Control Procurements is the process of managing procurement relationships, monitoring contract performance, and making changes as needed. It ensures both the buyer and seller meet the contract terms. Key inputs include the project management plan, project documents, agreements, procurement documentation, approved change requests, and work performance data. Techniques used include expert judgment, claims administration, data analysis like earned value analysis, inspections, and audits. Outputs include closed procurements, updated documentation, and change requests.
This document describes the Conduct Procurements process, which coincides with PMBOK 12.2. The key inputs, tools/techniques, and outputs of the process are outlined. The process involves obtaining seller responses, selecting a seller, and awarding a contract. Expert judgement, data analysis, and negotiation are tools that can be used. The main output is selecting qualified sellers and establishing legal agreements/contracts.
This document discusses the Plan Procurement Management process which is used to document procurement decisions, specify the approach, and identify potential sellers. Key inputs include the project charter, business documents, project management plan, and project documents. Tools and techniques used include expert judgement, data gathering, data analysis, source selection analysis, and meetings. The main outputs are the procurement management plan, procurement strategy, bid documents, procurement statement of work, source selection criteria, make-or-buy decisions, independent cost estimates, change requests, and updates to project documents and organizational process assets.
Determine Budget is the process of aggregating estimated costs from work packages and activities to establish an authorized cost baseline for the project. It uses inputs like the cost management plan, cost estimates, and risk register to perform cost aggregation and establish the cost baseline and project funding requirements outputs through techniques like expert judgement, data analysis, and historical reviews. The process coincides with PMBOK 7.3 Determine Budget knowledge area.
Estimate Costs is the process of developing an approximation of the cost of resources needed to complete project work. It involves considering inputs like the project management plan, project documents, and enterprise environmental factors. Tools like expert judgment, analogous estimating, parametric estimating, and three-point estimating are used. The outputs are cost estimates, basis of estimates, and potential updates to project documents like the assumption log, lessons learned register, and risk register.
The document provides an overview of project procurement management processes including:
1. Planning procurements by determining make-or-buy decisions, developing procurement documents, and evaluating bids.
2. Conducting procurements through soliciting and evaluating seller proposals, selecting sellers, and awarding contracts.
3. Administering procurements by managing contract performance, monitoring inspections and audits, and processing payments.
4. Closing procurements by completing all procurement activities and updating organizational assets.
This document provides an overview of project scope management. It discusses the key processes involved, including initiation, scope planning, scope definition, scope verification, and scope change control. For each process, the document outlines typical inputs, tools and techniques, and outputs. It emphasizes the importance of properly defining project scope to support planning, execution, control, and completion. The core output is a Work Breakdown Structure (WBS) that decomposes project deliverables into smaller, more manageable components.
Control Procurements is the process of managing procurement relationships and monitoring contract performance to ensure requirements are met. It involves reviewing agreements and documentation, analyzing work performance data, and addressing any issues through inspection, audits, and change requests. The goal is to close out contracts after requirements have been fulfilled based on the terms of the agreement. Updates from this process include updated procurement documentation, project management plans, and organizational process assets.
This document describes the Conduct Procurements process, which coincides with PMBOK 12.2. The key inputs, tools/techniques, and outputs of the process are outlined. The process involves obtaining seller responses, selecting a seller, and awarding a contract. Expert judgement, data analysis, and negotiation are tools that can be used. The main output is selecting qualified sellers and establishing legal agreements/contracts.
This document discusses the Plan Procurement Management process which is used to document procurement decisions, specify the approach, and identify potential sellers. Key inputs include the project charter, business documents, project management plan, and project documents. Tools and techniques used include expert judgement, data gathering, data analysis, source selection analysis, and meetings. The main outputs are the procurement management plan, procurement strategy, bid documents, procurement statement of work, source selection criteria, make-or-buy decisions, independent cost estimates, change requests, and updates to project documents and organizational process assets.
Determine Budget is the process of aggregating estimated costs from work packages and activities to establish an authorized cost baseline for the project. It uses inputs like the cost management plan, cost estimates, and risk register to perform cost aggregation and establish the cost baseline and project funding requirements outputs through techniques like expert judgement, data analysis, and historical reviews. The process coincides with PMBOK 7.3 Determine Budget knowledge area.
Estimate Costs is the process of developing an approximation of the cost of resources needed to complete project work. It involves considering inputs like the project management plan, project documents, and enterprise environmental factors. Tools like expert judgment, analogous estimating, parametric estimating, and three-point estimating are used. The outputs are cost estimates, basis of estimates, and potential updates to project documents like the assumption log, lessons learned register, and risk register.
The document provides an overview of project procurement management processes including:
1. Planning procurements by determining make-or-buy decisions, developing procurement documents, and evaluating bids.
2. Conducting procurements through soliciting and evaluating seller proposals, selecting sellers, and awarding contracts.
3. Administering procurements by managing contract performance, monitoring inspections and audits, and processing payments.
4. Closing procurements by completing all procurement activities and updating organizational assets.
This document provides an overview of project scope management. It discusses the key processes involved, including initiation, scope planning, scope definition, scope verification, and scope change control. For each process, the document outlines typical inputs, tools and techniques, and outputs. It emphasizes the importance of properly defining project scope to support planning, execution, control, and completion. The core output is a Work Breakdown Structure (WBS) that decomposes project deliverables into smaller, more manageable components.
Control Procurements is the process of managing procurement relationships and monitoring contract performance to ensure requirements are met. It involves reviewing agreements and documentation, analyzing work performance data, and addressing any issues through inspection, audits, and change requests. The goal is to close out contracts after requirements have been fulfilled based on the terms of the agreement. Updates from this process include updated procurement documentation, project management plans, and organizational process assets.
