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Learning Objectives
After completing this chapter, you will be able to:
Process
4.1 Develop Project Charter
4.2 Develop Project Management Plan
4.3 Direct And Manage Project Work
4.4 Monitor And Control Project Work
4.5 Perform Integrated Change Control
4.6 Close Project Or Phase
ITTO
Develop Project Charter
INPUT
1.
2.
3.
4.
5.
OUTPUT
1.
1.
2.
Expert judgment
Facilitation techniques
Project charter
5.1
Plan Scope
Management
Project
Initiator /
Sponsor
Agreements
Business Case
Project Statement of
work
5.2
Collect
Requirements
Organizational process
assets
Enterprise environmental
factors
Enterprise /
Organization
5.3
Define Scope
Project
Charter
6.1
Plane
Schedule
Management
4.2
Develop
Project
Management
Plan
7.1
Plan Cost
Management
11.1
Plan Risk
Management
13.1
Identify
Stakeholders
Weight
Project A Score
Project B Score
Potential Profit
(4 x 5 = 20) 2
(2 x 5 = 10)
(3 x 1 = 3) 2
(2 x 1 = 2)
Marketability
(3 x 3 = 9) 4
(4 x 3 = 12)
Total
32 ***
24
Payback Period
What is the payback period?
Year 0
Initial
Investment
Cash Inflows
Year 1
Year 2
Year 3
Year 4
15,000
15,000
15,000
15,000
40,000
Amount
(FV)
PV at 5%
inflation
Amount
(PV)
Year
FV at 5%
interest
$50,000
$50,000
$50,000
$50,000
$50,000
$47,619
$50,000
$52,500
$50,000
$45,351
$50,000
$55,125
$50,000
$43,192
$50,000
$57,881
Cash Flow
Present Value at 5%
($100,000)
($100,000)
$20,000
$19,048
$40,000
$36,281
$45,000
$38,873
$55,000
$45,249
Total
$60,000
$39,451
100
70
40
Higher is better
Opportunity Cost
Payback period
Opportunity cost
Scenario 1
Project A
Project B
Project C
1.15
.75
.90
Scenario 1
Based on the following information, which project
would you choose?
Project A
Project B
Project C
1.15
.75
.90
Scenario 2
Project A
Project B
Project C
12 months
36 months
18 months
Scenario 2
Based on the following information, which project
would you choose?
Project A
Project B
Project C
12 months
36 months
18 months
Scenario 3
Project A
Project B
Project C
$45,000
$68,000
$33,000
4.8%
6.5%
4.2%
Scenario 3
Based on the following information, which project
would you choose?
Project A
Project B
Project C
$45,000
$68,000
$33,000
4.8%
6.5%
4.2%
Inputs
1. Project Statement of Work
The project statement of work (SOW) is a narrative
description of products, services, or results to be delivered
by a project. The SOW references the following :
Business need.
Product scope description.
Strategic plan.
Inputs
2. Business Case
The business case or similar document describes the necessary
information from a business standpoint to determine whether or
not the project is worth the required investment. The business
case is created as a result of one or more of the following :
Market demand
Organizational need
Customer request
Technological advance
Legal requirement
Ecological impacts
Social need
Inputs
3. Agreements
Agreements are used to define initial intentions for a project.
4. Enterprise Environmental Factors
The enterprise environmental factors that can influence the
Develop Project Charter process include, but are not limited to :
Governmental standards, industry standards, or regulations
(e.g. codes of conduct, quality standards, or worker
protection standards),
Organizational culture and structure, and
Marketplace conditions.
Inputs
5. Organizational Process Assets
The organizational process assets that can influence the
Develop Project Charter process include, but are not limited
to :
Organizational standard processes, policies, and process
definitions,
Templates, and
Historical information and lessons learned knowledge base.
Outputs
1. Project Charter
The project charter is the document issued by the project
initiator or sponsor that formally authorizes the
existence of a project and provides the project manager with
the authority to apply organizational resources to
project activities.
Outputs
Project Charter
Components of the project charter:
Project purpose or justification
Measurable objectives or goals
High-level requirements
High-level project description
High-level product characteristics
Summary milestone schedule
Summary budget
Initial assumptions and constraints
Project managers name, responsibility, and authority level
Project approval requirements (signatures and acceptance)
ITTO
Develop Project Management Plan
INPUT
1.
2.
3.
4.
Project Charter
Output from other processes
Enterprise environmental Factors
Organizational process assets
OUTPUT
1.
1.
2.
