROJECT DELIVERABLES & DOCUMENTATION ARE MANAGED & CONTROLLED• HOW CHANGE REQUESTS TO BE MADE,

• THE PROCESS TO EVALUATE THE REQUESTS

• WHO SHOULD SIT ON THE CHANGE CONTROL BOARD

• LEVELS OF AUTHORITY FOR APPROVING CHANGES

CONFIGURATION MANAGEMENT SYSTEM

• A SUBSYSTEM OF THE OVERALL PROJECT MANAGEMENT SYSTEM.

• COLLECTION OF FORMAL DOCUMENTED PROCEDURES USED TO APPLY TECHNICAL & ADMINISTRATIVE DIRECTIONS & SURVEILLANCE TO:

• IDENTIFY & DOCUMENT THE FUNCTIONAL & PHYSICAL CHARACTERISTIC OF THE PROJECT OUTPUT

• CONTROL ANY CHANGES TO SUCH CHARACTERISTICS

• RECORD & REPORT EACH CHANGE & ITS IMPLEMENTATION STATUS

• SUPPORT THE AUDIT OF THE PROJECT OUTPUT TO VERIFY CONFORMANCE TO REQUIREMENTS

• INCLUDES DOCUMENTATION, TRACKING SYSTEM & DEFINED APPROVAL LEVELS NECESSARY FOR AUTHORIZING & CONTROLLING CHANGES

OUTPUT

ENTERPRISEENVIRONMEN

TALFACTOR (EEF)

THE PROJECT MANAGEMENT PLAN

PROJECTCHARTER

ORGANIZATIONALPROCESSASSETS

(OPA)

TOOLS & TECHNIQUES

EXPERT JUDGEMENTS &

DEV

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SCHEDULE MGMTPLAN

REQUIREMT

MGMTPLAN

SCHEDULE

BASELINE

COSTMGMTPLAN

SCOPEBASELINE

PROJECTSCOPESTMNT

SCOPE MGMTPLAN

COMMMGMTPLAN

QUALITYMGMTPLAN

PROCESSIMPRVMN

TPLAN

PRCRMNT

MGMTPLANRISK

MGMTPLAN

HUMANRESOUR

CEPLAN

COSTPRFRMNC

EBASELINE

STKHOLDR

MGMTPLAN

THESE ARE ALL THE OUTPUTS FROM VARIOUS PLANNING

PROCESSES – THEY ARE NOW INPUTS TO THE

DEVELOPMENT OF THE PROJECT MANAGEMENT

PLAN

FACILITATION TECHNIQUES

DIRECT & MANAGE PROJECT WORK

DIRECT & MANAGE PROJECT WORK

• PROCESS OF PERFORMING THE WORK DEFINED IN THE PROJECT MANAGEMENT PLAN & IMPLEMENTING APPROVED CHANGES TO ACHIEVE PROJECT’S OBJECTIVES.

• IT PROVIDES OVERALL MANAGEMENT OF THE PROJECT WORK

• DIRECT & MANAGE PROJECT WORK ACTIVITIES INCLUDES:

• PERFORM ACTIVITIES TO ACCOMPLISH PROJECT OBJECTIVES

• CREATE PROJECT DELIVERABLES TO MEET THE PLANNED PROJECT WORK

• PROVIDE, TRAIN & MANAGE TEAM MEMBERS ASSIGNED TO THE PROJECT

• OBTAIN, MANAGE & USE RESOURCES

• IMPLEMENT PLANNED METHODS & STANDARDS

• ESTABLISH COMMUNICATION CHANNELS

• GENERATE WORK PERFORMANCE DATA SUCH AS COST, SCHEDULE, TECHNICAL & QUALITY PROGRESS

• ISSUE CHANGE REQUEST & IMPLEMENT THE APPROVED CHANGES

• MANAGE RISK & IMPLEMENT RISK RESPONSE ACTIVITIES

• MANAGE STAKEHOLDERS’ ENGAGEMENT

• COLLECT & DOCUMENTS LESSONS LEARNED

OUTPUTS

PROJECT

MGMTPLAN

ORGANIZATIONAL

PROCESSASSETS

(OPA)

TOOLS & TECHNIQU

ES

EXPERT JUDGEMENTS &

MEETINGS

DIR

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MA

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INPU

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APPROVEDCHANGE

REQUESTS

PROJECT MANAGEMENTINFORMATION

SYSTEM

DELIVERABLES

WORK PERFORMAN

CEDATA

CHANGEREQUESTS

PROJECT MNAGEMENT

PLAN UPDATES

PROJECT DOCUMENTS

UPDATES

ENTERPRISEENVIRONMENTA

LFACTOR (EEF)

