PMP PMBOK 5TH EDITION

COMPLETE TUTORIAL SERIES

DEVELOP PROJECT
CHARTER
DEVELOP PROJECT CHARTER
IT IS THE VERY FIRST PIECE OF DOCUMENTATION FOR A PROJECT.
PROJECT CHARTER IS A DOCUMENT ISSUED BY THE PROJECT SPONSOR/INITIATOR
THAT FORMALLY AUTHORIZES THE EXISTENCE OF A PROJECT & PROVIDES THE
PROJECT MANAGER WITH THE AUTHORITY TO APPLY ORGANIZATIONAL
RESOURCES TO PROJECT ACTIVITIES
SOMEONE OTHER THAN THE PROJECT MANAGER, SUCH AS THE SPONSOR, A
CUSTOMER, THE PMO, A PORTFOLIO STEERING COMMITTEE OR A SENIOR
MANAGEMENT INITIATES THE PROJECT.
THE INITIATOR MUST HAVE AUTHORITY CONSISTENT WITH THE SIZE &
COMPLEXITY OF THE PROJECT

THE PROJECT CHATTER FORMALLY:

IDENTIFIES THE PROJECT SPONSOR & THE PROJECT MANAGER
DEMONSTRATES COMMITMENT TO THE PROJECT & FORMALIZES THE PMS AUTHORITY
LINKS THE PROJECT TO THE ORGANIZATIONAL STRATEGIC PLAN & HOW IT ALIGNS WITH
OPERATIONS
INPUTS TO DEVELOP PROJECT CHARTER
THERE ARE FIVE INPUTS TO THE DEVELOP PROJECT CHARTER
1. PROJECT STATEMENT OF WORK (SOW)
EXPLAINS THE BUSINESS NEEDS
CLARIFIES THE PRODUCT OF THE PROJECT
TELLS HOW THE PROJECT ALIGNS WITH ORGANIZATIONS STRATEGIC PLAN
2. BUSINESS CASE
FINANCIAL BENEFITS REVENUE, COST REDUCTION
NON FINANCIAL BENEFITS CUSTOMER LOYALTY, INNOVATION
3. AGREEMENT IF THE PROJECT IS BASED ON CONTRACTUAL AGREEMENT LIKE MOU, LETTER OF
INTENT
CONTRACT STATEMENT OF WORK
CONTRACTUAL REQUIREMENT, TERMS & CONDITION
4. ENTERPRISE ENVIRONMENTAL FACTORS (EEF)
INTERNAL EEF SUCH AS ORG STRUCTURE, HUMAN RESOURCE CAPABILITIES, PMO POLICIES, RISK DATABASES
EXTERNAL EEF SUCH AS COMPETITIONS, REGULATIONS, INDUSTRY STANDARDS, GOVT POLICIES, MARKET ETC
5. ORGANIZATIONAL PROCESS ASSETS (OPA)
POLICIES, PROCEDURES, TEMPLATES, PRIOR PROJECTS, INTRANETS, PAST PROJECT DOCUMENTS, LESSONS
LEARNED
TOOLS & TECHNIQUES
EXPERT JUDGMENT IS THE PRIMARY TECHNIQUE FOR ALL THE PROJECT
INTEGRATION MANAGEMENT PROCESSES.
EXPERT JUDGMENT IS THE ACTIVITIES SPECIFIC APPROPRIATE JUDGMENT
PROVIDED BY THE SUBJECT MATTER EXPERT (SME) SUCH AS GROUP OF PERSON
WITH SPECIALIZED EDUCATION, KNOWLEDGE, SKILL, EXPERIENCE & TRAINING.