Scenario - Project Management Processes | 2 of 2DavidMcLachlan1
The document outlines the key project management processes involved in planning and executing a project to move 200 employees to a new building. These include planning resource management, procurement, stakeholder engagement, communication, and risk management. The project manager then facilitates acquiring resources, managing risks, and engaging stakeholders. Upon completion, representatives validate the new space and systems before full deployment, with iterative improvements.
The document summarizes the key processes within project integration management according to the PMBOK Guide. It discusses developing the project charter and management plan, directing and managing project execution, monitoring and controlling the project work, performing integrated change control, and closing the project or phase. The processes involve planning the project, coordinating the various management activities, monitoring project performance, controlling changes, and formally closing out the project.
The document provides an overview of project integration management. It discusses developing the project charter and project management plan, which define the project and how it will be executed, monitored, and controlled. It also covers directing and managing project work, monitoring and controlling the project, performing integrated change control, and closing the project or phase. Project integration management aims to balance all knowledge areas and ensure the project is properly planned and executed.
Here is the PMP Training Project Scope Management Part 2 presented by Skillogic Knowledge Solutions.
Skillogic is one of the top training institute for PMP Certification Course in India. Classroom training available in Bangalore, Hyderabad and Chennai. Classes are conducting during the weekends.
For more details visit our website: http://in.skillogic.com/
PMP Training - 12 project procurement managementejlp12
The document discusses project procurement management which involves planning, acquiring products or services outside the project team, administering contracts, and closing out contracts. It covers making a make-or-buy analysis, different types of contracts including fixed price and cost reimbursable, planning procurements, conducting procurements by evaluating proposals and negotiating contracts, administering contracts, and closing out procurements including resolving disputes.
Project scope management involves defining and controlling all aspects of a project. It includes determining goals, deliverables, costs, and deadlines. The project scope provides boundaries and establishes team member responsibilities. It is defined in the project charter and must be verified and controlled throughout the project. The scope management process includes initiation, planning, definition, verification, and change control to manage the scope.
PMBOK® Guide 5th edition Processes Flow in English - Simplified VersionRicardo Viana Vargas
THERE'S A NEW VERSION AVAILABLE: https://www.slideshare.net/ricardo.vargas/pmbok-guide-processes-flow-6th-edition-simplified-version
In this simplified version of the PMBOK® Guide 5th edition Processes Flow only the 47 processes names are show, without their inputs, tools and techniques and outputs.
The document discusses the key processes within project scope management: plan scope management, collect requirements, define scope, create a work breakdown structure (WBS), validate scope, and control scope. It describes each process's inputs, tools and techniques, and outputs. A key tool is decomposition, which involves breaking the project deliverables into smaller, more manageable components within the WBS. The main outputs include the scope baseline, which defines the project scope and can only change via formal change control, and work performance information that monitors scope status and manages changes. Formal scope validation involves verifying deliverables meet requirements to obtain stakeholder acceptance.
The concepts and processes on how to perform project scope management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope.
The document provides guidance on collecting requirements for a project. It describes collecting stakeholder needs through various techniques like interviews, focus groups, and workshops. Requirements are categorized as business, stakeholder, solution, transition, project, and quality requirements. Solution requirements include functional and non-functional requirements. Inputs to collecting requirements include the scope management plan, stakeholder register, and project charter to identify stakeholders and understand their needs. Techniques like brainstorming, nominal group, and user stories are used to generate and document requirements.
Chapter 13 of ICT Project Management based on IOE Engineering syllabus. It mostly focused on procurement management process flow, plan purchases and acquisition process, select seller process etc and more. Provided By Project Management Sir of KU
This document provides information about a PMP exam preparation course on project integration management. It discusses Season Training & Development Center, the instructor Ali Forouzesh, and various topics that will be covered in the course, including developing a project charter and project management plan, directing and managing project execution, monitoring and controlling project work, performing integrated change control, and closing a project or phase.
The document provides an overview of developing a project charter and project management plan. It discusses that a project charter is the first documentation that formally authorizes a project and provides the project manager authority. It identifies key inputs to developing the charter like the project statement of work, business case, and organizational process assets. The project management plan is a collection of subsidiary plans that describes how the project will be executed, monitored, and controlled. It includes plans for scope, schedule, cost, quality and other aspects. The plan establishes baselines and the change control process for managing changes to the project documentation and deliverables.
Project integration management involves coordinating all aspects of a project. It includes developing a project management plan that coordinates scope, schedule, budget, quality, resources, communication, stakeholders, risks, and procurements. Project integration management also comprises identifying, defining, combining, and coordinating the various project processes. It is important as it manages and coordinates all project activities throughout the project lifecycle to successfully produce project outputs and meet stakeholder expectations. The key project integration management processes include developing the project charter and project management plan, directing and managing project work, monitoring and controlling the project, performing integrated change control, and closing the project or phase.
Project Mangement - overview of the Procurement Management knowledge area within project management. Describes the 3 processes within Project Procurement Management and the process groups impacted.
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
Here is the Project Time Management Part 1 as a part of PMP Training by SKillogic Knowledge Solutions. Other slides will upload soon.
If you are looking for PMP Certification training classes in Bangalore, Chennai, Delhi, Hyderabad, and Mumbai visit http://in.skillogic.com/
Project Mangement - overview of the Scope Management knowledge area within project management. Describes the 6 processes within scope management and the process groups impacted.
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
PMP Training - 04 project integration managementejlp12
Project Integration Management involves identifying, defining, combining, and coordinating the various processes and activities within the five Project Management Process Groups. It includes developing the project charter and project management plan, directing and managing project execution according to the plan, monitoring and controlling the work, performing integrated change control, and closing the project or phase once complete. The project charter and management plan provide the approved scope, schedule, and cost baselines against which project performance is monitored and measured.
Project scope management includes processes for defining and controlling what work needs to be done to deliver the project, beginning with developing a scope management plan, collecting requirements, and creating a detailed project scope statement that outlines the deliverables, exclusions, assumptions and acceptance criteria. It also involves breaking the work down into a work breakdown structure and validating that the project scope accurately reflects stakeholder needs through requirements traceability and change control. Effective scope management is crucial for project success by ensuring the project includes all necessary work and only the work required to complete the project.