Expert judgment
Facilitation techniques
4.1
Develop
Project
Charter
Enterprise
environmental factors
Enterprise /
Organization
Outputs from
Other
Processes
5.6
Control
Scope
6.1
Plan
Schedule
Management
Project charter
4.2
Develop
Project
Management
Plan
5.1
Plan Scope
Management
6.7
Control
Schedule
4.3
Direct and
Manage
Project Work
4.4
Monitor and
Control
Project Work
4.5
Perform
Integrated
Change
Control
4.6
Close Project
or Phase
7.1
Plan Cost
Management
7.4
Control Costs
8.1
Plan Quality
Management
9.1
Plan Human
Resource
Management
Organizational process
assets
Enterprise /
Organization
Enterprise
environmental factors
Project charter
4.2
Develop
Project
Management
Plan
Outputs from
Other
Processes
12.1
Plan
Procurement
Management
10.1
Plan
Communications
Management
12.3
Control
Procurements
10.3
Control
Communications
12.4
Close
Procurements
4.3
Direct and
Manage
Project Work
4.4
Monitor and
Control
Project Work
11.1
Plan Risk
Management
4.5
Perform
Integrated
Change
Control
4.6
Close Project
or Phase
13.2
Plan
Stakeholder
Management
11.6
Control Risks
13.4
Control
Stakeholder
Engagement
Inputs
1. Project Charter
The size of the project charter varies depending on the
complexity of the
project and the information known at the time of its creation.
2. Outputs From Other Processes
Outputs from many of the other processes described in
Sections 5 through 13 are integrated to create the
project management plan.
Inputs
3. Enterprise Environmental Factors
The enterprise environmental factors that can influence the
Develop Project Management Plan process include, but are not
limited to :
Governmental or industry standards;
Project management body of knowledge for vertical market;
Project management information system;
Organizational structure, culture, management practices,
and sustainability;
Infrastructure; and
Personnel administration
Inputs
4. Organizational Process Assets
Organizational process assets that can influence the Develop
Project Management Plan process include, but are not limited
to :
Standardized guidelines, work instructions, proposal
evaluation criteria, and performance measurement
criteria;
Project management plan template;
Change control procedures, including the steps by which
official organization standards, policies, plans,
and procedures, or any project documents will be modified
and how any changes will be approved and
validated;
1. Expert Judgment
Outputs
1. Project Management Plan
The project management plan is the document that describes
how the project will be executed, monitored, and controlled.
Outputs
What It Does
Defines the project management processes
to be followed
Serves as a baseline for project execution
and control
Documents assumptions, constraints, and
decisions
Aids in communication between stakeholders
Defines project reviews
Defines how changes will be managed
Describes how performance measurement
baselines will be maintained
Defines phases in the project life cycle
WBS
WBS dictionary
Scope management plan
Project Documents
Activity attributes
Activity cost estimates
Activity list
Assumption log
Basis of estimates
Change Log
Charter
Contracts
Duration estimates
Forecasts
Issue log
Milestone list
Performance reports
Project funding requirements
Proposals
Procurement documents
Project organizational structure
Quality control measurements
Quality checklists
Quality metrics
Responsibility assignment matrix
Requirements traceability matrix
Resource breakdown structure
Resource calendars
Resource requirements
Risk register
Roles and responsibilities
Sellers list
Source selection criteria
Stakeholder analysis
Stakeholder management strategy
Stakeholder register
Stakeholder requirements
Statement of work
Team performance assessments
Teaming agreements
Work performance information
Work performance measurements
ITTO
Direct and Manage Project Work
INPUT
1.
2.
3.
4.
Expert judgment
Project management information
system
Meetings
OUTPUT
1.
2.
3.
4.
5.
Deliverables
Work performance data
Change requests
Project management plan updates
Project documents updates
4.5
Perform
Integrated
Change Control
Approved
change
requests
Project
management plan
updates
Enterprise /
Organization
Organizational
process assets
Enterprise
environmental
factors
Project
Documents
4.3
Direct and
Manage
Project Work
Change
requests
8.3
Control
Quality
Deliverables
10.3
Control
Communications
Work
performance
data
11.6
Control Risks
12.3
Control
Procurements
5.5
Validate Scope
5.6
Control Scope
6.7
Control
Schedule
7.4
Control Costs
13.4
Control
Stakeholder
Engagement
Inputs
1. Project Management Plan
The project management plan contains subsidiary plans
concerning all aspects of the project. Those subsidiary plans
related to project work include, but are not limited to :
Scope management plan,
Requirements management plan,
Schedule management plan,
Cost management plan, and
Stakeholder management plan.
