Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Controlling
g e
Day-to-Day Activities is very necessary
han
for business success but not sufficient C
isk
R Sustain
Business
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(4) (2)
Application Area
47
(II) Project Management Framework PM Processes for a Project (Contd)
Planning 24
Initiation 2 Execution 8
Develop Project Management Plan
Develop Project Direct and Manage Project Monitoring &
Charter Plan Scope Management 11
Collect Requirements
Work Controlling
Define Scope Perform Quality Assurance Monitor and Control Project Work
Identify
Stakeholders Create WBS Perform Integrated Change
Acquire Project Team
Develop Project Team Control
Plan Schedule Management
Define Activities Manage Project Team Control Scope
Sequence Activities Validate Scope
Estimate Activity Resources Manage Communications
Estimate Activity Durations Conduct Procurements Control Schedule
Develop Schedule
Manage Stakeholder Control Costs
Plan Cost Management Engagement
Estimate Costs Control Quality
Determine Budget
Control Communications
Plan Quality Management
Control Risks
Plan Human Resource Management
Control Procurements
Plan Communications Management
Control Stakeholder Engagement
Plan Risk Management
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(1) Predictive Life Cycles: (Fully Plan-Driven) The Project Scope, Time and Cost are determined as early in the project life
cycle. The project then proceeds through a series of sequential or overlapping phases.
(2) Iterative and Incremental Life Cycles: Project phases (iterations) intentionally repeat one or more activities as the
project teams understanding of product increases. The product will be developed though a series of repeated cycles.
(3) Adaptive Life Cycles: (Change Driven or Agile methods). Responds to high levels of change and ongoing stakeholder
involvement. Adaptive projects perform several processes in each iteration. The customer should be continuously engaged
with the project.
Milestone 3 Full Milestone 4
Installation
Milestone 2
Complete Operations Reviews
Major Contracts against a set of
Percent Complete
Base Design
Let metrics are
Milestone 1 Cost & Schedule performed.
Contract Terms
Formulation Detailed Planning These reviews
Production Turnover & Startup
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47
Mapping of PM Process Groups to PM Knowledge Area
Process Group Initiate (2) Plan (24) Execute (8) Monitor & Control (11) Close (2)
Knowledge Area
Integration (6) Develop Project Develop Project Management Plan Direct and Manage Monitor and Control Project Close Project
Charter Project Work Work or Phase
Perform Integrated Change
Control
Quality (3) Plan Quality Management Perform Quality Assurance Control Quality
Procurement (4) Plan Procurement Management Conduct Procurements Control Procurements Close
Procurements
Stakeholder (4) Identify Plan Stakeholder Management Manage Stakeholder Control Stakeholder Engagement
Stakeholders Engagement
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Procurement
Stakeholders Plan
Plan
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Review Questions
Concerned with the work of the project. Only the work that is
required to complete the project.
1. Plan Scope Management
2. Collect Requirements
3. Define Scope
4. Create WBS
5. Validate Scope
6. Control Scope
Documenting how the project scope will be defined, validated, and controlled
(2) Project Charter:
Provides the project context needed to plan the scope management processes.
Provides high level project description and product characteristics from the project Statement of Work (SOW).
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Rolling Wave Planning Technique: Wait until the Phase 1 Phase 2 Deliverable Subproj
1 2 3 4
deliverable or subproject is clarified so details of WBS can
be developed.
8/80 Rule for WBS: No task should be less than 8 hours or Deliverable Deliverable Deliverable Deliverable
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Establishing the policies, procedures, and documentation for planning, developing, managing, executing, and
controlling the project schedule
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Identifying the specific schedule activities that need to be performed to produce the various project deliverables
(1) Activity List:
Project Work Packages are typically decomposed into smaller components called activities.
Provides a basis for estimating, scheduling, executing and monitoring and controlling the project work.
Level 1: Project GSM Project
Resource Capabilities:
The abilities of the project team members must be taken into consideration.