Conduct Procurements is the process of obtaining seller responses, selecting a seller, and awarding a contract. It involves evaluating seller proposals, negotiating with sellers, and selecting qualified sellers to establish legal agreements and contracts. Key inputs include the project management plan, project documents, procurement documentation, seller proposals, and organizational policies. Tools and techniques used include expert judgment, advertising, bidder conferences, data analysis, and negotiation. The main outputs are selected sellers and formal agreements and contracts.
Control Quality is the process of monitoring and recording results of executing quality management activities to assess performance and ensure project outputs meet expectations. Key activities include measuring variables to verify conformance to specifications, performing inspections, testing, and using tools like checklists, control charts, and meetings. The process results in quality measurements, verified deliverables, work performance updates, and potential changes to the project plan or documents.
Scenario - Project Management Processes | 2 of 2DavidMcLachlan1
The document outlines the key project management processes involved in planning and executing a project to move 200 employees to a new building. These include planning resource management, procurement, stakeholder engagement, communication, and risk management. The project manager then facilitates acquiring resources, managing risks, and engaging stakeholders. Upon completion, representatives validate the new space and systems before full deployment, with iterative improvements.
The document summarizes the key processes within project integration management according to the PMBOK Guide. It discusses developing the project charter and management plan, directing and managing project execution, monitoring and controlling the project work, performing integrated change control, and closing the project or phase. The processes involve planning the project, coordinating the various management activities, monitoring project performance, controlling changes, and formally closing out the project.
The document provides an overview of project integration management. It discusses developing the project charter and project management plan, which define the project and how it will be executed, monitored, and controlled. It also covers directing and managing project work, monitoring and controlling the project, performing integrated change control, and closing the project or phase. Project integration management aims to balance all knowledge areas and ensure the project is properly planned and executed.
Here is the PMP Training Project Scope Management Part 2 presented by Skillogic Knowledge Solutions.
Skillogic is one of the top training institute for PMP Certification Course in India. Classroom training available in Bangalore, Hyderabad and Chennai. Classes are conducting during the weekends.
For more details visit our website: http://in.skillogic.com/
PMP Training - 12 project procurement managementejlp12
The document discusses project procurement management which involves planning, acquiring products or services outside the project team, administering contracts, and closing out contracts. It covers making a make-or-buy analysis, different types of contracts including fixed price and cost reimbursable, planning procurements, conducting procurements by evaluating proposals and negotiating contracts, administering contracts, and closing out procurements including resolving disputes.
Project scope management involves defining and controlling all aspects of a project. It includes determining goals, deliverables, costs, and deadlines. The project scope provides boundaries and establishes team member responsibilities. It is defined in the project charter and must be verified and controlled throughout the project. The scope management process includes initiation, planning, definition, verification, and change control to manage the scope.
PMBOK® Guide 5th edition Processes Flow in English - Simplified VersionRicardo Viana Vargas
THERE'S A NEW VERSION AVAILABLE: https://www.slideshare.net/ricardo.vargas/pmbok-guide-processes-flow-6th-edition-simplified-version
In this simplified version of the PMBOK® Guide 5th edition Processes Flow only the 47 processes names are show, without their inputs, tools and techniques and outputs.
The document discusses the key processes within project scope management: plan scope management, collect requirements, define scope, create a work breakdown structure (WBS), validate scope, and control scope. It describes each process's inputs, tools and techniques, and outputs. A key tool is decomposition, which involves breaking the project deliverables into smaller, more manageable components within the WBS. The main outputs include the scope baseline, which defines the project scope and can only change via formal change control, and work performance information that monitors scope status and manages changes. Formal scope validation involves verifying deliverables meet requirements to obtain stakeholder acceptance.
The concepts and processes on how to perform project scope management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope.
The document provides guidance on collecting requirements for a project. It describes collecting stakeholder needs through various techniques like interviews, focus groups, and workshops. Requirements are categorized as business, stakeholder, solution, transition, project, and quality requirements. Solution requirements include functional and non-functional requirements. Inputs to collecting requirements include the scope management plan, stakeholder register, and project charter to identify stakeholders and understand their needs. Techniques like brainstorming, nominal group, and user stories are used to generate and document requirements.
Chapter 13 of ICT Project Management based on IOE Engineering syllabus. It mostly focused on procurement management process flow, plan purchases and acquisition process, select seller process etc and more. Provided By Project Management Sir of KU
This document provides information about a PMP exam preparation course on project integration management. It discusses Season Training & Development Center, the instructor Ali Forouzesh, and various topics that will be covered in the course, including developing a project charter and project management plan, directing and managing project execution, monitoring and controlling project work, performing integrated change control, and closing a project or phase.
The document provides an overview of developing a project charter and project management plan. It discusses that a project charter is the first documentation that formally authorizes a project and provides the project manager authority. It identifies key inputs to developing the charter like the project statement of work, business case, and organizational process assets. The project management plan is a collection of subsidiary plans that describes how the project will be executed, monitored, and controlled. It includes plans for scope, schedule, cost, quality and other aspects. The plan establishes baselines and the change control process for managing changes to the project documentation and deliverables.
Project integration management involves coordinating all aspects of a project. It includes developing a project management plan that coordinates scope, schedule, budget, quality, resources, communication, stakeholders, risks, and procurements. Project integration management also comprises identifying, defining, combining, and coordinating the various project processes. It is important as it manages and coordinates all project activities throughout the project lifecycle to successfully produce project outputs and meet stakeholder expectations. The key project integration management processes include developing the project charter and project management plan, directing and managing project work, monitoring and controlling the project, performing integrated change control, and closing the project or phase.
