1 page Process Chart
Initiating
1) Select Project Manager
2) Determine company culture and
existing systems - Enterprise
Environmental factors
3) Collect processes, procedures,
lessons learned, and historical
information - Organizational Process
Assets
4) Divide large projects into phases
5) Identify stakeholders
6) Document Business Need
7) Determine Project Objectives
8) Document assumptions and
constraints
9) Develop project charter
10) Develop preliminary project
scope statement
Planning
1) Determine how you will do planning -
part of management plans
2) Create project scope stmt
- scope definition - what is and is not
included in the project
3 Determine team
4) Create WBS and WBS dictionary
5) Create Activity List
6) Create Network Diagram
7) Estimate Resource requirements
8) Estimate Time and Cost
9) Determine Critical path
10) Develop Schedule
11) Develop Budget
12) Determine Quality Standards,
Processes, and Metrics
13) Determine Roles and Responsibilities
14) Determine Communication
requirements
15) Risk Identification, qualitative and
qunatitative risk analysis and response
planning
16) Iterations - Go back
17) Determie what to purchase
18) Prepare procurement documents
19) Determine the "How to Execute and
Control aspects of all management plans
20) Create Process Improvement plans
21) Developfinal PM plan and performance
measurement baselines
22) Gain formal approval
23) Hold Kickoff meeting
Executing
1) Acquire final team
2) Execute the PM plan
3) Complete the Product Scope
4) Recommend changes and
corrective actions
5) Send and Receive information
6) Implement approved changes,
defect repair, preventive,
corrective actions, AND
contingency plans
7) Continuous Improvement
8) Follow processes
9) Team Building
10) Give recognition and awards
11) Hold progress meetings
12) Use Work Authorization
system
13) Request Seller responses
14) Select Sellers
Page 1 of 19
Monitoring and Controlling Closing
1) Measure against the performance 1) Develop Closure procedures
measurement baselines
2) Measure according to the 2) Complete Contract Closure
management plans
3) Determine variances and if they 3) Confirm work is to
warrant corrective action or a change requirements
4) Scope verification 4) Gain formal acceptance of the
product
5) Configuration management 5) Final performance reporting
6) Recommend changes, defect 6) Index and archive records
repair, preventive and corrective
actions
7) Integrated change control 7) Update lessons learned
knowledge base
8) Approve changes, defect repair, 8) Hand off completed product
preventive and corrctive actiions
9) Risk Audits 9) Release resources
10) Manage reserve
11) Use Issue Log
12) Facilitate conflict resolution
13) Measure team member
performance
14) Report on performance
15) Create forecasts
16) Administer contracts
Bribes are never to be paid, ever! If it
looks like a bribe, smells like a bribe,
then it's a bribe.

Initiating
1) Select Project Manager
2) Determine company culture and
existing systems - Enterprise
Environmental factors
3) Collect processes, procedures,
lessons learned, and historical
information - Organizational Process
Assets
4) Divide large projects into phases
5) Identify stakeholders
Process Chart
Planning Executing Monitoring and Controlling Closing
1) Determine how you will do planning - 1) Acquire final team 1) Measure against the performance 1) Develop Closure procedures
part of management plans measurement baselines:
Schedule baseline
Schedule Control - Time
Cost Control - Cost
Use of Earned Value Analysis (EVA)
2) Create project scope stmt 2) Execute the PM plan 2) Measure according to the 2) Complete Contract Closure
- scope definition - what is and is not management plans
included in the project
3 Determine team 3) Complete the Product Scope 3) Determine variances and if they 3) Confirm work is to
- requirements that relate to the warrant corrective action or a change requirements
product of the project
4) Create WBS and WBS dictionary 4) Recommend changes and 4) Scope verification 4) Gain formal acceptance of the
- deliverable oriented - ALL deliverables corrective actions product
even PM deliverables
- is the foundation from which the project
knows what to do
5) Create Activity List 5) Send and Receive information 5) Configuration management 5) Final performance reporting
- is the decomposition of WBS items.
Activity Definition - Time Nonverbal = 55% of
communication
Paralingual = Pitch and Tone of
voice
Page 2 of 19
 Process Chart

