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  • Project Charter (PMBOK) includes:
    Requirements that satisfy customer, sponsor and stakeholder need, wants and expectations
    Business needs, HL project description or product requirements
    Purpose or justification
    Assigned PM
    Summary Milestone Schedule
    Stakeholder influences
    Functional org and their participation
    Assumptions / constraints
    Business Case
    Summary budget
    Prelim Scope Statement
    Objectives
    Requirements
    Acceptance criteria
    Boundaries
    Requirements and deliverables
    Assumptions / constraints
    Project Org
    Risks, Milestone, initial WS, Order of Mag cost estimate, confi management requirements
    Project Execution – execute the project management plan to accomplish the work defined in the scope statement
    M& C: Compare actual performance to plan, determine actions required if any, information for status reporting, progress measurement and forecasting, monitor implementation of approved changes when they occur
  • Scope Planning – document how scope will be defined, verified, controlled and how the WBS will be created and defined
    Definition: Develop a detailed scope statement
    WBS: Work into smaller manageable components
    Verification: Formalizing acceptance of the completed project deliverables
    Control: control changes to the scope
  • Defining the activities: List of all schedule activities that are planned to be performed on the project
    Sequencing: logical relationships among schedule activities (create network diagrams)
    Resources: estimating what resources are required and quantities
    Estimating Activity durations: three point estimates (most likely, opt, pessimistic)
    Schedule – start and end dates for activities
    Controlling – schedule management plan establishes how the schedule will be managed and controlled, schedule baseline, performance reports
  • Estimating: approximation of costs
    Budgeting: aggregating the estimated costs of individual activities or work pkgs to establish a cost baseline
    Control: influencing the factors that create cost variances and control changes to budget
  • Planning – which quality standards are relevant and determine how to satisfy them
    QA – applying the planned quality activities to ensure quality requirements are met
    QC – monitor project results to determine if they comply to quality standards, ID way to eliminate causes of unsatisfactory performance.
  • Develop: improve competencies and interaction of team members to enhance project performance
    Manage: track performance, provide feedback, resolve issues
  • Performance reporting: status reports, progress measurement, forecasting
    Manage stakeholders: manage communications to satisfy the requirement of stakeholders
  • Qualitative: Prioritizing risks for further analysis or action (prob of occurance / impact)
    Quantitative: numerically analyzing the effect of overall objectives of id’d risks
    Control: tracking, monitoring, ID new ones, execute risks response plan
  • Plan – what to purchase, when and how
    Contract Planning: Document products, services and results requirement and and ID potential sellers
    RFI, RFP, RFQ
    Admin – manage the contract
    Closure – settle each contract, close
  • Process groups align with UofC metholodogy
  • ×