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(2) Critical Path Method (CPM): (Next Slide) Law of Diminishing Returns: (Diminishing Marginal
Calculates Single, Deterministic Dates. Returns)
No Resource limitations (Forward & Backward Pass). A law of economics stating that, as the number of new
employees (Efforts) increases, the marginal (Output/Yield)
PERT Formulas:
Activity Standard Variance Activity P M O E(V) STD VAR = (STD)2
Duration Deviation
A 15 6 3 7 2 4
Estimate E(V) (STD)
(P+4M+O)/ 6 (P O) / 6 (STD)2 B 17 9 7 10 1.67 2.79
P = Pessimistic, Worst Scenario C 23 11 5 12 3 9
M = Most Likely, Realistic
O = Optimistic, Best Scenario
Project 29 (15.79) = 15.79
3.97
Left Skew
Confidence Level Project Duration
O Most Mean= E(V) P
O Mean= E(V) Most P 99.99% Between (29- 6xSTD) and (29+ 6xSTD)
Likely
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(2) Enterprise Environmental Factors: 1. Pre-assignment: Team members are known in advance.
Availability. 2. Negotiation: To negotiate with Functional Managers, and
Ability. other performing organization to appropriately assign
Experience. scarce or specialized resources.
Interests. 3. Acquisition: Required services can be acquired from
Cost. outside sources.
4. Virtual Teams: Groups of people with a shared goal, who
(3) Organizational Process Assets fulfill their roles with little or no time spent face to face.
Policies. 5. Multi-criteria decision analysis: Used as a part of
Guidelines. acquiring the project team. The criteria are weighted
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Performing
Storming
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Contract Types:
Contract:
Privity: A mutually binding agreement that obligates the seller to provide
Confidential and Secret contractual the specified product or service or result and obligates the buyer
relationship. Contract Information. to pay for it.
Contract is Formal; Specific; Time Bound; and
Managed.
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CPAF
(2) Cost Plus Incentive Fee (CPIF)/ Cost Plus Percentage of Saving (CPPS):
a) Incentive is Fixed or otherwise Percentage of Savings. Some motivation for savings.
CPPS
(3) Cost Plus Percentage of Cost (CPPC) CPPC
Scenario 1 Scenario 2
Actual Cost $700K Actual Cost $1,300K (will be paid by Seller)
$300K $1,260K (Ceiling Price)
Seller's Profit Seller Gets
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Ceiling Price
Cost Plus Incentive Fee (CPIF)
Target Cost
If cost increases to $1,300K the total price would be If cost increases to $1,200K, then the total fees would be 10% of the
$1,300K + 15% of the original estimated costs = final actual costs ($1,200K) = $120K, hence total cost would be:
$1,300K + $150K = $1,450K $1,200K + $120K = $1,320K
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Obtaining seller responses, e.g. information, quotations, bids, offers or proposals, selecting a seller, and
awarding a contract
(2) Procurement Document: (4) Seller Proposals:
Is a buyer-prepared formal request sent to each seller. Are seller-prepared documents that describe the sellers
Is the basis upon which a seller prepares a bid for the ability and willingness to provide the requested product.
requested products, services, or results that are Prepared in accordance with the requirements of the
described in the procurement documentation. relevant procurement documents.
May be supplemented with an oral presentation to
Qualified Seller List: provide additional information of the sellers proposal.
Obtaining seller responses, e.g. information, quotations, bids, offers or proposals, selecting a seller, and
awarding a contract
(2) Proposal Evaluation Techniques: Weighting System Screening System:
Assign numerical weights to evaluation criteria. Uses Predetermined Performance Criteria.
Multiply this by the weight of each criteria factor to Example: request for Certified Engineers.
come up with the Total Scores for each vendor. Weighting and Screening Systems are used in
Useful where multiple vendors to choose from. combination to come up with a selection.
(5) Advertising:
(3) Independent Estimates: (Should-cost) estimate Expanding existing list of Potential Sellers.
Obtaining seller responses, e.g. information, quotations, bids, offers or proposals, selecting a seller, and
awarding a contract
(7) Procurement Negotiations: Stages of Negotiation:
1. Preparation and Planning: Negotiators get to know each other.
2. Definition of Ground Rules: The negotiators begin the search process.
3. Clarification and Justification: This is the essence of the meeting.
4. Bargaining and Problem Solving: Actual bargaining occurs and concessions are made. The two positions are summed up and final
concessions are reached. The agreements are summarized and documented.