6) Document Business Need 6) Create Network Diagram 6) Implement approved changes, 6) Recommend changes, defect 6) Index and archive records
defect repair, preventive, repair, preventive and corrective
Part of need is monetary return: Activity Sequencing - Time corrective actions, AND actions
Net Present Value - Benefit less the Float = LF - LS or EF - ES contingency plans
Costs over several periods. Pick Total Float - time a task can be delayed
project with biggest NPV w/o affecting project completion.
Internal Rate of Return IRR - the Free Float - delay that will not affect the
bigger the better next task in the sequence
Payback period - how quickly does
project pay for itself
Benefit Cost Ratio = Benefit / Cost,
bigger better
Opportunity Cost - oppotunity lost
by choosing one project over another
Working capital = current assets -
current liabilities, money available to
invest

7) Determine Project Objectives 7) Estimate Resource requirements 7) Continuous Improvement 7) Integrated change control 7) Update lessons learned
knowledge base
Activity Resource Estimating - Time

8) Document assumptions and 8) Estimate Time and Cost 8) Follow processes 8) Approve changes, defect repair, 8) Hand off completed product
constraints preventive and corrctive actiions
Bottom up estimating
Analogous Estimating - something similar
Parametric Estimate - lines of code or
industry standard
Definitive estimate - -10% to + 15%
Cost of Quality
Cost of PMO

Activity Duration Estimating - Time

Cost Estimating - Cost

Considerations:
Life Cycle Costing - overall cost of the life
of the product
Value Analysis - Finding less costly way to
do same work
Cost Risk - who has the most risk for a
contract.

Page 3 of 19

9) Develop project charter
10) Develop preliminary project
scope statement
Process Chart
9) Determine Critical path 9) Team Building 9) Risk Audits 9) Release resources
Proves how long a project will take
Shows where to focus efforts
Does issue need immediate attention
Shows where schedule compression can
take place
Shows affects of float
10) Develop Schedule 10) Give recognition and awards 10) Manage reserve
The schedule baseline is the final Reserve Analysis - accommodate
schedule. time and cost risks thru the use of
reserves
Schedule Development - Time
Schedule Network Analysis uses one or all Contingency reserve - for known risks
of:
PERT - see formulas Management reserve - for the
Critical Path method unknown
Schedule compression
What if scenarios - Monte Carlo Analysis,
simulate outcomes
Resource Leveling - lets schedule slip and
cost increase due to limited resources
Critical Chain method - the use of built in
buffers, milestones
Schedule compression:
Re-estimating - to reduce/remove risks
Fast tracking - running critical path
activites in parallel
Crashing - make cost and/or schedule
trade offs
11) Develop Budget 11) Hold progress meetings 11) Use Issue Log
Cost Budgeting - Cost
Cost Baseline - includes Contingency
Reserve
Cost Budget - includes Management
Reserve
Page 4 of 19
 Process Chart

12) Determine Quality Standards,
Processes, and Metrics
Quality = the degree to which the project
fulfills requirements, ie scope
12) Use Work Authorization
system
12) Facilitate conflict resolution
Confronting (Problem Solving) -
confronting the problem to solve the
real problem

Quality Planning - outputs:

Quality management plan (p 243)
Checklists - items to inspect
Process Improvement plan
Quality Baseline - measure of what?
Defects after implementation
Quality Metrics - how is project going, are
there a lot of defects in testing causing
rework.

Quality Assurance is determining

whether standards are being met, work is
continuously improved, and deficiencies
corrected. Done mostly in Executing.
Continuous impreovement. Improvements
to company standards Tools are:
Quality Audits - standards followed,
lessons learned
Process Analysis - improve repeated
processes

Quality Control = measure results against

standards. Changes to Quality baseline.
Defect repair. Done during Monitoring and
Controlling, using tools: Cause and Effect
diagram (Fishbone or Ishikawa),
Flowchart, Histogram, Pareto Chart (80/20
rule) fix 80% of problems from 20% of
causes, Run Chart, Scatter Diagram,
Control Chart - customer specification
versus quality control limit.
13) Determine Roles and Responsibilities 13) Request Seller responses 13) Measure team member
performance
14) Determine Communication 14) Select Sellers 14) Report on performance
requirements

55% is Nonverbal communication

15) Risk Identification, qualitative and 15) Create forecasts

qunatitative risk analysis and response
planning

Delphi technique - anonymous expert

participation of risk response planning

16) Iterations - Go back 16) Administer contracts

17) Determie what to purchase

Page 5 of 19
 Process Chart

18) Prepare procurement documents Bribes are never to be paid, ever! If it

looks like a bribe, smells like a bribe,
then it's a bribe.
19) Determine the "How to Execute and
Control aspects of all management plans

20) Create Process Improvement plans

21) Developfinal PM plan and performance
measurement baselines
22) Gain formal approval
23) Hold Kickoff meeting

Page 6 of 19
 Initiating

Initiating
1) Select Project Manager

2) Determine company culture and existing systems - Enterprise Environmental factors

3) Collect processes, procedures, lessons learned, and historical information - Organizational Process
Assets

4) Divide large projects into phases

5) Identify stakeholders

6) Document Business Need

What does the business hope to gain from the project?