DELIVERABLES

WORK PERFORMANCE

DATA

CHANGEREQUESTS

PROJECT MNAGEMENT

PLAN UPDATES

PROJECT DOCUMENTS

UPDATES

UNIQUE & VERIFIABLE PRODUCT, RESULT OR CAPABILY TO PERFORM A SERVICE THAT IS REQUIRED TO BE PRODUCED TO COMPLETE A PROCESS, PHASE OR PROJECT.IT IS A TANGIBLE COMPONENT

RAW OBSERVATIONS & MEASUREMENTS IDENTIFIED DURING PERFORMANCE OF ACTIVITIES TO CARRY OUT PROJECT WORK.EX: KPI, TECHNICAL PERFORMANCE, START & FINISH DATES, # OF DEFECTS, ACTUAL COST

FORMAL PROPOSAL TO MODIFY ANY DOCUMENT, DELIVERABLE OR BASELINE. AN APPROVED CHANGE REQUEST WILL REPLACE PREVIOUS DOCUMENT OR BASELINE.THEY CAN BE: 1. CORRECTIVE ACTION, 2. PREVENTATIVE ACTION, 3. DEFECT REPAIR & 4. UPDATESUNIQUE & VERIFIABLE PRODUCT, RESULT OR CAPABILY TO PERFORM A SERVICE THAT IS REQUIRED TO BE PRODUCED TO COMPLETE A PROCESS, PHASE OR PROJECT.IT IS A TANGIBLE COMPONENT

UNIQUE & VERIFIABLE PRODUCT, RESULT OR CAPABILY TO PERFORM A SERVICE THAT IS REQUIRED TO BE PRODUCED TO COMPLETE A PROCESS, PHASE OR PROJECT.IT IS A TANGIBLE COMPONENT

CHANGE REQUESTS

DIRECT & MANAGE PROJECT WORK ALSO REQUIRES REVIEW OF THE IMPACT OF ALL PROJECT CHANGES & THE IMPLEMENTATION OF THE APPROVED CHANGES SUCH AS:

• CORRECTIVE ACTION – INTENTIONAL ACTIVITY THAT REALIGNS THE PERFORMANCE OF THE PROJECT TO THE PROJECT MANAGEMENT PLAN

• PREVENTIVE ACTIONS – INTENTIONAL ACTIVITY THAT ENSURES THE FUTURE PERFORMANCE OF THE PROJECT WORK IS ALIGNED TO THE PROJECT MANAGEMENT PLAN

• DEFECT REPAIR – INTENTIONAL ACTIVITY TO MODIFY A NONCONFORMING PRODUCT OR PRODUCT COMPONENT

• UPDATES – CHANGES TO FORMALLY CONTROLLED PROJECT DOCUMENTS, PLANS, ETC TO REFLECT MODIFIED OR ADDITIONAL IDEAS OR CONTENT

MONITOR & CONTROLPROJECT WORK

MONITOR & CONTROL PROJECT WORK

• PROCESS OF TRACKING, REVIEWING & REPORTING THE PROGRESS TO MEET PERFORMANCE OBJECTIVES DEFINED IN THE PROJECT MANAGEMENT PLAN.

• ALLOWS STAKEHOLDERS TO UNDERSTAND THE CURRENT STATE OF THE PROJECT, STEPS TAKEN, BUDGET, SCHEDULE & SCOPE FORECAST

• MONITORING IS PERFORMED THROUGHOUT THE PROJECT & IS CONCERNED WITH:• COMPARING ACTUAL PERFORMANCE WITH THE PROJECT MANAGEMENT PLAN

• ASSESSING PERFORMANCE TO SEE IF ANY CORRECTIVE OR PREVENTIVE ACTIONS ARE NEEDED

• IDENTIFYING, ANALYZING & TRACKING NEW RISKS TO CREATE APPROPRIATE RISK RESPONSE PLANS

• MAINTAIN ACCURATE & TIME INFO BASE ON THE PROJECT

• PROVIDING INFO TO SUPPORT STATUS REPORTING, PROGRESS MEASUREMENT & FORECASTING

• PROVIDING FORECAST TO UPDATE CURRENT COST & SCHEDULE INFO

• MONITORING IMPLEMENTATION OF APPROVED CHANGES AS THEY OCCUR

• PROVIDING APPROPRIATE REPORTING ON PROJECT PROGRESS TO PROGRAM MANAGEMENT WHEN APPLICABLE

OUTPUTS

PROJECT

MGMTPLAN

ORGANIZATIONAL

PROCESSASSETS

(OPA)