Inputs
2. Approved Change Requests
Approved change requests are an output of the Perform
Integrated Change Control process, and include those
requests reviewed and approved for implementation by the
change control board (CCB).
Inputs
3. Enterprise Environmental Factors
The Direct and Manage Project Work process is influenced
by enterprise environmental factors that include, but are not
limited to :
Organizational, company, or customer culture and
structure of the performing or sponsor organizations;
Infrastructure;
Personnel administration;
Stakeholder risk tolerances, for example allowable cost
overrun percentage; and
Project management information system.
Inputs
4. Organizational Process Assets
The organizational process assets that can influence the
Direct and Manage Project Work process include, but are not
limited to :
Standardized guidelines and work instructions;
Communication requirements defining allowed
communication media, record retention, and security
requirements;
Issue and defect management procedures defining issue
and defect controls, issue and defect identification and
resolution, and action item tracking;
Outputs
1. Deliverables
A deliverable is any unique and verifiable product, result or
capability to perform a service that is required to be
produced to complete a process, phase, or project.
2. Work Performance Data
Work performance data are the raw observations and
measurements identified during activities being performed to
carry out the project work.
Outputs
3. Change Requests
A change request is a formal proposal to modify any
document, deliverable, or baseline . Requests for a change
can be direct or indirect, externally or internally initiated,
and can be optional or legally/contractually mandated, and
may include :
Corrective action;
Preventive action;
Defect repair; and/or
Updates
Outputs
5. Project Documents Updates
Project documents that may be updated include, but are not
limited to :
Requirements documentation,
Project logs (issues, assomptions, etc.),
Risk register, and
Stakeholder register.
ITTO
Monitor and Control Project Work
INPUT
1.
2.
3.
4.
5.
6.
7.
Expert judgment
Analytical techniques
Project management information
system
Meetings
OUTPUT
1.
2.
3.
4.
Change requests
Work performance repots
Project management plan updates
Project documents updates
Enterprise /
Organization
5.5
Validate Scope
Organizational
process assets
Enterprise
environmental
factors
Project
management
plan
5.6
Control Scope
10.3
Control
Communicatio
ns
11.6
Control Risks
12.3
Control
Procurements
13.4
Control
Stakeholder
Engagement
Work performance
information
Project
management
plan updates
4.4
Monitor and
Control
Project Work
Project
Project
Documents
Project
Documents
Documents
9.4
Manage Project
Team
Work
performance
reports
Change
requests
Work
performance
reports
4.5
Perform
Integrated
Change
Control
10.2
Manage
Communications
11.6
Control Risks
12.3
Control
Procurements
Enterprise /
Organization
5.5
Validate Scope
10.3
Control
Communications
12.3
Control
Procurements
Organizational
process assets
Enterprise
environmental
factors
Project
management
plan
Project
management
plan updates
Project
Project
Documents
Project
Documents
Documents
9.4
Manage Project
Team
4.4
Monitor and
Control
Project Work
Work
performance
reports
Change
requests
Work
performance
reports
4.5
Perform
Integrated
Change
Control
10.2
Manage
Communications
11.6
Control Risks
12.3
Control
Procurements
Inputs
1. Project Management Plan
Monitoring and controlling project work involves looking at all
aspects of the project.
2. Schedule Forecasts
The schedule forecasts are derived from progress against
the schedule baseline and computed time estimate to
complete (ETC).
Inputs
3. Cost Forecasts
The cost forecasts are derived from progress against the
cost baseline and computed estimates to complete (ETC).
4. Validated Changes
Approved changes that result from the Perform Integrated
Change Control process require validation to ensure that the
change was appropriately implemented.
Inputs
5. Work Performance Information
Work performance information is the performance data
collected from various controlling processes, analyzed
in context, and integrated based on relationships across
areas.
Inputs
6. Enterprise Environmental Factors
The enterprise environmental factors that can influence the
Monitor and Control Project Work process include, but are
not limited to :
Governmental or industry standards,
Organization work authorization systems,
Stakeholder risk tolerances, and
Project management information system.
Outputs
1. Change Requests
As a result of comparing planned results to actual results,
change requests may be issued to expand, adjust, or
reduce project scope, product scope, or quality requirements
and schedule or cost baselines.
2. Work Performance Reports
Work performance reports are the physical or electronic
representation of work performance information
compiled in project documents, intended to generate
decisions, actions, or awareness.
Outputs
3. Project Management Plan Updates
Changes identified during the Monitor and Control Project
Work process may affect the overall project
management plan.