Is it realistically attainable?
In the time frame specified?

Part of need is monetary return:

Net Present Value - Benefit less the Costs over several periods. Pick project with biggest NPV
Internal Rate of Return IRR - the bigger the better
Payback period - how quickly does project pay for itself
Benefit Cost Ratio = Benefit / Cost, bigger better
Opportunity Cost - oppotunity lost by choosing one project over another
Working capital = current assets - current liabilities, money available to invest

7) Determine Project Objectives

What is the end result and purpose. How will the end be determined.

8) Document assumptions and constraints

For assumptions document what is the affect if the assumption is not true
Normal contraint is pre-determined delivery date

9) Develop project charter

Integration Knowledge area

10) Develop preliminary project scope statement

Integration Knowledge area

09/21/2021 Page 7 of 19
 Planning

Planning
1) Determine how you will do planning - part of management plans
What needs to be done for a project is determined by it's size and complexity but...
When "Tailoring" a project to omit a process the reason for omission needs to be documented

Develop Project Management Plan - Integration KA

2) Create project scope statement

Scope Management plan - Scope KA
Scope definition - what is and is not included in the project - Scope KA

Product Scope - requirements that relate to the product of the project

Project Scope - the work to deliver the product of the project

3 Determine team
Persons to help plan the project: EA, QA, Contracts/Procurement, Risk Mgmt, Regulatory, specialized areas depending on
the project.

4) Create WBS and WBS dictionary

- deliverable oriented - ALL deliverables even PM deliverables
- is the foundation from which the project knows what to do
- is a heirarchal decompostion of the work, a layer at a time, into Work Packages
(work packages cannot be broken down further, can be completed quickly, without need for more information)
WBS is the tool, Decomposition is the process to create the WBS.

There are many benefits of WBS, some are: reduces chance of missing work, helps team see where their piece fits,
provides proof of staffing needs, cost and time requirements
The WBS does NOT show dependencies, that is in the Network Diagram.

WBS Dictionary - Identifier, work to be done, person responsible, milestones or due dates.

Output:
Scope baseline = Project Scope Statement, the WBS, the WBS dictionary
Project Scope Statement is updated
Scope management plan is updated

5) Create Activity List

- is the decomposition of WBS items.
Activity Definition - Time KA

6) Create Network Diagram

Activity Sequencing - Time KA

Float = LF - LS or EF - ES
Total Float - time a task can be delayed w/o affecting project completion.
Free Float - delay that will not affect the next task in the sequence

09/21/2021 Page 8 of 19
 Planning

7) Estimate Resource requirements

Activity Resource Estimating - Time KA

8) Estimate Time and Cost

Bottom up estimating
Analogous Estimating - something similar
Parametric Estimate - lines of code or industry standard
Definitive estimate - -10% to + 15%
Cost of Quality
Cost of PMO

Activity Duration Estimating - Time KA

Cost Estimating - Cost KA

Considerations:
Life Cycle Costing - overall cost of the life of the product
Value Analysis - Finding less costly way to do same work
Cost Risk - who has the most risk for a contract.

9) Determine Critical path

Proves how long a project will take
Shows where to focus efforts
Shows which issues need immediate attention
Shows where schedule compression can take place
Shows affects of float

10) Develop Schedule

Schedule Management Plan - The schedule baseline is the final schedule.

Schedule Development - Time KA

Schedule Network Analysis uses one or all of:
PERT - see formulas
Critical Path method
Schedule compression
What if scenarios - Monte Carlo Analysis, simulate schedule outcomes
Resource Leveling - lets schedule slip and cost increase due to limited resources
Critical Chain method - the use of built in buffers, milestones

Schedule compression:
Re-estimating - to reduce/remove risks
Fast tracking - running critical path activites in parallel
Crashing - make cost and/or schedule trade offs

09/21/2021 Page 9 of 19
 Planning

11) Develop Budget

Cost Budgeting - Cost KA
Cost Baseline - includes Contingency Reserve
Cost Budget - includes Management Reserve

12) Determine Quality Standards, Processes, and Metrics

Qaulity = the degree to which the project fulfills requirements, ie scope

Quality Planning - outputs:

Quality management plan (p 243)
Checklists - items to inspect
Process Improvement plan
Quality Baseline - measure of what? Defects after implementation
Quality Metrics - how is project going, are there a lot of defects in testing causing rework.