TWO TYPES OF SME

INTERNAL EXPERTS
SPONSORS, TEAM MEMBERS, PAST PM, OTHER STAKEHOLDER OR THE PMO
EXTERNAL EXPERTS
CONSULTANTS, INDUSTRY & PROFESSIONAL ASSOCIATION
 OUTPUT OF DEVELOP PROJECT CHARTER
THE END RESULT OF A DEVELOP PROJECT CHARTER PROCESS IS THE PROJECT
CHARTER!!
CHARTER CONTENT ITEM
PURPOSE & JUSTIFICATION
OBJECTIVES
SUCCESS CRITERIA
HIGH LEVEL REQUIREMENTS
ASSUMPTIONS & CONSTRAINTS
HIGH LEVEL PROJECT DESCRIPTION
HIGH LEVEL RISKS
SUMMARY MILESTONE
SUMMARY BUDGET
STAKEHOLDER LIST
APPROVAL REQUIREMENTS
PM AUTH ON STAFFING, TECHNICAL
DECISION, CONFLICT RESOLUTION,
BUDGET MGMT
SPONSOR, PM & OTHER RELEVENT
SIGNATURES
WHAT IT DOES
REASON FOR THE PROJECT MAY REFER TO BUSINESS CASE, STRATEGIC OBJECTIVES OR
EXTERNAL FACTORS
MULTIPLE OBJECTIVES FOR THE SCOPE, SCHEDULE, COST, QUALITY, CUSTOMER SATISFACTION,
ETC
MEASUREABLE CRITERIA TO INDICATE SUCCESSFUL COMPLETION OF EACH OBJECTIVE
INITIAL HIGH LEVEL BUSINESS & COMPLIANCE REQUIREMENTS THAT MEETS CUSTOMER
EXPECTATIONS
INTIAL ASSUMPTION ABOUT SCOPE, RESOURCES, FUNDING, LIMITATION, BUDGET OR FIXED DUE
DATE
SUMMART OF THE PROJECTS DELIVERABLES & APPROACH TO BUDGETS
INITIAL RISK THAT WILL LATER BE PROGRESIVELY ELABORATED
SIGNIFICANT EVENTS OF DELIVERABLES: PHASE COMPLETION, DELIVERABLES & ACCEPTANC
INITIAL RANGE OF EXPENDITURES ESTIMATE
INITIAL LIST OF PEOPLE WHO CAN INFLUENCE OR BE INFLUENCED BY THE PROJECT
WHO CAN APPROVE & SIGN OFF ON EACH DELIVERABLE & CRITERIA FOR ACCEPTANCE
AUTHORITY TO HIRE, FIRE, DISCPLINE, ACCEPT OR REJECT. AUTH TO MAKE TECHNICAL
DECISIONS OR APPROACH, TO RESOLVE CONFLICT WITHIN TEAMS OR EXTERNAL
STAKEHOLDERS & TO COMMIT & MANAGE FUNDS VARIANCE
DEMONSTRATE COMMITMENT & APPROVAL FOR THE PROJECT
 CONTRACT
ENTERPRISE
ENTERPRISE (IF ANY)
ENVIRONMEN

S
ENVIRONMEN BUSINESS

UT
TAL
TAL
FACTOR
FACTOR (EEF)
CASE

INP
(EEF)
ORGANIZATIONAL
ORGANIZATIONAL
PROCESS
PROCESS
PROJECT
DEVELOP PROJECT

ASSETS
ASSETS PROJECT
(OPA)
(OPA) STATEMENT
STATEMENT
OF
OF WORK
WORK
(SOW)
(SOW)

TOOLS &
TECHNIQUES
CHARTER

INTERNAL SMEs UT EXTERNAL SMEs

EXPERTS JUDGMENTS OUTP EXPERTS JUDGMENTS &
FACILITATION&TECHNIQUES

THE PROJECT CHARTER

 DEVELOP PROJECT
MANAGEMENT PLAN
DEVELOP PROJECT MANAGEMENT PLAN
THE PROJECT MANAGEMENT PLAN IS THE MASTER DOCUMENT WHERE ALL SUBSIDIARY
PLANS & THE PROJECT APPROACH ARE DOCUMENTED.
IT CONTAINS STANDARD INFORMATION TO USE FOR THE PROJECT
IT DESCRIBES HOW THE PROJECT WILL BE EXECUTED, MONITORED & CONTROLLED.

THE INFORMATION IN THE PROJECT MANAGEMENT PLAN COMES FROM ALL THE PLANNING
PROCESSES (EXCEPT CHANGE MANAGEMENT PLAN & CONFIGURATION MANAGEMENT
PLAN)

PROJECT MANAGEMENT PLAN IS NOT A SCHEDULE!

