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4.1 Develop Project Charter—The process of developing a document that formally authorizes a project or a phase and documenting initial requirements that satisfy the stakeholder’s needs and expectations.
The project charter documents the business needs, current understanding of the customer’s needs, and the new product, service, or result that it is intended to satisfy Charter contains: project purpose, Objectives high level reqs, description, risk summary milestone schedule approval reqs

10.1 Identify Stakeholders—The process of identifying all people or organizations impacted by the project, and documenting relevant information regarding their interests, involvement, and impact on project success. Use stakeholder analysis Prioritize key stakeholders to efficiently communicate and manage expectations. Use expert judgment – identified stakeholders, managers, subject matter experts. Create stakeholder register, stakeholder management strategy – increases support and minimizes negative impact of stakeholders

4.2 Develop Project Mgmt plan Generate baselines for Schedule, Cost, Scope – changes must be approved 5.1 - Scope Collect Requirements – Define and Document stakeholders’ needs to meet project objs Must be measurable Tools – Interviews, Focus groups, workshops, Creativity techniques(brainstorming, Delphi, nominal, etc), Group decision techniques, observations, prototypes

Output – req docs. WBS dictionary) 6.identifying and documenting relationships among the project activities.1 Define activities . and managed throughout the project) Req traceability matrix – links req to origin 5. WBS dictionary (provides detailed descriptions of the WBS components Scope baseline (scope statement. constraints. more manageable components Tools .The process of identifying the specifi c actions to be performed to produce the project deliverables. acceptance criteria.2 Define Scope – Develop detailed description of project and product Output – scope statement – scope description. Decomposition occurs when details are available. Activity Attributes. Rolling Wave Planning Output – Activity List. assumptions 5. WBS.Decomposition Create lower level detailed components Rolling wave planning – waiting to decompose a deliverable that will be accomplished far into the future. exclusions. Milestone List 6.3 Create WBS – Dividing deliverables and work into smaller. deliverables. req mgmt plan (how requirements will be analyzed. Tools – Precedence Diagramming Method (used in Critical Path) used to create schedule network diagram Dependency Determination Apply leads and lags .2 Sequence Activities . Output – WBS. documented. Tools – Decomposition – Break down work into Activities representing the effort needed to complete a package.

6. best/worst case. critical chain. durations. Alternatives Analysis.estimating the type and quantities of material. Parametric. and schedule constraints to create the project schedule. project mgmt software.5 Develop Schedule . equipment.approximating the number of work periods needed to complete individual activities with estimated resources. Reserve Analysis Output – Activity Duration Estimates. etc . expert judgment.analyzing activity sequences. resource requirements. or schedule network diagram Schedule baseline Schedule data – resource reqs by time period. people.4 Estimate Activity Durations . or supplies required to perform each activity Tools – Bottom Up estimating. Critical path method Critical chain method Resource Leveling What-if scenario Apply Leads and lags Schedule Compression – Crashing. fast tracking Scheduling Tool Output – Project schedule – milestone chart. resource leveling) to calculate early and late start and finish dates.3 Estimate Activity Resources . what-if. Resource Breakdown Structure (breakdown by resource category and resource type) 6. 3-point. Tools – Analogous Estimating.Output – Schedule Network Diagram – shows activities and dependencies 6. Tools – Schedule Network Analysis (Critical path method. bar chart. published estimation data Output – Activity resource requirements. Developing schedule is an iterative process Create baseline schedule to track progress Need resource calendar as input.

and required skills.1 Develop Human Resource Plan . Expert judgment. Tools – Expert judgment. flowcharting. Bottom up.7. Tools – Org charts (to document roles and responsibilities).aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline. responsibilities. Analogous estimating. Parametric Estimating.1 Estimate Costs . Basis of estimates. historical relationships.2 Determine Budget . reporting relationships. Networking. Tools – Cost Aggregation. RACI. six sigma Output – Quality mgmt plan. Cost of Quality. benchmarking. Staffing Mgmt Plan(resource calendar. Outputs – Activity Cost operational definition that describes a project or product attribute and how the quality control process will measure it. and creating a staffing management plan. staff release plan. funding limit reconciliation Output – Funding Requirements. Project Org Chart. DOE.identifying quality requirements and/or standards for the project and product. cost of quality (investing to prevent non-conformance) Control charts. training needs. Organizational Theory Outputs – Human Resources plan: Roles and Responsibilities. Estimating software. Reserve analysis. 3point. Quality Metrics . Quality checklist – verifies a set of steps has been performed Process improvement plan 9.developing an approximation of the monetary resources needed to complete project activities. etc) . Determine skills necessary for project success. statistical sampling. and documenting how the project will demonstrate compliance Tools – Cost Benefit analysis. reserve analysis.identifying and documenting project roles. vendor bid analysis. Cost performance baseline 8. 7.1 Plan Quality .