Quality Assurance is determining whether standards are being met, work is continuously improved, and deficiencies
corrected. Done mostly in Executing. Continuous improvement. Improvements to company standards Tools are:
Quality Audits - standards followed, lessons learned
Process Analysis - improve repeated processes

Quality Control = measure results against standards. Changes to Quality baseline. Defect repair. Done during Monitoring
and Controlling, using tools:
Cause and Effect diagram (Fishbone or Ishikawa),
Flowchart,
Histogram, Pareto Chart (80/20 rule) fix 80% of problems from 20% of causes,
Run Chart,
Scatter Diagram,
Control Chart - customer specification versus quality control limit.

13) Determine Roles and Responsibilities

Human Resource KA
Outputs of Human resource planning:
1) Roles and Reponsibilities
2) Org Charts - RACI chart
3) Staffing management plan
See chapter 9 for specific roles of sponsor, team, etc

On test assume Matrix orgization if not stated.

For comparisons between organization structures, think Functional

Project Expediter - staff assistant, cannot make decisions

Project Coordinator - has some decision authority

09/21/2021 Page 10 of 19
 Planning

14) Determine Communication requirements

90% of pm time
Communications Planning - Communications KA
What, Why, Between who, Method, Whose responsible, When, How often
Escalation process, Management chain to assist in Issue resolution
Channels = N(N - 1) / 2

Formal written - complex problems, pm plans, charter, over long distances

Formal verbal - presentations, speeches
Informal written - emails, notes
Informal verbal - meetings, conversations

Nonverbal communication = 55%

Paralingual = pitch and tone
Feedback - make sure understood

15) Risk Identification, qualitative and qunatitative risk analysis and response planning

Risk Management planning - Risk KA

So are the items in the description above

Uncertainty (lack of knowledge) about the eventual conclusion of an event.

Contingency Reserves for Known Risks - is part of the Cost baseline
Management Reserves for Unknown Risks - is part of the overall budget but not part of the Cost baseline

Risk review and identification should be primary purpose of Update meetings

Know stakeholders:
Risk Tolerance - whether a risk is acceptable
Risk Threshold - how much risk is acceptable

Risk Register - What will occur, the chance it will occur, when it would occur, how frequently occurs, response,
response owner, reason for risk going to the watch list

Ways to determine risks:

Sources of Risk / Risk Categories - areas that need to be reviewed for risks (pmp prep 333)
Brainstorming
Delphi technique - anonymous expert participation of risk response planning
Root Cause Analysis - the cause of the risk could reveal other risks
SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) of the project to find risks.

09/21/2021 Page 11 of 19
 Planning

15) Risk Identification, qualitative and qunatitative risk analysis and response planning

Qualitative Risk Analysis - subjective feel for the risk events probablity and impact
Risk Matrix - probablity and impact ranking
Risk Quality assessment - how accurate and understood is the risk
Risk Urgency assessment - how quickly will the risk occur OR will it take along time to plan a response
Watch List - non-critical, low priority risks to be reviewed later

Quantitative Risk Analysis - a "risk assessment" that is a numerical analysis of probablity and impact
Monte Carlo analysis - using 3 point estimates to simulate project outcomes and overall project risk
Sensitivity Analysis - what risks have the most potiential impact to the project
Expected Monetary Value - the probablity of a risk Times the risks monetary impact
Decision Tree - maps out possible choices that are mutually exclusive and their impact to determine best choice. Uses
expected monetary value

Risk Response Planning - first, look to get rid of the cause of the risk
Strategies for threats: Avoid (eliminate cause), Mitigate (reduce probability), Transfer (also Deflect, Allocate)
Strategies for opportunities: Exploit (make it happen), Enhance (increase probability), Share (ie partner to enhance)
Acceptance (if it happens, it happens) is a strategy

Risk Response Owner - person that owns, inititiates, and oversees the risk response plan for a specific risk

16) Iterations - Go back

17) Determine what to purchase

Plan Purchases and Acquistions

Procurment Management plan
Contract Statement of Work
Make or Buy decision

Contract types:
Fixed Price (FP) - the best for the buyer
Seller may under bid then try to make up with diference with change orders, more work for buyer to write SOW, seller has
strong incentive to control costs

Time and Material (T&M) - medium risk to buyer, usually for smaller projects
Requires auditing of invoices, hard to manage requires day to day oversight, no cost control incentive.
Good for quick startup and staff augmentation

Cost Reimbursable (CR) - buyer has most risk because costs are unknown
Requires auditing of seller invoices, hard to manage, seller has no incentive to control costs

The Contract Manager is the ONLY person that can change the Contract.