THE PROJECT MANAGEMENT PLAN IS A COLLECTION OF OTHER PLANS
ALTHOUGH IT IS A SINGLE DOCUMENT, ITS BROKEN INTO SEVERAL SUBSIDIARY PLANS.
THERES ONE SUBSIDIARY PLAN FOR EACH OF THE OTHER KNOWLEDGE AREAS:
SCOPE MANAGEMENT, TIME MANAGEMENT, COST MANAGEMENT, QUALITY MANAGEMENT,
HUMAN RESOURCE MANAGEMENT, COMMUNICATIONS MANAGEMENT, RISK MANAGEMENT,
AND PROCUREMENT MANAGEMENT.
TOOLS & TECHNIQUES
EXPERT JUDGMENTS ARE NEEDED IN:
TAILORING THE COMPONENTS IN THE PROJECT MANAGEMENT PLAN TO MEET PROJECTS
NEEDS
DEFINING THE CHANGE CONTROL PROCESS
PROVIDING TECHNICAL DETAILS & INFO FOR THE PROJECT MANAGEMENT PLAN
PROVIDING INPUTS FOR THE APPROPRIATE LIFE CYLE
IDENTIFY RESOURCES & SKILL LEVELS NEEDED TO GET THE JOB DONE
IDENTIFY ITEMS THAT BELONGS TO CONFIGURATION CONTROL

FACILITATION TECHNIQUES
BRAINSTORMING
PROBLEM SOLVING
CONFLICT RESOLUTION
MEETING MANAGEMENT
CHANGE CONTROL SYSTEM
THE PROJECT MANAGEMENT PLAN INCLUDES BASELINES OF THE SCOPE,
SCHEDULE, AND BUDGET THAT CAN BE CHANGED. THUS WHEN CHANGE IS
ENCOUNTERED, THE PROJECT MANAGEMENT PLAN MUST BE CONSULTED
FIRST TO DECIDE HOW TO PROCEED.
CHANGE CONTROL SYSTEM IS A SET OF PROCEDURES THAT DESCRIBES HOW
MODIFICATION TO THE PROJECT DELIVERABLES & DOCUMENTATION ARE
MANAGED & CONTROLLED
HOW CHANGE REQUESTS TO BE MADE,
THE PROCESS TO EVALUATE THE REQUESTS
WHO SHOULD SIT ON THE CHANGE CONTROL BOARD
LEVELS OF AUTHORITY FOR APPROVING CHANGES
CONFIGURATION MANAGEMENT SYSTEM
A SUBSYSTEM OF THE OVERALL PROJECT MANAGEMENT SYSTEM.
COLLECTION OF FORMAL DOCUMENTED PROCEDURES USED TO APPLY TECHNICAL
& ADMINISTRATIVE DIRECTIONS & SURVEILLANCE TO:
IDENTIFY & DOCUMENT THE FUNCTIONAL & PHYSICAL CHARACTERISTIC OF THE PROJECT
OUTPUT
CONTROL ANY CHANGES TO SUCH CHARACTERISTICS
RECORD & REPORT EACH CHANGE & ITS IMPLEMENTATION STATUS
SUPPORT THE AUDIT OF THE PROJECT OUTPUT TO VERIFY CONFORMANCE TO
REQUIREMENTS
INCLUDES DOCUMENTATION, TRACKING SYSTEM & DEFINED APPROVAL LEVELS
NECESSARY FOR AUTHORIZING & CONTROLLING CHANGES
 QUAL
DEVELOP PROJECT MANAGEMENT STKHOL ITY
DR MGM
REQU T
PROJECT MGMT COST PROC
IREM
PLAN PLAN ESS
ENTERPRISE CHARTER T PRFR
ENTERPRISE MGM MNCE IMPR
ENVIRONMEN
ENVIRONMEN SCOP T
SCHE
BASE VMNT
LINE COMM PLAN
TAL
TAL E PLAN DULE
MGM MGMT
FACTOR
FACTOR (EEF)
(EEF) T BASE HUM
PLAN PRCR
PLAN SCHED LINE AN
ORGANIZATIONAL
ORGANIZATIONAL ULE MNT
RES