5. Agreement Closure and Implementation: Taking care of the details required to finalize the agreement.
Negotiation Tactics:
Deadline: Imposing a deadline for reaching an agreement.
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Completing and settling each project procurement, including the resolution of any open items, and closing each
procurement applicable to the project or a project phase
(1) Procurement Audits: (1) Closed Procurements:
Reviews of the procurement process to determine Confirmation that project has met all customer requirements for the
if they are meeting the right needs. product of the project (This is Not Close Project, See Next Slide).
Should occur all the way through the Contract The customer has formally accepted the project results & deliverables.
Closeout Process. Kicks off the beginning of the Warranty Period.
Purpose: Identify Lessons Learned and determine
areas of improvements. (2) Organizational Process Assets Updates:
Contract File: Complete set of indexed contract documentation,
Characteristics of Closing: including the closing contract.
High Probability of Completing the Project. Deliverable Acceptance: Formal Written Notice by the buyer to the
Stakeholders have Least Amount of Influence. seller, that the deliverables have been accepted or rejected.
Costs Are significantly Lower in this Process. Lessons Learned Documentation: Developed in conjunction with
Weak Matrix Organization tends to experience the suppliers/contractors, and subcontractors.
Completing and settling each project procurement, including the resolution of any open items, and closing each
procurement applicable to the project or a project phase
(A) Close Project or Phase Process (Integration):
Involves performing the project closure portion of Project Management Plan. Used to closeout overall Project when completed.
(1) Administrative Closure Procedure:
(2) Contract Closure Procedure: To Legally Protect both Parties Interests
Details all Activities, Interactions, Roles &
Ensures all activities to settle and close projects contracts are
Responsibilities. Includes integrated activities
developed and executed during Close Procurements Process.
needed to:
(1) Product Verification: All Works Completed Correctly & Satisfactorily.
(a) Collect Project Records.
Administrative
(2) Financial Closure.
(b) Analyze project success & failure.
(3) Records Management System.
(c) Gather Lessons Learned.
(4) Final Contract Performance Reporting.
(d) Archive Project Information.
(5) Contract File.
(6) Formal Acceptance, Sign Off, and Contract Closure.
Customer Satisfaction
Final Lessons Learned with Closing the
Contract
Team members and End User (B) Close Procurements Process (Procurements):
Establishing the policies, procedures, and documentation for planning, managing, expending, and
controlling project costs
(3) Enterprise Environmental Factors: (2) Analytical Techniques: (1) Cost Management Plan:
Market place conditions; and Strategic options to fund the project: Can establish the following:
Commercial databases. Self-funding Units of measure
Funding with Equity Level of precision
(4) Organizational Process Assets: Funding with Debit Level of accuracy
Cost estimating policies. Commercial databases. Organizational procedures links
Cost estimating templates. Finance project resources, such as: Control Thresholds
Historical information. Making Rules of performance measurement
Project files & team knowledge.
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Description Value
Example:
Pay Back (Revenue) / Benefits 4,000 Benefit Cost Ratio
Profit 1,000 = Revenue (Pay Back) / Costs
= 4,000 / 2,000 = 2
Cost 2,000
Life Cycle Cost 5,200
(2) Pay Back Period Analysis: (Cash Flow) Year Project A Project B
Time taken to Break Even or Payback initial investment Cash Flow Cash Flow
0 -1000 -1000
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Example: Depreciation Calculations for an Asset Cost of $ 100K over an Asset Life of 4 years
Asset Life is Straight Line Sum of Years Digits Declining Balance Double Declining
4 Years Depreciation Assumed Salvage Depreciation Balance
Assumed Salvage (10K) (Accelerated) (Rapid Declining)
(10K)
Annual Depreciation (100K-10K)/4 = 22.5K Sum of Years Digits = Assumed 20% 2 * (1/ Asset life) =
1+2+3+4=10
First Year 22.5 (100K-10K)*4/10 = 100 * 20% = 100 * =
Depreciation 36K 20K 50K
Second Year 22.5 90K * 3/10 = (100K 20K)* 20%= (100K 50K)* =
Depreciation 27K 16K 25K
Third Year 22.5 90K * 2/10 = (100K 20K 16K) (100K 50K 25K)*
Depreciation 18K *20% = =
12.5K
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Cumulative Values
(5) Funding Limit Reconciliation:
Expenditure of funds is reconciled with Value Engineering: Finding Less Cost
the funding limits set by the customer or Costly ways to do the same scope of work. Baseline
Cumulative Values
PV (Planned Value): Budgeted Cost of Work Scheduled.