09/21/2021 Page 12 of 19
 Planning

18) Prepare procurement documents

Protect relationship with seller

Outputs:
Plan Contracting
Procurment documents
1) Request for Proposal RFP - price and how work will be done. Cost Reimbursable (CR) contract
2) Invitation for Price IFP, or Request for Bid RFB - one price to do all the work. Fixed Price (FP) contract
3) Request for Quotation RFQ - request price per item, product, etc. Time and Material (T&M) contract
A letter of intent is not a contract

Privity is a contractual relationship. If A contracts with B, and B subcontracts with C. C does not have to listen to A. A needs
to talk with B, then B will talk with C.

Evaluation Criteria of sellers - should be in the Procurement docs so Sellers know how they will be judged

Single Source - Preferred Supplier

Sole Source - Only one Supplier

19) Determine the "How to Execute and Control aspects of all management plans

20) Create Process Improvement plans

As planning occurs, where are the points where improvements could occur?
What are these touch points?

21) Develop final PM plan and performance measurement baselines

22) Gain formal approval

23) Hold Kickoff meeting

09/21/2021 Page 13 of 19
 Executing

Executing
1) Acquire final team

Should be according to the Staffing management plan

Human Resource KA
Outputs:
1) Staff assignments
2) Resource Availability
3) Updated Staffing management plan

2) Execute the PM plan

Direct and Manage project execution - Integration KA

Outputs are all the deliverables from all the activities in this process group

3) Complete the Product Scope

- requirements that relate to the product of the project

4) Recommend changes and corrective actions

5) Send and Receive information

Information distribution - Communications KA

Making information available in a timely manner to stakeholders. This includes:
Performance reporting against baselines,
Requested changes
Forecasts,
Issues,
Lessons Learned

Nonverbal = 55% of communication

Paralingual = Pitch and Tone of voice

6) Implement approved changes, defect repair, preventive, corrective actions, AND contingency plans

7) Continuous Improvement

Quality Assurance is determining whether standards are being met, work is continuously improved, and
deficiencies corrected. Done mostly in Executing. Continuous improvement. Improvements to company
standards Tools are:
Quality Audits - standards followed, lessons learned
Process Analysis - improve repeated processes

Lessons Learned - gathered throughout project

8) Follow processes

09/21/2021 Page 14 of 19
 Executing

9) Team Building

Develop Project Team - Human Resource KA

Output is Team Performance assessment - how effective is the team, how can it be improved

PM powers: 1) Expert, 2) Reward, 3) Formal, 4) Referrent 5) Penalty

Project Performance Appraisals - of each employee

Team Performance Assessment - team effectiveness

10) Give recognition and awards

Manage Project Team - Human Resource KA

11) Hold progress meetings

Agenda should have team input

Have meeting ground rules

12) Use Work Authorization system

To help schedule when and by who work is to be performed.

13) Request Seller responses

Protect relationship with seller

Bidder Conferences
Keep all questions and answers in writing and issued to all potiential sellers

Outputs:
1) Qualified Seller list
2) Procurement Document package
3) Proposals

14) Select Sellers

Methods of evaluating:
Weighting based on criteria
Independent estimate - reasonableness check
Past Performance, Presentations, Negotiations tactics

Some of the outputs:

1) Selected Sellers
2) Contract
An offer with Acceptance, that has a Consideration (ie some form of payment), Legal Capacity, Legal
Purpose (cannot have a contract for illegal activity)
3) Contract Management plan - have a summary of milestones, deliverables, reporting, etc
4) Resource Availability

09/21/2021 Page 15 of 19
 Monitor and Control

Monitoring and Controlling

1) Configuration management

Subset of Project Management System, documents the procedures used to give guidance to the
project.
Allows for the documenting of all Requested Changes and that they were reviewed thouroughly.
Is a repository of all documents especially the Baselines for all pm plans

2) Use Issue Log

Manage Stakeholders - Communication KA

Is used from the beginning of a project to make sure all stakeholders requirements are
addressed.
Assists in keeping stakeholders aware of change requests and corrective actions.

