The document outlines the key steps in planning and managing projects: 1) Define and organize the project by establishing the organization, parameters, and framework. 2) Plan the project by developing the work breakdown structure, schedule, resource analysis, and risk management plan. 3) Track and manage the project by collecting status updates, monitoring schedule, issues and risks, and taking adaptive actions. 4) Close out the project by assessing effectiveness, improvements, acknowledging contributions, and archiving lessons learned.

1. PLANNING & MANAGING PROJECTS
DEFINE & ORGANISE TRACK & MANAGE
PLAN THE PROJECT
THE PROJECT THE PROJECT
Establish the Develop the Work Collect Status
Project organisation Breakdown Structure Information
Define the Plan & Take
Develop the Schedule
Project Parameters Adaptive Action
Plan the
Analyse Resources Close Out the Project
Project Framework
Assemble the Project
Optimise Tradeoffs
Definition Document
Develop a Risk
Management Plan

2. PROJECT MANAGEMENT
PROCESS MODEL
PLANNING & MANAGING PROJECTS
DEFINE & ORGANISE TRACK & MANAGE
PLAN THE PROJECT
THE PROJECT THE PROJECT
Establish the Develop the Work Collect Status
Project organisation Breakdown Structure Information
Define the Plan & Take
Develop the Schedule
Project Parameters Adaptive Action
Plan the
Analyse Resources Close Out the Project
Project Framework
Assemble the Project
Optimise Tradeoffs
Definition Document
Develop a Risk
Management Plan

4.  How often will status information be
formally collected?

5.  How often will status information be
formally collected?
 How will it be done?

6.  How often will status information be
formally collected?
 How will it be done?
 What information will be monitored?

7. COLLECT STATUS INFORMATION
 How often will status information be
formally collected?
 How will it be done?
 What information will be monitored?
 Track three issues:
 Schedule status
 Open issues
 Risks

9.  Have tasks scheduled to start in this
time period started?

10.  Have tasks scheduled to start in this
time period started?
 If not, why not, and what can be done
to get them started?

11.  Have tasks scheduled to start in this
time period started?
 If not, why not, and what can be done
to get them started?
 Have tasks scheduled to finish in this
time period finished?

12. SCHEDULE STATUS
 Have tasks scheduled to start in this
time period started?
 If not, why not, and what can be done
to get them started?
 Have tasks scheduled to finish in this
time period finished?
 If not, why not, and what can be done
to get them finished?

14.  What is the status
of all open issues?

15.  What is the status
of all open issues?
 What can be done
to close them?

16. OPEN ISSUES
RISKS
 What is the status
of all open issues?
 What can be done
to close them?
 Are there any new
open issues?

17. OPEN ISSUES
RISKS
 What is the status  What is the
of all open issues? status of the
 What can be done risk?
to close them?
 Are there any new
open issues?

18. OPEN ISSUES
RISKS
 What is the status  What is the
of all open issues? status of the
 What can be done risk?
to close them?  Are there any
 Are there any new new risks?
open issues?

20.  Determine how frequently status
information will be collected;

21. KEY ACTIONS
 Determine how frequently status
information will be collected;
 Determine how it will be collected (e.g.
e-mail, voicemail, meetings, etc.)

23. PLAN AND TAKE ADAPTIVE ACTION

24. PLAN AND TAKE ADAPTIVE ACTION
 Decision making in this step is much like that
in optimising tradeoffs:
 Move items in the Is to the Is Not list;
 Eliminate one or more major deliverables;
 Develop an alternative way to perform task work;
 Alter dependencies;
 Change resource allocations;
 Accept new parameters.

25. PLAN AND TAKE ADAPTIVE ACTION
 Decision making in this step is much like that
in optimising tradeoffs:
 Move items in the Is to the Is Not list;
 Eliminate one or more major deliverables;
 Develop an alternative way to perform task work;
 Alter dependencies;
 Change resource allocations;
 Accept new parameters.
 What decisions will be made and actions
taken?

26. PLAN AND TAKE ADAPTIVE ACTION
 Decision making in this step is much like that
in optimising tradeoffs:
 Move items in the Is to the Is Not list;
 Eliminate one or more major deliverables;
 Develop an alternative way to perform task work;
 Alter dependencies;
 Change resource allocations;
 Accept new parameters.
 What decisions will be made and actions
taken?
 How will these be communicated?

28.  Which elements of project management were
effective?

29.  Which elements of project management were
effective?
 Which elements might be improved?

30.  Which elements of project management were
effective?
 Which elements might be improved?
 How might they be improved?

31.  Which elements of project management were
effective?
 Which elements might be improved?
 How might they be improved?
 Is all the paperwork complete?

32.  Which elements of project management were
effective?
 Which elements might be improved?
 How might they be improved?
 Is all the paperwork complete?
 Has key learning been recorded in the project file?

33.  Which elements of project management were
effective?
 Which elements might be improved?
 How might they be improved?
 Is all the paperwork complete?
 Has key learning been recorded in the project file?
 How will key learning be used in future projects?

34.  Which elements of project management were
effective?
 Which elements might be improved?
 How might they be improved?
 Is all the paperwork complete?
 Has key learning been recorded in the project file?
 How will key learning be used in future projects?
 Has the project file been archived somewhere?

35. CLOSE OUT THE PROJECT
 Which elements of project management were
effective?
 Which elements might be improved?
 How might they be improved?
 Is all the paperwork complete?
 Has key learning been recorded in the project file?
 How will key learning be used in future projects?
 Has the project file been archived somewhere?
 How will the project’s completion be acknowledged
and celebrated?

37.  Assess practices that contributed to the
project’s effectiveness;

38.  Assess practices that contributed to the
project’s effectiveness;
 Assess practices that were not as effective as
expected;

39.  Assess practices that contributed to the
project’s effectiveness;
 Assess practices that were not as effective as
expected;
 Develop process improvements for future
projects;

40.  Assess practices that contributed to the
project’s effectiveness;
 Assess practices that were not as effective as
expected;
 Develop process improvements for future
projects;
 Acknowledge team members’ contributions;

41.  Assess practices that contributed to the
project’s effectiveness;
 Assess practices that were not as effective as
expected;
 Develop process improvements for future
projects;
 Acknowledge team members’ contributions;
 Complete project paperwork;

42.  Assess practices that contributed to the
project’s effectiveness;
 Assess practices that were not as effective as
expected;
 Develop process improvements for future
projects;
 Acknowledge team members’ contributions;
 Complete project paperwork;
 Archive the project file;

43. SOME PROJECT CLOSEOUT
ACTIVITIES
 Assess practices that contributed to the
project’s effectiveness;
 Assess practices that were not as effective as
expected;
 Develop process improvements for future
projects;
 Acknowledge team members’ contributions;
 Complete project paperwork;
 Archive the project file;
 Celebrate the project’s completion.