(Value of the amount of work that was planned to be Accomplished) CV
AC
WBS, Budget, (Scheduled)
SV
AC (Actual Cost): Actual Cost of Work Performed. PV
(Total of Costs incurred in accomplishing work) EV
Measuring Actual Spending 22 24
Data Scheduled Actual
TIME
EV (Earned Value): Budgeted Cost of Work Performed Date Completion Completion
Date Date
(Value of Work Actually Completed) Earned
= % Work Completed x Project Budget BAC = Budget At Completion
SV (Schedule Variance) = EV-PV ( +$ = Ahead of Schedule and -$ = Behind Schedule)
CV (Cost Variance) = EV-AC ( +$ = Spending Less than Planned and -$ = Over Spending)
Performance Indicators:
SPI = EV/PV (Schedule) ( > 1 Ahead of Schedule trend) (Schedule Performance Index)
Cumulative Values
(Variances are (Same Type of Variance
not Typical ) Continue). Same Rate of Spending CV
Use Remaining Use CPI AC
Budget SV
ETC (Estimate Low End: PV
To Complete) = (BAC EV)/ CPI EV
= BAC EV 22 24
High End: Actual
TIME Data Scheduled
= (BAC EV)/ (CPI x SPI) Date Completion Completion
Date Date
EAC (Estimate = BAC / CPI
At Completion) EV Curve
= AC + ETC (Original Estimate was Flawed) BAC
= AC + ETC EV 01-Mar-13
ETC
VAC Works
(Variance At = BAC- EAC AC Curve
Cumulative Values
rate of progress to date will continue to prevail and is
expressed as: CV
AC
EAC = BAC/CPI
SV
PV
Method 2: (BAC is NOT FIXED) requires that we determine the
EV
Actual Cost as of to-date (AC), and Re-Evaluate the amount of 24
22
works that are still to be Completed (ETC). This is expressed as: Data Scheduled Actual
TIME
EAC = AC + ETC Date Completion Completion
Date Date
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Modern Quality Management: Complements project management, both recognize the importance of:
Customer Satisfaction: Conformance to requirements and fitness for use.
Prevention or Inspection: Cost of preventing defects is much less than the cost of correcting them, as revealed by inspection.
Management Responsibility: Success requires the participation of all members of the team.
Continuous Improvement: The Plan-Do-Check-Act is the basis for quality improvement (by Shewhart & modified by Deming).
The cost of quality refers to the total cost of all efforts related to quality.
Project decisions can impact operational costs of quality as a result of product returns, warranty claims, and recall campaigns.
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3. W. Edwards Deming: (85% of the Cost of Quality is a Management Problem) Rule of 85 Plan-Do-Check-Act
It is not enough to just do your best or work hard. You must know what to work on.
85% of a workers effectiveness is determined by the system he works in, only 15% by his own skill.
When you understand the importance of quality and timeliness of inputs from suppliers, youll stop buying on low-bid.
Monitor outputs throughout i.e. prevention over inspection.