TOOLS & TECHNIQU

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1. EXPERT JUDGEMENTS

MO

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SCHEDULEFORECAST

S

3. PROJECT MANAGEMENT INFORMATION SYSTEM

4. MEETINGS

WORK PERFORMANCE

REPORTS

CHANGEREQUESTS

PROJECT MNAGEMENT

PLAN UPDATES

PROJECT DOCUMENTS

UPDATES

ENTERPRISEENVIRONMENTA

LFACTOR (EEF)

2. ANALYTICAL TECHNIQUES

COSTFORECAST

VALIDATED

CHANGES

WORK PERFORMAN

CE INFO

ELABORATION OF THE NEW INPUTS

• SCHEDULE FORECAST ARE DERIVED FROM PROGRESS AGAINST THE SCHEDULE BASELINE & COMPUTED TIME ESTIMATE TO COMPLETE (ETC) TYPICALLY EXPRESSED IN TERMS OF SCHEDULE VARIANCE (SV) & SCHEDULE PERFORMANCE INDEX (SPI)THE FORECAST MAY BE USED TO DETERMINE IF THE PROJECT IS STILL WITHIN DEFINED TOLERANCE

• COST FORECAST ARE DERIVED FROM PROGRESS AGAINTS THE COST BASELINE & COMPUTED TIME ESTIMATE TO COMPLETE (ETC) TYPICALLY EXPRESSED IN TERMS OF COST VARIANCE (CV) & COST PERFORMANCE INDEX (CPI).AN ESTIMATE AT COMPLETION (EAC) CAN BE COMPARED TO BUDGET AT COMPLETION (BAC) TO SEE IF THE PROJECT IS STLL WITHIN THE TOLERANCE RANGE

• VALIDATED CHANGES PROVIDED NECESSARY DATA TO CONFIRM THAT CHANGE WAS APPROPRIATELY EXECUTED

• WORK PERFORMANCE INFORMATION IS THE WORK PERFORMANCE DATA COLLECTED FROM VARIOUS CONTROLLING PROCESSES, ANALYZED IN CONTEXT & TRANSFORMED INTO USEFUL INFORMATION. DATA IS NOT USEFUL (OUT OF CONTEXT), INFORMATION IS!

PERFORM INTEGRATED CHANGE CONTROL

• PROCESS OF REVIEWING, APPROVING & MANAGING CHANGE REQUESTS

• ALLOWS FOR DOCUMENTED CHANGES WITHIN PROJECT TO BE CONSIDERED IN AN INTEGRATED MANNER WHILE REDUCING RISKS.

• THIS PROCESS IS CONDUCTED THROUGHOUT THE LIFE OF THE PROJECT & IT’S THE ULTIMATE RESPONSIBILITY OF THE PM. THE PROJECT MANAGEMENT PLAN, PROJECT SCOPE STATEMENT & OTHER DELIVERABLES ARE MAINTAINED BY CAREFULLY MANAGING CHANGES.

• WHEN REQUIRED, PERFORM INTEGRATED CHANGE CONTROL PROCESS INCLUDES A CHANGE CONTROL BOARD (CCB)

• CCB IS A FORMALLY CHARTERED GROUP RESPONSIBLE FOR REVIEWING, EVALUATING, APPROVING, DELAYING OR REJECTING CHANGES TO THE PROJECT AND RECORDING SUCH DECISIONS.

• CUSTOMER OR SPONSOR APPROVAL MAY STILL BE NEEDED UNLESS THEY ARE ALSO PART OF THE CCB

CONFIGURATION MANAGEMENT

• CONFIGURATION CONTROL IS FOCUSED ON THE SPECIFICATION OF BOTH OF THE DELIVERABLES & THE PROCESSES.

• WHILE CHANGE CONTROL IS FOCUSED ON IDENTIFYING, DOCUMENTING, APPROVING OR REJECTING CHANGES TO THE PROJECT’S DELIVERABLES

• SOME OF THE CONFIGURATION MANAGEMENT ACTIVITIES INCLUDED IN THE PERFORM INTEGRATED CHANGE CONTROL PROCESS ARE:

• CONFIGURATION IDENTIFICATION – PROVIDE BASIS DEFINITION & VERIFICATION. PRODUCTS & DOCUMENTS ARE LABELLED, CHANGES MANAGED & ACCOUNTABILITY MAINTAINED

• CONFIGURATION STATUS ACCOUNTING – INFO LIKE LISTING OF APPROVED CONFIGURATION IDENTIFICATION, STATUS & IMPLEMENTATION OF PROPOSED CHANGES ARE RECORDED & REPORTED.