Project Mangement - overview of the Procurement Management knowledge area within project management. Describes the 3 processes within Project Procurement Management and the process groups impacted.
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
Here is the Project Time Management Part 1 as a part of PMP Training by SKillogic Knowledge Solutions. Other slides will upload soon.
If you are looking for PMP Certification training classes in Bangalore, Chennai, Delhi, Hyderabad, and Mumbai visit http://in.skillogic.com/
Project Mangement - overview of the Scope Management knowledge area within project management. Describes the 6 processes within scope management and the process groups impacted.
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
PMP Training - 04 project integration managementejlp12
Project Integration Management involves identifying, defining, combining, and coordinating the various processes and activities within the five Project Management Process Groups. It includes developing the project charter and project management plan, directing and managing project execution according to the plan, monitoring and controlling the work, performing integrated change control, and closing the project or phase once complete. The project charter and management plan provide the approved scope, schedule, and cost baselines against which project performance is monitored and measured.
Project scope management includes processes for defining and controlling what work needs to be done to deliver the project, beginning with developing a scope management plan, collecting requirements, and creating a detailed project scope statement that outlines the deliverables, exclusions, assumptions and acceptance criteria. It also involves breaking the work down into a work breakdown structure and validating that the project scope accurately reflects stakeholder needs through requirements traceability and change control. Effective scope management is crucial for project success by ensuring the project includes all necessary work and only the work required to complete the project.
Conduct Procurements is the process of obtaining seller responses, selecting a seller, and awarding a contract. It involves evaluating seller proposals, negotiating with sellers, and selecting qualified sellers to establish legal agreements and contracts. Key inputs include the project management plan, project documents, procurement documentation, seller proposals, and organizational policies. Tools and techniques used include expert judgment, advertising, bidder conferences, data analysis, and negotiation. The main outputs are selected sellers and formal agreements and contracts.
Control Quality is the process of monitoring and recording results of executing quality management activities to assess performance and ensure project outputs meet expectations. Key activities include measuring variables to verify conformance to specifications, performing inspections, testing, and using tools like checklists, control charts, and meetings. The process results in quality measurements, verified deliverables, work performance updates, and potential changes to the project plan or documents.
Control Resources is the process of monitoring resource expenditures, identifying resource shortages or surpluses, and ensuring resources are used and released as planned. It uses data analysis, problem solving, and interpersonal skills to analyze resource utilization and make adjustments. The key outputs are updates to the work performance reports, project management plan, and project documents like the issue log.
The document discusses Project Procurement Management as defined in PMBOK 12.0. It outlines the three key processes: Plan Procurement Management, Conduct Procurements, and Control Procurements. It also covers important concepts like the legal nature of contracts, the buyer-seller relationship, and trends/considerations for tailoring procurement in different project environments.
This document provides an overview of project integration management processes. It discusses developing the project management plan by tailoring templates and processes to meet project needs. Key inputs like the project charter and organizational assets are transformed into the project management plan and its subsidiary plans through expert judgement and facilitation techniques. Progress is monitored by comparing actual performance to the plan. Issues are addressed through integrated change control of the project documents and management plan.
The Acquire Resources process involves obtaining the team members, facilities, equipment, materials, supplies and other resources needed to complete project work. Key inputs include the project management plan, project documents, enterprise environmental factors and organizational process assets. Tools and techniques used include decision making, negotiation, pre-assignment and virtual teams. Outputs include physical and team resource assignments, resource calendars, change requests and updates to the project management plan and documents.
1) The document provides an overview of the Control Procurements process, which involves managing procurement relationships, monitoring contract performance, and making changes as needed. It describes the inputs, tools and techniques, and outputs of the process. 2) The inputs include the project management plan, project documents, agreements, procurement documentation, approved change requests, and work performance data. Tools include expert judgment, claims administration, data analysis, inspection, and audits. 3) The outputs include closed procurements, work performance information, procurement documentation updates, change requests, project management plan updates, and organizational process assets updates.
Control Costs is the process of monitoring project costs and managing changes to the cost baseline. It involves analyzing variances, forecasting costs, and updating cost estimates and budgets as needed. Key inputs include the cost management plan, cost baseline, and work performance data. Tools like earned value analysis, variance analysis, and forecasting are used. Outputs include updated cost forecasts, change requests, and revisions to cost documents and plans. The goal is to maintain an accurate cost baseline throughout the project.
Monitor Communications is the process of ensuring effective information flow to stakeholders as defined in the communications management plan. It involves monitoring communications artifacts and activities to determine if they are having the desired effect. Feedback is gathered through surveys, lessons learned, and stakeholder engagement assessments to identify needed changes to communications.
The Monitor Risks process involves monitoring risks throughout a project to determine if risk responses are effective, the level of overall project risk has changed, new risks have emerged, and project assumptions remain valid. It uses inputs like the risk management plan, risk register and work performance data, along with tools like data analysis and risk reviews. The key outputs are updated project documents and risk management plans, as well as change requests if risk response adjustments are needed.
13 project control & closing managementDhamo daran
This document discusses project control and closing processes. It describes monitoring project work, which involves tracking performance against the project plan and identifying variances. It also discusses administering procurements, including monitoring vendor work and conducting procurement reviews. The document outlines reporting project performance through tools like variance analysis and communication methods. Finally, it describes closing the project through activities like getting customer acceptance, releasing resources, and creating a final report with an executive summary and lessons learned.
The document discusses Project Quality Management as it relates to the PMBOK Guide. It outlines the three key Project Quality Management processes - Plan Quality Management, Manage Quality, and Control Quality. It also maps these processes to the PMBOK process groups and knowledge areas and discusses their inputs, tools/techniques, and outputs. Finally, it covers some key concepts, trends, considerations, and emerging practices related to Project Quality Management.