TS
PROCESS MGM
PROCESS PROJ MGMT OUR
T

INPU
ASSETS
ASSETS ECT PLAN COST CE RISK
PLAN
(OPA) SCOP MGM PLAN MGM
(OPA) E T T
STMN SCOP PLAN PLAN
T E
BASE
LINE THESE ARE ALL THE OUTPUTS
FROM VARIOUS PLANNING
PROCESSES THEY ARE NOW
TOOLS &
INPUTS TO THE
TECHNIQUES DEVELOPMENT OF
THE PROJECT MANAGEMENT
PLAN
EXPERT JUDGEMENTS &
UT
FACILITATION TECHNIQUES OUTP
PLAN

THE PROJECT MANAGEMENT PLAN

DIRECT & MANAGE
PROJECT WORK
DIRECT & MANAGE PROJECT WORK
PROCESS OF PERFORMING THE WORK DEFINED IN THE PROJECT MANAGEMENT PLAN &
IMPLEMENTING APPROVED CHANGES TO ACHIEVE PROJECTS OBJECTIVES.
IT PROVIDES OVERALL MANAGEMENT OF THE PROJECT WORK

DIRECT & MANAGE PROJECT WORK ACTIVITIES INCLUDES:

PERFORM ACTIVITIES TO ACCOMPLISH PROJECT OBJECTIVES
CREATE PROJECT DELIVERABLES TO MEET THE PLANNED PROJECT WORK
PROVIDE, TRAIN & MANAGE TEAM MEMBERS ASSIGNED TO THE PROJECT
OBTAIN, MANAGE & USE RESOURCES
IMPLEMENT PLANNED METHODS & STANDARDS
ESTABLISH COMMUNICATION CHANNELS
GENERATE WORK PERFORMANCE DATA SUCH AS COST, SCHEDULE, TECHNICAL & QUALITY
PROGRESS
ISSUE CHANGE REQUEST & IMPLEMENT THE APPROVED CHANGES
MANAGE RISK & IMPLEMENT RISK RESPONSE ACTIVITIES
MANAGE STAKEHOLDERS ENGAGEMENT
COLLECT & DOCUMENTS LESSONS LEARNED
 ENTERPRISE PROJE
CT APPROVED
ENVIRONMENTA MGMT
CHANGE
L PLAN
DIRECT & MANAGE PROJECT

REQUESTS
FACTOR (EEF)
ORGANIZATION
ORGANIZATION

T
AL
AL

INPU
PROCESS
PROCESS
ASSETS
ASSETS
(OPA)

S
(OPA)

TOOLS &
TECHNIQU
ES

EXPERT PROJECT
JUDGEMENTS & MANAGEMENT
S
OUTPUT
MEETINGS INFORMATION SYSTEM
WORK

WORK PROJECT
PERFORMAN CHANGE PROJECT
DELIVERABLE MNAGEMENT
CE DOCUMENTS
S REQUESTS PLAN
UPDATES
DATA UPDATES
 UNIQUE & VERIFIABLE PRODUCT, RESULT OR CAPABILY TO PERFORM A
DELIVERABLES SERVICE THAT IS REQUIRED TO BE PRODUCED TO COMPLETE A
PROCESS, PHASE OR PROJECT.
IT IS A TANGIBLE COMPONENT

WORK RAW OBSERVATIONS & MEASUREMENTS IDENTIFIED DURING

PERFORMANCE PERFORMANCE OF ACTIVITIES TO CARRY OUT PROJECT WORK.
DATA EX: KPI, TECHNICAL PERFORMANCE, START & FINISH DATES, # OF
DEFECTS, ACTUAL COST

FORMAL PROPOSAL TO MODIFY ANY DOCUMENT, DELIVERABLE OR

CHANGE
BASELINE. AN APPROVED CHANGE REQUEST WILL REPLACE PREVIOUS
REQUESTS
DOCUMENT OR BASELINE.
THEY CAN BE: 1. CORRECTIVE ACTION, 2. PREVENTATIVE ACTION, 3. DEFECT
REPAIR & 4. UPDATES
PROJECT UNIQUE & VERIFIABLE PRODUCT, RESULT OR CAPABILY TO PERFORM A
MNAGEMENT SERVICE THAT IS REQUIRED TO BE PRODUCED TO COMPLETE A
PLAN UPDATES PROCESS, PHASE OR PROJECT.
IT IS A TANGIBLE COMPONENT