Performing.2 Perform Quality Assurance .improving the competencies. Ground Rules. Rewards and Recognitions .Executing 4. Storming. Costs incurred Create Change requests Update the project mgmt plan 8.independent review to determine whether project activities comply with organizational and project policies Process analysis – identify needed improvements to increase product quality Outputs – Change Requests and plan updates 9.auditing the quality requirements and the results from quality control measurements to ensure appropriate quality standards and operational definitions are used Tools – Quality Audits . 9. Co-Location. Schedule Progress.3 Develop Project Team . Negotiate and influence people in position to provide human resources Tools – Pre-assignment. Defect Output – Work Performance Information – Deliverable Status. Team-Building Activities (Forming. Preventative. team interaction. Norming. Training. Virtual Teams Output – Project Staff Assignments – Documentation of team assignments Resource Calendars – document the time periods that each member can work on the project.2 Acquire Project Team . Tools – Interpersonal skills. Acquisition.confirming human resource availability and obtaining the team necessary to complete project assignments. Adjourning). Negotiation (with functional managers). and the overall team environment to enhance project performance.3 Direct and Manage Project Execution Implement approved changes – Corrective Action.

development of individual training plans.Outputs – Team Performance Assessment . Tools – Observation and Conversation Project Performance Appraisal .4 Monitor and Control Project Work . OPA.the process of tracking.4 Manage Project Team . approving changes and managing changes to the deliverables. and performance on budget 9. organizational process assets. constructive feedback to team members. Influencing. Interpersonal Skills – Leadership. Issue Log. or deny recommended changes Coordinate changes across the product Document the impact of change Communicate the changes to stakeholders .the process of reviewing all change requests. and managing changes to optimize project performance. plan and doc updates 4.clarification of roles and responsibilities. Proj Mgmt Plan updates – Update Staffing Mgmt Plan Monitor and Control 4.The performance of a successful team is measured in terms of technical success according to agreed-upon project objectives. providing feedback. and the establishment of specific goals for future time periods. performance on project schedule. resolving issues. project documents and the project management plan Work with CCB to review. CRs.5 Perform Integrated Change Control . discovery of unknown or unresolved issues.tracking team member performance. Effective Decision Making Output – EEF. approve. Compare actual performance against the project mgmt plan Assess performance to determine whether corrective or preventative action is necessary Identify risks Forecast to update current cost and schedule info Monitor implementation of approved changes Output – Change requests. reviewing. Conflict Management. and regulating the progress to meet the performance objectives defi ned in the project management plan.

. schedule mgmt plan 7. Output – Work Performance measurements – planned vs actual performance 6.5 Control Scope – Monitoring status of the project scope and managing changes to scope baseline Ensure all requested changes go through Change Control Uncontrolled changes are Scope Creep Tools – Cariance analysis – assess magnitude of variation from original scope baseline. 5. Determine the cause of variance and decide if corrective or preventative action is needed. what if analysis. change requests 5.measure.6 Control Schedule . Resource leveling.3 Control Costs .4 Verify Scope – formalizing acceptance of completed deliverables Output – accepted deliverables. and remaining duration for work in progress. adj leads and lags. cost baseline. schedule compression Output .Work Performance Measurements – SV and SPI are communicated to stakeholders Plan updates – schedule baseline.monitoring the status of the project to update project progress and manage changes to the schedule baseline Tools – Performance reviews . compare. and analyze schedule performance such as actual start and finish dates. percent complete.Update the project management plan to reflect all approved changes. Determine if variation requires corrective action.monitoring the status of the project to update the project budget and managing changes to the cost baseline Record costs spent to date. Variance Analysis – EVM Proj mgmt software.

forecasting.3 Perform Quality Control . scatter diagram. performance reviews(compare cost performance over time . to-complete performance index. inspection Outputs – Quality control measurements. histogram. flowcharts.monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes Performed throughout the project Usually performed by a QC department *You have been the lead interface with QC to get deliverables validated.variance analysis. validated deliverables.6 Close Project or phase Satisfy completion criteria Transfer project’s output to the next phase Audit success and failures Gather lessons learned . validated changes. trend analysis). SVI for WBS components Budget forecasts – Estimate at complete (EAC) 8. software Outputs – Work performance measurements – calculated CV. Tools – cause and effect diagrams(ishikawa). CPI.Tools – EVM. sampling. pareto. control charts. SV. variance analysis. change requests Closing 4. run chart.