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Rita's Process Chart

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Confirm work is done to
requirements

Complete procurement
closure

Gain formal acceptance
of the product

Complete final
performance reporting

Index and archive
records

Update lessons learned
I
knowledge base

Hand off completed
product
Request changes
Inform stakeholders of
approved changes
Approve or reject
changes
Perform integrated
change control
...
Ii ....
Take action to control
the project
Measure performance
against the performance
measurement baseline
Measure performance
against other metrics
determined by the
project manager
Determine variances
and if they warrant a
change request
Influence the factors
that cause changes
I Manage configuration
I Create forecasts
Follow processes
Perform quality audits
Acquire final team
Manage people
Continuously improve
Hold team-building
activities
Evaluate team and
project performance
Perform quality
assurance
Execute the work
according to the PM
plan
Ensure common
understanding
Use the work
authorization system
Give recognition and Gain acceptance of
rewards interim deliverables
I I
from the customer
Use issue logs
I Perform quality control
Faciltate conflict .
resolution Report on project
performance
Send and receive
information I Perform risk audits
====1 I Manage reserves
1 Administer
procurements
I Produce product scope
I I Request changes
Implement only
approved changes
Determine critical path
Develop schedule
Estimate time and cost
Develop budget
Estimate resource
requirements
Create network diagram
Create activity list
Determine all roles and
responsibilities
Create process
improvement plan
Determine quality
standards, processess,
and metrics
Determine how you will
do planning-part of all
management plans
Determine what to
purchase
Create WBS and WBS
dictionary
I Plan communications
Perform risk identifica-
tion, qualitative and
quantitative risk analy-
sis, and risk response
planning
I Determine team
I Finalize requirements
Create project scope
statement
Select project manager
Determine company
culture and existing
systems
Collect processes,
procedures, and
historical information
Divide large projects
into phases
Understand the
business case
Uncover initial
requirements and risks
Create measurable
objectives
I Develop project charter
I Identify stakeholders
Develop stakeholder
management strategy
I Go back-iterations
Prepare procurement
documents
Finalize the "how to
execute and control"
parts of all management
plans
Develop final PM
plan and performance
measurement baseline
that are realistic
Gain formal approval of
the plan
I Hold kickoff meeting
2009 RMC PUblications, Inc 952.846.4484 info@rmcprojecl.com www.rmcprojecl.com 43
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