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Applying the planned, systematic quality activities to ensure that the project employs all processes needed to meet
requirements
(1) Quality Management and Control Tools:
1. Affinity diagrams: (2) Quality Audits:
2. Process Decision Program Charts (PDPC) Review Quality Management Activities.
3. Interrelationship Digraphs Measure Progress & Identify Corrective Actions.
4. Tree Diagrams Identify Lessons Learned. Performed on Regular or
5. Prioritization Matrices Random basis.
6. Activity Network Diagrams If Applied Correctly then the Benefits:
7. Matrix Diagrams 1. Gained Fit Product and Meets Safety Standards.
2. Adhered to Applicable Laws and Standards.
3. Correctives actions identified and implemented.
4. Quality Plan is adhered to.
Prevention: Keeping errors out of the processes. Attribute (Discrete) sampling: The result
Inspection: Keeping errors out of the hands of the customer. conforms, or it does not. Gender, True/False,
Excellent, Good, Poor.
Special causes: Unusual events. Variables sampling: The result is rated on a
Common causes: Normal process variation (Random Causes). continuous scale that measures the degrees
of conformity. Ages, Counts, Speed,
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(3) Checksheets:
Also known as tally sheets and may be used as a
checklist.
Used to organize facts in a manner that will facilitate
effective collection of useful data about potentional
quality problem
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nt tive
Small number of causes will typically produce a large majority of the problems 30 75
e
rce la
ag
or defects.
Pe mu
Cu
80/20 principle. 80% of the problems are due to the 20% of the causes.
Fix problems that are causing the greatest number of defects first. 20 50
Frequency by
Wobble
Rotation
Axle
Others
Pressure
Noise
Color
Project Management Institute, A Guide to Project Management
by the shape and width of the distribution Body of Knowledge (PMBOK Guide)- Fifth Edition, Project Causes
Management Institute, Inc, 2013, Fig: 8-7, Page 239
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Graphical Display of the Results over time. Management Institute, Inc, 2013,
Fig: 8-7, Page 239
Project risk is an uncertain event or condition that, if it occurs, has a positive or negative affect on at least one
project objective, such as time, cost, scope, or quality.
Project risk has its origins in uncertainty that is present in all projects.
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Because of the inherent complexity in both the causes and effects of risk events, a systematic and comprehensive
approach to risk management is required that addresses:
1. the probability of the risk event (how likely is it to occur?);
2. the consequences or outcomes of the risk event (what will the cost to the project be?);
3. the causes or circumstances of the risk event (what will trigger it, and how will it become manifest?);
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Time Insignificant time Time increase is <5% Time increase is Time increase is Time increase is
increase between 5-10% between 10-20% >20% time
Quality Quality Only very demanding Quality reduction Quality reduction is Project end item is
degradation is applications are requires sponsor unacceptable to effectively useless
barely noticeable affected approval sponsor
Definition of Impact Scales for FOUR Project Objectives, PMBOK Guide, PMI, Fifth Edition 2013, Table 11-1, Page 318
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P (Occurrence)
understood. High
Probability
Probability and Impact matrix might be as simple as (Ordinal Scale:
Very Unlikely, Low, Medium, High, Very High) OR (Cardinal Scale: Risk ID 1 Risk ID 7 Risk ID 8
uses Rank ordered values from 1(Very Low) to 10 (Certain) OR 0.1 Risk ID 6
(Very Low) to 1.0 (Certain) ).
Risk Probability: The Likelihood that risk will occur.
Risk ID 9 Risk ID 10 Risk ID 2
Consequences (Impacts): The Effect on project objectives if the risk
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Relative Likelihood
(1) Data Gathering and Representation Techniques: 0.1 0.1
X axis: Time or Cost
Probability Distribution:
Continuous distributions represent the uncertainty in
values (Durations, Costs, etc.). 0.0 0.0
Discrete distributions can be used to represent Beta Distribution Triangular Distribution
uncertain events, such as outcome of a test or Sensitivity Analysis:
possible scenario in decision tree. Determines which risks have the most potential impact on the project.
Interviewing: Examines the extent to which the uncertainty of each project element
Information Gathered depends on the type of affects the objectives being examined when all uncertain elements
distribution: are held at their baselines values.
1. Optimistic (low), pessimistic (high) and most likely Determines stakeholder risk tolerance levels.
NOTE: Modeling and Simulation are recommended for use in cost and schedule risk analysis, because they are more powerful and
less subject to misuse compared to Expected Monetary Value (EMV) analysis.