PROJECT UNIQUE & VERIFIABLE PRODUCT, RESULT OR CAPABILY TO PERFORM A

DOCUMENTS SERVICE THAT IS REQUIRED TO BE PRODUCED TO COMPLETE A
UPDATES PROCESS, PHASE OR PROJECT.
IT IS A TANGIBLE COMPONENT
CHANGE REQUESTS
DIRECT & MANAGE PROJECT WORK ALSO REQUIRES REVIEW OF THE IMPACT OF ALL
PROJECT CHANGES & THE IMPLEMENTATION OF THE APPROVED CHANGES SUCH AS:

CORRECTIVE ACTION INTENTIONAL ACTIVITY THAT REALIGNS THE

PERFORMANCE OF THE PROJECT TO THE PROJECT MANAGEMENT PLAN
PREVENTIVE ACTIONS INTENTIONAL ACTIVITY THAT ENSURES THE FUTURE
PERFORMANCE OF THE PROJECT WORK IS ALIGNED TO THE PROJECT
MANAGEMENT PLAN
DEFECT REPAIR INTENTIONAL ACTIVITY TO MODIFY A NONCONFORMING
PRODUCT OR PRODUCT COMPONENT
UPDATES CHANGES TO FORMALLY CONTROLLED PROJECT DOCUMENTS, PLANS,
ETC TO REFLECT MODIFIED OR ADDITIONAL IDEAS OR CONTENT
MONITOR & CONTROL
PROJECT WORK
MONITOR & CONTROL PROJECT WORK
PROCESS OF TRACKING, REVIEWING & REPORTING THE PROGRESS TO MEET
PERFORMANCE OBJECTIVES DEFINED IN THE PROJECT MANAGEMENT PLAN.
ALLOWS STAKEHOLDERS TO UNDERSTAND THE CURRENT STATE OF THE PROJECT,
STEPS TAKEN, BUDGET, SCHEDULE & SCOPE FORECAST

MONITORING IS PERFORMED THROUGHOUT THE PROJECT & IS CONCERNED WITH:

COMPARING ACTUAL PERFORMANCE WITH THE PROJECT MANAGEMENT PLAN
ASSESSING PERFORMANCE TO SEE IF ANY CORRECTIVE OR PREVENTIVE ACTIONS ARE NEEDED
IDENTIFYING, ANALYZING & TRACKING NEW RISKS TO CREATE APPROPRIATE RISK RESPONSE PLANS
MAINTAIN ACCURATE & TIME INFO BASE ON THE PROJECT
PROVIDING INFO TO SUPPORT STATUS REPORTING, PROGRESS MEASUREMENT & FORECASTING
PROVIDING FORECAST TO UPDATE CURRENT COST & SCHEDULE INFO
MONITORING IMPLEMENTATION OF APPROVED CHANGES AS THEY OCCUR
PROVIDING APPROPRIATE REPORTING ON PROJECT PROGRESS TO PROGRAM MANAGEMENT WHEN
APPLICABLE
 ENTERPRISE PROJE VALIDATE
MONITOR & CONTROL PROJECT
CT D
ENVIRONMENTA SCHEDULE
MGMT CHANGES
L PLAN FORECAST
S
FACTOR (EEF)
ORGANIZATION
ORGANIZATION WORK

T
AL
AL PERFORMAN

INPU
PROCESS
PROCESS COST CE INFO
ASSETS
ASSETS
(OPA) FORECAST

S
(OPA)

TOOLS &
TECHNIQU
ES 3. PROJECT MANAGEMENT
1. EXPERT INFORMATION SYSTEM
JUDGEMENTS 4. MEETINGS
2. ANALYTICAL S
TECHNIQUES
OUTPUT
WORK