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.(The 10 Knowledge Areas & ITTOs)
Manage Quality is the process of implementing quality activities outlined in the quality management plan. This includes activities like failure analysis, design of experiments, and quality improvement. Manage Quality uses tools like checklists, data analysis techniques, decision making methods, and quality audits to gather and analyze quality data. Outputs include quality reports, test evaluation documents, and updates to project documents and the project management plan. The goal is to ensure the project meets its quality objectives.
This document discusses the key aspects of project scope management based on the Project Management Body of Knowledge (PMBOK). It defines project scope as the work performed to deliver a product, service, or result with the specified features and functions. The document outlines the six main processes for scope management: plan scope management, collect requirements, define scope, create a work breakdown structure (WBS), validate scope, and control scope. It provides details on the inputs, tools and techniques, and outputs for each process.
Project Monitoring and Controlling involves tracking the progress of a project, identifying any areas where changes are needed, and making the appropriate changes. There are 8 key processes in Project Monitoring and Controlling: Monitor & Control Project Work, Perform Integrated Change Control, Validate and Control Scope, Control Costs, Control Quality, Control Communications, Control Risks, Control Procurements, and Control Stakeholder Engagement. These processes produce outputs like change requests, work performance reports, cost forecasts, and updated project documents to manage the project and ensure it stays on track.
The document discusses project scope management. It describes the processes involved in planning scope management, collecting requirements, and defining scope.
The key processes covered are:
1. Plan Scope Management - This process creates a scope management plan to define how project and product scope will be managed.
2. Collect Requirements - This process determines, documents, and manages stakeholder needs and requirements to meet project objectives. Various techniques like interviews, surveys and focus groups are used to collect requirements.
3. Define Scope - This process establishes the boundaries of the project and product scope. It creates the scope statement and scope management plan.
The document provides details on the inputs, tools and techniques, and outputs of each
In this world of fast held movement of goods right from Medicines to low shelf life products all gets governed by Supply Chain. A robust supply chain can get an product placed on top in terms of sales and reach.
Solution Consulting presentation is a one of a kind product and practices collected and implemented over 5 years of experience in redefining supply chain.
With Business defining Tools from Muda/Muri, kaizen, Reverse Engineering, Business Allocations and Diagnostics, Manufacturing Diagnostics, Implementation of Industry 4.0, Project Management, Call outs, data Modeling are key pointers in the presentation.
Fish Bone diagram for warehouse Design, and inventory collection pointers are also talked in the presentation.
Manage Team is the process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance. It involves skills like communication, conflict management, negotiation, and leadership. The key inputs are the project management plan, project documents like issues logs and lessons learned, work performance reports, and team performance assessments. Tools include conflict management techniques, decision making, influencing skills, and project management software. The main outputs are change requests, updates to the project management plan and documents, and updates to enterprise environmental factors.
Manage Team is the process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance. It involves skills like communication, conflict management, negotiation, and leadership. The key inputs are the project management plan, project documents like issues logs and lessons learned, work performance reports, and team performance assessments. Tools include conflict management techniques, decision making, influencing skills, and project management software. The main outputs are change requests, and updates to the project management plan, documents, and enterprise environmental factors.
An effective communications management plan is developed early to recognize stakeholders' diverse information needs. The plan considers methods for storing, retrieving, and disposing of project information. Regular reviews ensure the plan remains applicable. Key outputs include the communications management plan, updates to the project management plan such as the stakeholder engagement plan, and updates to documents like the project schedule and stakeholder register.
This document discusses different types of contracts used in project management. It describes contracts as legal agreements between two or more parties. There are two main types of contracts: fixed-price contracts, used when requirements are well-defined, and cost-reimbursable contracts, best used when the scope is expected to change. Specific contract types are defined, including firm fixed price (FFP), fixed price incentive fee (FPIF), cost plus fixed fee (CPFF), and time and material (T&M) contracts.
The Develop Schedule process involves analyzing activity sequences, durations, resources, and constraints to create a project schedule model. Key steps include identifying milestones, sequencing activities, estimating durations, and resolving conflicts. Tools like critical path method, resource optimization, and data analysis help generate the schedule. The output is a schedule baseline approved by stakeholders, which is later used to measure project performance.
The document discusses Plan Scope Management, which coincides with PMBOK Knowledge Area 5.1. It involves creating a scope management plan to define, validate, and control the project and product scope. The key benefit is providing guidance on how scope will be managed. Inputs include the project charter, project management plan, enterprise environmental factors and organizational process assets. Tools include expert judgment, data analysis and meetings. The main outputs are the scope management plan and requirements management plan.
This document discusses the process of managing project knowledge according to the Project Management Body of Knowledge (PMBOK). It involves leveraging existing organizational knowledge and creating new knowledge to help achieve project objectives and contribute to organizational learning. Key inputs include the project management plan, project documents like a lessons learned register, and organizational process assets. Tools and techniques used include expert judgment, knowledge management, information management, and interpersonal skills. The main outputs are updates to the lessons learned register, project management plan, and organizational process assets.
Project Cost Forecasting Techniques with EAC, ETC, VAC, TCPIDavidMcLachlan1
Cost forecasting techniques are used to estimate the total expected cost of a project based on its current performance and remaining work. This includes estimating the expected total cost (EAC), remaining cost to complete the project (ETC), difference from planned budget (VAC), and level of efficiency needed (TCPI) based on formulas that factor in actual costs, budget, work completed, and current performance trends. An example is provided where a $10,000 project is 30% complete with $5,000 spent so far, and the EAC, ETC, VAC and TCPI are calculated using the relevant formulas.
Scenario - Project Management Processes | 1 of 2DavidMcLachlan1
This document outlines the key processes involved in Project Management Process One. It begins by describing how a project charter and project management plan would be developed for a hypothetical project to move 200 employees to a new building. It then walks through how the scope, schedule, cost, and quality plans would be created by gathering requirements, defining deliverables, creating a work breakdown structure, estimating activities and costs, and developing a quality management plan. The document concludes by noting these initial plans will be used to monitor and control the project as it progresses.