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-
-
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(d) Accept: When no way for resolution. (d) Accept: When no way for resolution.
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Identifying all people or organizations impacted by the project, and documenting relevant information regarding
their interests, involvement and impact on project success
(1) Stakeholders Analysis: (1) Stakeholder Register:
Identify stakeholders interests, expectations, and influence Contains all details related to the identified
while relating them to the purpose to of the project. stakeholders including:
Sum of information requirements for the project stakeholders. A. Identification Information: Name, organization
Type and format of information. position, location, role, contacts etc.
Project organization & stakeholder responsibility relationship. B. Assessment Information: Major requirements,
Disciplines, departments, logistics, external information. expectations, potential influence, phase of the
Power/Interest grid: grouping based on level of authority project with most interest, etc.
(Power) and Level of concern (Interest). C. Stakeholder Classification: Internal/External,
Power/Influence grid: grouping based on level of Authority supporter/neutral/resistor, etc.
(Power) and level of Involvement (Influence).
Influence/Impact grid: grouping based on level of Stakeholder Management Strategy:
Developing appropriate management strategies to effectively engage stakeholders throughout the project life
cycle, based on the analysis of their needs, interests, and potential impact or project success
1. Develop Project Charter: Developing project charter and formally authorizing a project or a project phase.
2. Develop Project Management Plan: Documenting the actions necessary to define, prepare, integrate, and
coordinate all subsidiary plans into a project management plan.
3. Direct and Manage Project Execution: Executing the work defined in the project management plan.
4. Monitor and Control Project Work: Monitoring and controlling the processes used to initiate, plan, execute,
and close a project to meet the performance objectives defined in the project management plan.
5. Perform Integrated Change Control: Reviewing all change requests, approving changes, and controlling
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Decision
Constrained Optimization Benefit Measurement
Methods Methods Models
Benefit/Cost Analysis
Linear Used for
Mathematical Models
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Documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans into a
project management plan
(1) Expert Judgment:
Is applied to develop technical and management details to be included in the Project Management Plan.
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Documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans into a
project management plan
(1) Project Management Plan:
Project Management Plan content will vary depending upon the application area and complexity of the project.
Project Management Plan is updated and revised through the Integrated Change Control Process.
Defines how the project is executed, monitored and controlled, and closed.
Documents the collection of outputs of the planning processes and includes:
o Selected Project Management Processes by the Team.
o Level of Implementation of each selected process.
o Description of the Tools and Techniques to be used for accomplishing those processes.
o How the selected processes will be used to manage the specific project.
o How the work will be executed and changes will be monitored and controlled.
o How Integrity of the performance measurement baselines will be maintained and used.
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Administrative
(2) Financial Closure.
(b) Analyze project success & failure.
(3) Records Management System.
(c) Gather Lessons Learned.
(4) Final Contract Performance Reporting.
(d) Archive Project Information.
(5) Contract File.
(6) Formal Acceptance, Sign Off, and Contract Closure.
Customer Satisfaction
Final Lessons Learned with Closing the
Contract
Team members and End User (B) Close Procurements Process (Procurements):
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PMP Certification
References:
1. A Guide to Project Management Body of Knowledge,2013, Fifth Edition, Project Management Institute, Inc., Library of Congress
Cataloging-in-Publication Data.
2. A Guide to Project Management Body of Knowledge,2008, Fourth Edition, Project Management Institute, Inc., Library of Congress
Cataloging-in-Publication Data.
3. Newell, Michael W., 2002, Preparing for the Project Management Professional (PMP), Second Edition, American
Management Association.
4. Phillips, Joseph, 2004, Project Management Professional Study Guide, McGraw-Hill/Osborne
5. Francis, David and Horine, Greg, 2004, Exam Cram2 PMP Project Management Professional, Que Publishing
6. Nathan, Peter and Everett, Gerald, 2003, PMP Certification for Dummies, Wiley Publishing, Inc.
7. Mulcahy, Rita, 2005, PMP Exam Prep, RMC Publications, Inc.
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PMP Certification