WORK PROJECT PROJECT

CHANGE
PERFORMANCE MNAGEMENT DOCUMENTS
REQUESTS PLAN UPDATES UPDATES
REPORTS
ELABORATION OF THE NEW INPUTS
SCHEDULE FORECAST ARE DERIVED FROM PROGRESS AGAINST THE SCHEDULE
BASELINE & COMPUTED TIME ESTIMATE TO COMPLETE (ETC) TYPICALLY EXPRESSED
IN TERMS OF SCHEDULE VARIANCE (SV) & SCHEDULE PERFORMANCE INDEX (SPI)
THE FORECAST MAY BE USED TO DETERMINE IF THE PROJECT IS STILL WITHIN
DEFINED TOLERANCE
COST FORECAST ARE DERIVED FROM PROGRESS AGAINTS THE COST BASELINE &
COMPUTED TIME ESTIMATE TO COMPLETE (ETC) TYPICALLY EXPRESSED IN TERMS OF
COST VARIANCE (CV) & COST PERFORMANCE INDEX (CPI).
AN ESTIMATE AT COMPLETION (EAC) CAN BE COMPARED TO BUDGET AT COMPLETION
(BAC) TO SEE IF THE PROJECT IS STLL WITHIN THE TOLERANCE RANGE
VALIDATED CHANGES PROVIDED NECESSARY DATA TO CONFIRM THAT CHANGE WAS
APPROPRIATELY EXECUTED
WORK PERFORMANCE INFORMATION IS THE WORK PERFORMANCE DATA COLLECTED
FROM VARIOUS CONTROLLING PROCESSES, ANALYZED IN CONTEXT & TRANSFORMED
INTO USEFUL INFORMATION. DATA IS NOT USEFUL (OUT OF CONTEXT), INFORMATION
IS!
PERFORM INTEGRATED CHANGE CONTROL
PROCESS OF REVIEWING, APPROVING & MANAGING CHANGE REQUESTS
ALLOWS FOR DOCUMENTED CHANGES WITHIN PROJECT TO BE CONSIDERED IN AN
INTEGRATED MANNER WHILE REDUCING RISKS.

THIS PROCESS IS CONDUCTED THROUGHOUT THE LIFE OF THE PROJECT & ITS
THE ULTIMATE RESPONSIBILITY OF THE PM. THE PROJECT MANAGEMENT PLAN,
PROJECT SCOPE STATEMENT & OTHER DELIVERABLES ARE MAINTAINED BY
CAREFULLY MANAGING CHANGES.
WHEN REQUIRED, PERFORM INTEGRATED CHANGE CONTROL PROCESS INCLUDES
A CHANGE CONTROL BOARD (CCB)
CCB IS A FORMALLY CHARTERED GROUP RESPONSIBLE FOR REVIEWING,
EVALUATING, APPROVING, DELAYING OR REJECTING CHANGES TO THE PROJECT
AND RECORDING SUCH DECISIONS.
CUSTOMER OR SPONSOR APPROVAL MAY STILL BE NEEDED UNLESS THEY ARE
ALSO PART OF THE CCB
CONFIGURATION MANAGEMENT
CONFIGURATION CONTROL IS FOCUSED ON THE SPECIFICATION OF BOTH OF THE
DELIVERABLES & THE PROCESSES.
WHILE CHANGE CONTROL IS FOCUSED ON IDENTIFYING, DOCUMENTING,
APPROVING OR REJECTING CHANGES TO THE PROJECTS DELIVERABLES
SOME OF THE CONFIGURATION MANAGEMENT ACTIVITIES INCLUDED IN THE
PERFORM INTEGRATED CHANGE CONTROL PROCESS ARE:
CONFIGURATION IDENTIFICATION PROVIDE BASIS DEFINITION & VERIFICATION.
PRODUCTS & DOCUMENTS ARE LABELLED, CHANGES MANAGED & ACCOUNTABILITY
MAINTAINED
CONFIGURATION STATUS ACCOUNTING INFO LIKE LISTING OF APPROVED
CONFIGURATION IDENTIFICATION, STATUS & IMPLEMENTATION OF PROPOSED CHANGES
ARE RECORDED & REPORTED.
CONFIGURATION VERIFICATION & AUDIT ENSURES THAT THE COMPOSITION &
CONFIGURATION ITEMS ARE TRACKED, CORRECTLY IMPLEMENTED TO MEET THE
DEFINED CONFIGURATION DOCUMENT.
PERFORM INTEGRATED CHANGE
ENTERPRISE PROJE
CT CHANGE
ENVIRONMENTA MGMT REQUESTS
L PLAN
FACTOR (EEF)
ORGANIZATION
ORGANIZATION