4. Project Documents Updates
Project documents that may be updated include, but are not
limited to :
Schedule and cost forecasts,
Work performance reports, and
Issue log.
ITTO
Perform Integrated Change Control
INPUT
1.
2.
3.
4.
5.
Expert judgment
Meetings
Change control tools
OUTPUT
1.
2.
3.
4.
Enterprise /
Organization
5.5
Validate Scope
5.6
Control Scope
8.2
Perform Quality
Assurance
8.3
Control Quality
9.4
Manage Project
Team
Project
management plan
Change requests
Work
performance
reports
6.7
Control Schedule
7,4
Control Costs
4.2
Develop
Project
Management
Plan
4.4
Monitor and
Control Project
Work
Change requests
4.5
Perform
Integrated
Change
Control
Change requests
Project documents
updates
Approved change
requests
4.3
Direct and
Manage Project
Work
Change log
10.3
Control
Communications
Project
Project
Documents
Project
Documents
Documents
8.3
Control Quality
12.3
Control
Procurements
13.3
Manage
Stakeholder
Engagement
Enterprise /
Organization
11.6
Control Risks
12.1
Plan
Procurement
Management
Change requests
13.3
Manage
Stakeholder
Engagement
13.4
Control
Stakeholder
Engagement
Project
management plan
Change requests
Work
performance
reports
12.2
Conduct
Procurements
12.3
Control
Procurements
4.2
Develop
Project
Management
Plan
4.4
Monitor and
Control Project
Work
4.5
Perform
Integrated
Change
Control
Change requests
Project documents
updates
Approved change
requests
4.3
Direct and
Manage Project
Work
Change log
Project
Project
Documents
Project
Documents
Documents
8.3
Control Quality
12.3
Control
Procurements
13.3
Manage
Stakeholder
Engagement
Enter request in
change log
PM : Analyze
impact of
change
Analyze need/
benefit of
change
Update (change
log)
Yes
CCB: Accept
change?
No
Notify requestor
Integrate change
into project
management plan
Implement change
Update
change log
(decline)
Notify requestor
Process complete
Inputs
1. Project Management Plan
Elements of the project management plan that may be used
include, but are not
limited to :
Scope management plan, which contains the procedures
for scope changes;
Scope baseline, which provides product definition; and
Change management plan, which provides the direction
for managing the change control process and
documents the formal change control board (CCB).
Inputs
2. Work Performance Reports
Work performance reports of particular interest to the
Perform Integrated Change
Control process include resource availability, schedule and
cost data, and earned value management (EVM) reports,
burn up or burn down charts.
3. Change Requests
All of the Monitoring and Controlling processes and many of
the Executing processes produce change requests
as an output.
Inputs
4. Enterprise Environmental Factors
The following enterprise environmental factor can influence
the Perform Integrated Change Control process: project
management information system.
Outputs
1. Approved Change Requests
Change requests are processed according to the change
control system by the project manager, CCB, or by an
assigned team member.
2. Change log
A change log is used to document changes that occur during
a project.
Outputs
3. Project Management Plan Updates
Elements of the project management plan that may be
updated include, but are not limited to :
Any subsidiary plans, and
Baselines that are subject to the formal change control
process.
4. Project Documents Updates
Project documents that may be updated as a result of the
Perform Integrated Change Control process include
all documents specified as being subject to the projects
formal change control process.
ITTO
Close Project or Phase
INPUT
1.
2.
3.
OUTPUT
1.
1.
2.
3.
Expert judgment
Analytical techniques
Meetings
2.
4.2
Develop
Project
Management
Plan
Project
managemen
t plan
4.6
Close Project
or Phase
Organizational
process assets
Enterprise /
Organization
Final product,
service, or result
transition
Customer
Negotiate settlements.
Document lessons learned.
Inputs
1. Project Management Plan
The project management plan becomes the agreement
between the project manager and project sponsor, defining
what constitutes project completion.
2. Accepted Deliverables
Accepted deliverables may include approved product
specifications, delivery receipts, and work performance
documents.
Inputs
3. Organizational Process Assets
The organizational process assets that can influence the
Close Project or Phase process include, but are not limited
to :
Project or phase closure guidelines or requirements;
and
Historical information and lessons learned knowledge
base.
Outputs
1. Final Product, Service, or Result Transition
This output refers to the transition of the final product,
service, or result that the project was authorized to produce
(or in the case of phase closure, the intermediate product,
service, or result of that phase).
Outputs
2. Organizational Process Assets Updates
The organizational process assets that are updated as a
result of the Close Project or Phase process include,
but are not limited to :
Project files
Project or phase closure documents
Historical information