Scenario - The Project Management EnvironmentDavidMcLachlan1
The document discusses a project management scenario where the project manager is tasked with moving 200 employees to a new building including setting up computers, phone systems, and meeting rooms. It describes understanding the organizational environment including existing processes, stakeholders, and systems. The project manager determines they will need knowledge of both project management and the functional area. They choose a waterfall approach given the stable requirements and set budget.
Agile Scenarios - Delivering an Agile EnvironmentDavidMcLachlan1
The consultant works with company leaders to implement Agile practices starting with one team. They identify 10 practices to implement, with Kanban selected first. A burndown chart and Kanban board are created and used to track progress. After two weeks, the first practice of Kanban is completed. More teams then adopt the approach over iterations and with a Scrum of Scrums process to coordinate progress across teams. After 10 iterations, most teams have implemented the targeted Agile practices.
The document describes an example scenario of a project team using agile practices to develop a new website with a shopping cart for a client. It outlines the key agile practices used: assembling a cross-functional team, working in short iterations to develop features, prioritizing a backlog of user stories, daily stand-ups to track progress, demonstrating work at the end of each iteration, and reflecting on lessons learned to improve. The team uses these practices to iteratively develop and deliver the website's sales page and shopping cart features to the client.
Rolling wave planning is an iterative planning technique where work that will occur sooner is planned in more detail, while future work is planned at a higher level. It involves decomposing work packages into more detailed activities as more information becomes known about upcoming near-term events. Rolling wave planning uses techniques like decomposition and iterative scheduling with a backlog and allows for progressive elaboration of work packages, planning packages, and releases whether using agile or waterfall approaches.
This document summarizes several agile and lean frameworks including Scrum, XP, Kanban, Behavior Driven Development, Agile Unified Process, Dynamic Systems Delivery Method, Crystal, Scrum of Scrums, Large Scale Scrum, Scaled Agile Framework, Enterprise Scrum, and Disciplined Agile. It provides brief descriptions of the core methods, principles, and techniques of each framework.
This document discusses several agile and lean frameworks including Scrum, Kanban, eXtreme Programming (XP), Feature Driven Development (FDD), and others. It provides overviews of each framework, describing their core practices, events, artifacts, principles, and how they relate to agile development.
The document discusses team chartering and measurement in agile environments. It states that in agile projects, teams initiate with a team charter that defines the project vision, stakeholders, definition of done, and working agreements. It also notes that agile favors measuring work completed through iterations using methods like burnup/burndown charts and estimating effort in story points. When adopting agile practices, the document recommends evolving the organization incrementally by treating changes as experiments and tracking progress using kanban boards.
The core Agile practices described in the document include whole team approach, early and frequent feedback, daily stand-ups, retrospectives, release and iteration planning, collaborative user story creation, demonstrations/reviews, and continuous integration. Some key benefits are enhancing communication, leveraging various skill sets, making quality everyone's responsibility, avoiding requirements misunderstandings, and promoting consistent project momentum.
3.0 The Agile Manifesto and Clarifying principlesDavidMcLachlan1
The Agile Manifesto outlines four values of agile development: individuals and interactions over processes and tools, working software over comprehensive documentation, customer collaboration over contract negotiation, and responding to change over following a plan. It also describes twelve clarifying principles of agile development including delivering working software frequently, having business and developers work closely together daily, and valuing face-to-face conversation.
2.0 The Differences Between Agile and Waterfall, Incremental, Iterative and H...DavidMcLachlan1
This document discusses different project life cycle models and how to choose the appropriate one based on a project's characteristics. It provides information on predictive, iterative, incremental, agile, and hybrid life cycles. Predictive life cycles are sequential with a single delivery, iterative life cycles use prototypes and feedback, incremental life cycles deliver in frequent smaller releases, and agile life cycles expect requirements to change with customer satisfaction increasing through early delivery. Hybrid models combine elements. The document also lists factors like demand patterns, team experience, and quality that influence tailoring the approach.
The Plan Cost Management process defines how project costs will be estimated, budgeted, managed, monitored and controlled. It provides guidance on cost management throughout the project. Key inputs include the project charter, schedule and risk plans. Expert judgement, data analysis and meetings are used. The main output is the Cost Management Plan which documents the cost processes, tools, units of measure and control thresholds.
The document discusses project cost management processes that coincide with PMBOK 7.0. It outlines the key cost management processes: plan cost management, estimate costs, determine budget, and control costs. It provides details on the inputs, tools/techniques, and outputs for each process in both the planning and monitoring/controlling process groups. Additionally, it covers key concepts, trends/emerging practices, and considerations for agile environments related to project cost management.
The Implement Risk Responses process ensures that agreed-upon risk response plans are executed as intended. It involves allocating owners to risk responses based on the risk management plan, using expert judgement and influencing skills to facilitate response implementation, and integrating responses into the project schedule and risk register. Outputs include potential change requests and updates to risk tracking documents.