T
AL
AL WORK

INPU
PROCESS
PROCESS PERFORMAN
ASSETS CE MANUAL OR AUTOMATED
ASSETS
(OPA) REPORTS MAY BE USED BASED ON

S
(OPA)
NEEDS

USED TO MANAGE CHANGE

REQUEST &
TOOLS & COMMUNICATIONS TO THE
TECHNIQU CCB
ES

1. EXPERT 3. CHANGE CONTROL

CONTROL

JUDGEMENTS S TOOLS
2. MEETINGS OUTPUT

APPROVED PROJECT PROJECT

CHANGE MNAGEMENT DOCUMENTS
CHANGE
LOG PLAN UPDATES UPDATES
REQUESTS
CLOSE PROJECT OR PHASE
CLOSE PROJECT OR PHASE
PROCESS OF FINALIZING ALL ACTIVITIES ACROSS ALL OF THE PROJECT
MANAGEMENT PROCESS GROUPS TO FORMALLY COMPLETE THE PROJECT OR
PHASE.
PROVIDES LESSONS LEARNED, FORMAL ENDING OF PROJECT WORK AND THE
RELEASE OF ORGANIZATIONAL RESOURCES TO PURSUE NEW ENDEAVORS.
 PROJE
CT
MGMT
PLAN
CLOSE PROJECT OR PHASE

ORGANIZATION
ORGANIZATION

T
AL
AL ACCEPTED

INPU
PROCESS
PROCESS REGRESSION ANALYSIS
DELIVERABL
ASSETS
ASSETS GROUPING METHODS
ES
(OPA) CAUSAL ANALYSIS

S
(OPA)
ROOT CAUSE ANALYSIS
FORECASTING SCENARIOS
FAILURE MODE & EFFECT
ANALYSIS
TREND ANALYSIS
TOOLS & EARNED VALUE MANAGEMENT
TECHNIQU (EVM)
VARIANCE ANALYSIS
ES

1. EXPERT 3. ANALYTICAL
JUDGEMENTS S TECHNIQUES
2. MEETINGS OUTPUT

FINAL PRODUCT, ORGANIZATIONAL

SERVICE OR PROCESS
RESULT TRANSITION ASSETS UPDATES
ORGANIZATIONAL
PROCESS
ASSETS UPDATES

ORGANIZATION PROCESS ASSETS THAT ARE UPDATED ARE:

PROJECT FILES
DOCUMENTS FROM PROJECT ACTIVITIES SUCH AS PROJECT MANAGEMENT PLAN, SCOPE,
COST, SCHEDULE & PROJECT CALENDARS, RISK REGISTERS AND OTHER REGISTER, CHANGE
MANAGEMENT DOCUMENTATION, PLANNED RISK RESPONSE ACTIONS AND RISK IMPACT
PROJECT OR PHASE CLOSURE DOCUMENTS
FORMAL DOCUMENTATION THAT INDICATES COMPLETION OF THE PROJECT/PHASE &
TRANSFER THE DELIVERABLES TO OTHER PROJECT/PHASE
THE PM REVIEWS PRIOR PHASE DOCUMENTS, CUSTOMER ACCEPTANCE DOCUMENT FROM
VALIDATE SCOPE PROCESS AND CONTRACT (IF ANY) TO ENSURE ALL REQUIREMENTS ARE
COMPLETED SATISFACTORILY PRIOR TO FINALIZING THE CLOSURE OF THE PROJECT.
THE PROJECT COULD ALSO BE TERMINATED AND REASONS FOR TERMINATED WILL BE
DOCUMENTED HERE
HISTORICAL DOCUMENTS
HISTORICAL INFO & LESSONS LEARNED ARE ARCHIVED FOR FUTURE PROJECTS OR PHASE
 END OF CHAPTER TWO
ORGANIZATIONAL INFLUENCES & PROJECT LIFECYCLE