• CONFIGURATION VERIFICATION & AUDIT – ENSURES THAT THE COMPOSITION & CONFIGURATION ITEMS ARE TRACKED, CORRECTLY IMPLEMENTED TO MEET THE DEFINED CONFIGURATION DOCUMENT.

OUTPUTS

PROJECT

MGMTPLAN

ORGANIZATIONAL

PROCESSASSETS

(OPA)

TOOLS & TECHNIQU

ES

1. EXPERT JUDGEMENTS

2. MEETINGS

PER

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CH

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INPU

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3. CHANGE CONTROL TOOLS

CHANGELOG

APPROVEDCHANGE

REQUESTS

PROJECT MNAGEMENT

PLAN UPDATES

PROJECT DOCUMENTS

UPDATES

ENTERPRISEENVIRONMENTA

LFACTOR (EEF)

CHANGEREQUESTS

WORK PERFORMAN

CE REPORTS

MANUAL OR AUTOMATED MAY BE USED BASED ON NEEDS

USED TO MANAGE CHANGE REQUEST & COMMUNICATIONS TO THE CCB

CLOSE PROJECT OR PHASE

CLOSE PROJECT OR PHASE

• PROCESS OF FINALIZING ALL ACTIVITIES ACROSS ALL OF THE PROJECT MANAGEMENT PROCESS GROUPS TO FORMALLY COMPLETE THE PROJECT OR PHASE.

• PROVIDES LESSONS LEARNED, FORMAL ENDING OF PROJECT WORK AND THE RELEASE OF ORGANIZATIONAL RESOURCES TO PURSUE NEW ENDEAVORS.

OUTPUTS

PROJECT

MGMTPLAN

ORGANIZATIONAL

PROCESSASSETS

(OPA)

TOOLS & TECHNIQU

ES

1. EXPERT JUDGEMENTS

2. MEETINGS

CLO

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INPU

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3. ANALYTICAL TECHNIQUES

ORGANIZATIONAL PROCESS

ASSETS UPDATES

FINAL PRODUCT, SERVICE OR

RESULT TRANSITION

ACCEPTEDDELIVERABL

ES

• REGRESSION ANALYSIS• GROUPING METHODS• CAUSAL ANALYSIS• ROOT CAUSE ANALYSIS• FORECASTING SCENARIOS• FAILURE MODE & EFFECT

ANALYSIS• TREND ANALYSIS• EARNED VALUE MANAGEMENT

(EVM)• VARIANCE ANALYSIS

ORGANIZATION PROCESS ASSETS THAT ARE UPDATED ARE:

• PROJECT FILESDOCUMENTS FROM PROJECT ACTIVITIES SUCH AS PROJECT MANAGEMENT PLAN, SCOPE, COST, SCHEDULE & PROJECT CALENDARS, RISK REGISTERS AND OTHER REGISTER, CHANGE MANAGEMENT DOCUMENTATION, PLANNED RISK RESPONSE ACTIONS AND RISK IMPACT

• PROJECT OR PHASE CLOSURE DOCUMENTSFORMAL DOCUMENTATION THAT INDICATES COMPLETION OF THE PROJECT/PHASE & TRANSFER THE DELIVERABLES TO OTHER PROJECT/PHASETHE PM REVIEWS PRIOR PHASE DOCUMENTS, CUSTOMER ACCEPTANCE DOCUMENT FROM VALIDATE SCOPE PROCESS AND CONTRACT (IF ANY) TO ENSURE ALL REQUIREMENTS ARE COMPLETED SATISFACTORILY PRIOR TO FINALIZING THE CLOSURE OF THE PROJECT. THE PROJECT COULD ALSO BE TERMINATED AND REASONS FOR TERMINATED WILL BE DOCUMENTED HERE

• HISTORICAL DOCUMENTSHISTORICAL INFO & LESSONS LEARNED ARE ARCHIVED FOR FUTURE PROJECTS OR PHASE

ORGANIZATIONAL PROCESS

ASSETS UPDATES

END OF CHAPTER TWOORGANIZATIONAL INFLUENCES & PROJECT LIFECYCLE