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Main Java[All of the Base Concepts}.docxadhitya5119
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Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
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Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
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How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
2. Control Procurements
Coincides with PMBOK 12.3
Process Group and Knowledge Area Mapping
Knowledge Areas Initiating Planning Process Group Executing Process Group Monitoring and Controlling Process Group Closing Process Group
4. Project Integration
Management
4.1 Develop Project Charter
4.2 Develop Project Management
Plan
4.3 Direct and Manage Project Work
4.4 Manage Project Knowledge
4.5 Monitor and Control Project Work
4.6 Perform Integrated Change Control
4.7 Close Project or Phase
5. Project Scope
Management
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
5.5 Validate Scope
5.6 Control Scope
6. Project Schedule
Management
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Durations
6.5 Develop Schedule
6.6 Control Schedule
7. Project Cost Management
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
7.4 Control Costs
8. Project Quality
Management
8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality
9. Project Resource
Management
9.1 Plan Resource Management
9.2 Estimate Activity Resources
9.3 Acquire Resources
9.4 Develop Team
9.5 Manage Team
9.6 Control Resources
10. Project Communications
Management
10.1 Plan Communications
Management
10.2 Manage Communications 10.3 Monitor Communications
11. Project Risk
Management
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk
Analysis
11.5 Plan Risk Responses
11.6 Implement Risk Responses 11.7 Monitor Risks
12. Project Procurement
Management
12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements
13. Project Stakeholder
Management
13.1 Identify Stakeholders 13.2 Plan Stakeholder Engagement
13.3 Manage Stakeholder
Engagement
13.4 Monitor Stakeholder Engagement
3. What is it?
Control Procurements is the process of managing procurement
relationships; monitoring contract performance, and making changes
and corrections as appropriate; and closing out contracts.
Why?
The key benefit of this process is that it ensures that both the seller’s
and buyer’s performance meet the project’s requirements according
to the terms of the legal agreement.
Control Procurements
Coincides with PMBOK 12.3
4. Inputs Tools & Techniques Outputs
1. Project management plan
• Requirements management plan
• Risk management plan
• Procurement management plan
• Change management plan
• Schedule baseline
2. Project documents
• Assumption log
• Lessons learned register
• Milestone list
• Quality reports
• Requirements
• documentation
• Requirements traceability
• matrix
• Risk register
• Stakeholder register
3. Agreements
4. Procurement documentation
5. Approved change requests
6. Work performance data
7. Enterprise environmental factors
8. Organizational process assets
1. Expert judgment
2. Claims administration
3. Data analysis
• Performance reviews
• Earned value analysis
• Trend analysis
4. Inspection
5. Audits
1. Closed procurements
2. Work performance information
3. Procurement documentation updates
4. Change requests
5. Project management plan updates
• Risk management plan
• Procurement management
• plan
• Schedule baseline
• Cost baseline
6. Project documents updates
• Lessons learned register
• Resource requirements
• Requirements traceability
• matrix
• Risk register
• Stakeholder register
7. Organizational process assets updates
Inputs, Tools & Techniques, Outputs
Control Procurements Coincides with PMBOK 12.3
5. 12.3 Control
Procurements
Project
Management
Plan
• Assumption log
• Lessons learned register
• Milestone list
• Quality reports
• Requirements
• documentation
• Requirements traceability
• matrix
• Risk register
• Stakeholder register
• Agreements
Project
Documents
• Lessons learned register
• Resource requirements
• Requirements traceability
• matrix
• Risk register
• Stakeholder register
• Requirements management plan
• Risk management plan
• Procurement management plan
• Change management plan
• Schedule baseline
Project
Documents
• Organizational Process Assets
updates
• Risk management plan
• Procurement management
• plan
• Schedule baseline
• Cost baseline
Project
Management
Plan
Procurement
Documentation
• Closed procurements
• Procurement documentation
updates
• Change Requests
• Enterprise organizational factors
• Organizational process assets
Control Procurements
Coincides with PMBOK 12.3
Enterprise/Orga
nization
4.5 Monitor
and Control
Project Work
4.6 Perform
Integrated
Change Control
4.3 Direct and
Manage Project
Work
4.6 Perform
Integrated
Change Control
12.2 Conduct
Procurements
12.1 Plan
Procurement
Management
• Procurement Documentation • Work Performance Data
• Approved change request
Enterprise/Orga
nization
• Work performance
information
6. Control Procurements
Coincides with PMBOK 12.3
Overview
Control Procurements includes application of the appropriate project management processes
to the contractual relationship(s) and integration of the outputs from these processes into
the overall management of the project. Administrative activities may include:
• Collection of data and managing project records
• Refinement of procurement plans and schedules
• Set up for gathering, analyzing, and reporting procurement-related project data and
preparation of periodic reports to the organization
• Monitoring the procurement environment
• Payment of invoices
7. Control Procurements - Inputs
Coincides with PMBOK 12.3
Project Management Plan
Project management plan components include:
• Requirements management plan
• Risk management plan
• Procurement management plan
• Change management plan
• Schedule baseline
8. Project Documents
Project documents that should be considered as inputs for this process include:
• Assumption log
• Lessons learned register
• Milestone list
• Quality reports
• Requirements
• documentation
• Requirements traceability
• matrix
• Risk register
• Stakeholder register
Control Procurements - Inputs
Coincides with PMBOK 12.3
9. Agreements
Agreements are understandings between parties, including understanding
of the duties of each party. The relevant agreements are reviewed to
verify terms and conditions are met.
Control Procurements - Inputs
Coincides with PMBOK 12.3
10. Procurement Documentation
Procurement documentation contains complete supporting records for
administration of the procurement processes. Procurement documentation
includes the statement of work, payment information, contractor work
performance information, plans, drawings, and other correspondence.
Control Procurements - Inputs
Coincides with PMBOK 12.3
11. Approved Change Requests
• Approved change requests can include modifications to the terms and conditions of
the contract, including the procurement statement of work (SOW), pricing, and
descriptions of the products, services, or results to be provided.
• All procurement-related changes are formally documented in writing and approved
before being implemented through the Control Procurements process.
Control Procurements - Inputs
Coincides with PMBOK 12.3
12. Work Performance Data
Work performance data contains seller data on project status such as technical
performance; activities that have started, are in progress, or have completed;
and costs that have been incurred or committed. Work performance data can
also include information on the seller invoices that have been paid.
Control Procurements - Inputs
Coincides with PMBOK 12.3
13. Enterprise Environmental Factors
The enterprise environmental factors that can influence the Control Procurements
process include but are not limited to:
• Contract change control system
• Marketplace conditions
• Financial management and accounts payable system
• Buying organization’s code of ethics
Control Procurements - Inputs
Coincides with PMBOK 12.3
14. Organizational Process Assets
The organizational process assets that can influence the Control
Procurements process include but are not limited to, procurement
policies.