Can be used to track team member concerns

3) Facilitate conflict resolution

Confronting (Problem Solving) - Win/Win confronting the problem to solve the real problem
Compromising - Lose/Lose - some degree of satisfaction but not totally happy
Withdrawal (Avoidance)
Smoothing - focus on agreements rather than differences of opinion
Forcing - push one point of view

Top 4 causes of conflict: 1) Schedules, 2) Priorities, 3) Resources, 4) Technical opinions. Not

personality issues.

Manage Project Team - Human Resource KA

4) Risk Audits
Risk Monitoring and Controlling - Risk KA
Risk review and identification should be primary purpose of Update meetings
Are assumptions of risks still valid.

Respond to Risk Triggers

5) Recommend changes, defect repair, preventive and corrective actions

6) Integrated change control - Integration KA

Every change request must go thru the Change Control process to seek approval
Stakeholders may need to approve changes that affect them.
For every change request the affects to scope, schedule, budget, quality, risk, and customer
satisfaction must be considered.

7) Approve changes, defect repair, preventive and corrctive actions

09/21/2021 Page 16 of 19
 Monitor and Control

8) Measure against the performance measurement baselines:

Monitor and Control Project Work - Integration KA
Monitor and Controlling oversees all of the other process groups

Scope Control - changes will occur but they must be managed

Schedule Control
Cost Control
Quality Control - Quality audits = measure results against standards. Changes to Quality
baseline. Defect repair. Done during Monitoring and Controlling, using tools: Cause and Effect
diagram (Fishbone or Ishikawa), Flowchart, Histogram, Pareto Chart (80/20 rule) fix 80% of
problems from 20% of causes, Run Chart, Scatter Diagram, Control Chart - customer
specification versus quality control limit.
Risk Control below

Use of Earned Value Analysis (EVA) for CPI and SPI

9) Measure according to the management plans

10) Determine variances and if they warrant corrective action or a change

11) Scope verification

Tool: Inspect a deliverable

Output:
Get formal (written) acceptance of a deliverable from the customer
else Request changes, Defect repair, Corrective actions

Scope Verification is concerned with acceptance of deliverables

While Quality Control is concerned with meeting Quality requirements

12) Manage reserves - Time and Cost

Reserve Analysis - accommodate time and cost risks thru the use of reserves

Contingency Reserves - Known Risks - is part of the Cost baseline

Management Reserves - Unknown Risks - is part of the overall budget but not part of the Cost
baseline

13) Measure team member performance

Manage Project Team - Human Resource KA

Project Performance Appraisals - of each employee

TeamPerformance Assessment - team effectiveness

09/21/2021 Page 17 of 19
 Monitor and Control

14) Report on performance

Performance reporting - Communication KA

Motivation theories:
McGregor's theory X and Y
Maslow's Heirarchy - Self actualization, Esteem, Social, Safety, Physical needs
Herzbergs Theory - Hygiene factors (things surrounding work) vs Motivating agents (things within
work)

15) Create forecasts

Performance reporting - Communication KA

16) Administer contracts

Protect relationship with seller

The PM is responsible for assuring that all things in the contract are done, however small, and
that the PM must uphold all parts of the contract.

Outputs:
Contract Documentation
PM Plan updates - Procurement plan, Contract Mgmt plan

Force Majeure - act of God

Bribes are never to be paid, ever! If it looks like a bribe, smells like a bribe, then it's a bribe.

09/21/2021 Page 18 of 19
 Closing

Closing - not in any scpecific order EXCEPT that Release Resources is always
last.
1) Develop Closure procedures
Projects are always need to be formally closed regardless of what causes the project to end.

Adminstrative Closer - done at end of project or project phases. Documents the approval all
changes. Documents that all deliverables have been formally accepted. Documents the
acceptance of all exit criteria. Uses term "Lessons Learned".

Contract Closure - Closes a contract that is part of the project. Occurs before adminstrative
closure. Addresses all terms and conditions of the contract. Documents the acceptance of all
exit criteria for contract closure. Uses term "Procurement audit"

2) Complete Contract Closure

Make final payments, complete cost records.

Complete Contract Closure - Product verification, Finacial closure, Final Contract Performance
reporting

3) Confirm work is to requirements

Do project deliverables meet completion or exit criteria set at the beginning during planning

4) Gain formal acceptance of the product

Formal, written signoff of acceptance from customer

5) Final performance reporting

Update team information, new skills acquired, overall performance, etc

6) Index and archive records

7) Update lessons learned knowledge base

8) Hand off completed product

Turn over to the Maintenance/Run teams, Operations, etc.

9) Release resources

09/21/2021 Page 19 of 19