Control Procurements - Inputs
Coincides with PMBOK 12.3
15. Expert Judgement
Expertise should be considered from individuals or groups with specialized knowledge
or training in the following topics:
• Relevant functional areas such as finance, engineering, design, development,
supply chain management, etc.
• Laws, regulations, and compliance requirements
• Claims administration.
Control Procurements – Tools & Techniques
Coincides with PMBOK 12.3
16. Claims Administration
• Contested changes and potential constructive changes are those requested changes
where the buyer and seller cannot reach an agreement on compensation for the
change or cannot agree that a change has occurred. These contested changes are
called claims. When they cannot be resolved, they become disputes and finally
appeals.
• Claims are documented, processed, monitored, and managed throughout the
contract life cycle, usually in accordance with the terms of the contract.
Control Procurements – Tools & Techniques
Coincides with PMBOK 12.3
17. Data Analysis
Data analysis techniques that can be used to monitor and control procurements
include:
• Performance reviews
• Earned value analysis
• Trend Analysis
Control Procurements – Tools & Techniques
Coincides with PMBOK 12.3
18. Inspection
An inspection is a structured review of the work being performed by the contractor.
This may involve a simple review of the deliverables or an actual physical review of the
work itself. On a construction/engineering/infrastructure project, inspections involve
walkthroughs of the site by both the buyer and the contractor to ensure a mutual
understanding of the work in progress.
Control Procurements – Tools & Techniques
Coincides with PMBOK 12.3
19. Audits
Audits are a structured review of the procurement process. Rights and
obligations related to audits should be described in the procurement contract.
Resulting audit observations should be brought to the attention of the buyer’s
project manager and the seller’s project manager for adjustments to the
project, when necessary.
Control Procurements – Tools & Techniques
Coincides with PMBOK 12.3
20. Closed Procurements
The buyer, usually through its authorized procurement administrator, provides
the seller with formal written notice that the contract has been completed.
Requirements for formal procurement closure are usually defined in the terms
and conditions of the contract and are included in the procurement
management plan.
Control Procurements – Outputs
Coincides with PMBOK 12.3
21. Work Performance Information
Work performance information includes information on how a seller is
performing by comparing the deliverables received, the technical performance
achieved, and the costs incurred and accepted against the SOW budget for the
work performed.
Control Procurements – Outputs
Coincides with PMBOK 12.3
22. Procurement Documentation Updates
Procurement documentation that may be updated includes:
• The contract with all supporting schedules
• Requested unapproved contract changes
• Approved change requests
Control Procurements – Outputs
Coincides with PMBOK 12.3
23. Change Requests
Change requests to the project management plan, its subsidiary plans, and
other components such as the cost baseline, schedule baseline, and
procurement management plan, may result from the Control Procurements
process. Change requests are processed for review and disposition through the
Perform Integrated Change Control process.
Control Procurements – Outputs
Coincides with PMBOK 12.3
24. Project Management Plan Updates
Any change to the project management plan goes through the organization’s change
control process via a change request. Components that may require a change request
for the project management plan include:
• Risk management plan
• Procurement management
• plan
• Schedule baseline
• Cost baseline
Control Procurements – Outputs
Coincides with PMBOK 12.3
25. Project Document Updates
Project documents that may be updated as a result of carrying out this process
include:
• Lessons learned register
• Resource requirements
• Requirements traceability
• matrix
• Risk register
• Stakeholder register
Control Procurements – Outputs
Coincides with PMBOK 12.3
26. Organizational Process Assets Updates
Organizational process assets that can be updated as a result of the Control
Procurements process include:
• Payment schedules and requests
• Seller performance evaluation documentation
• Prequalified seller lists updates
• Lessons learned repository
• Procurement file
Control Procurements – Outputs
Coincides with PMBOK 12.3
Editor's Notes
This process is performed periodically throughout the project as needed.
he quality of the controls, including the independence and credibility of procurement audits, is critical to the reliability of the procurement system. The organization’s code of ethics, its legal counsel, and external legal advisory arrangements including any ongoing anti-corruption initiatives can contribute to proper procurement controls.
Control Procurements has a financial management component that involves monitoring payments to the seller. This ensures that payment terms defined within the contract are met and that compensation is linked to the seller’s progress as defined in the contract.
Agreements can be amended at any time prior to contract closure by mutual consent, in accordance with the change control terms of the agreement.
Requirements management plan - The requirements management plan describes how contractor requirements will be analyzed, documented, and managed.
Risk management plan - The risk management plan describes how risk activities created by sellers will be structured and performed for the project.
Procurement management plan - The procurement management plan contains the activities to be performed during the Control Procurement process.
Change management plan - The change management plan contains information about how seller-created changes will be processed.
Schedule baseline - If there are slippages created by sellers that impact overall project performance, the schedule may need to be updated and approved to reflect the current expectations.
Assumption log - The assumption log documents the assumptions that have been made during the procurement process.
Lessons learned register - Lessons learned earlier in the project can be applied further along in the project to improve contractor performance and the procurement process.
Milestone list - This list of major milestones shows when the sellers are expected to deliver their results.
Quality reports. - The quality reports can identify seller processes, procedures, or products that are out of compliance.
Requirements documentation - Requirements documentation may include:
Technical requirements the seller is required to satisfy, and
Requirements with contractual and legal implications that may include health, safety, security, performance, environmental, insurance, intellectual property rights, equal employment opportunity, licenses, permits, and other nontechnical requirements.
Requirements traceability matrix - The requirements traceability matrix links product requirements from their origin to the deliverables that satisfy them.
Risk register - Each approved seller comes with its own unique set of risks, depending on the seller’s organization, the duration of the contract, the external environment, the project delivery method, the type of contracting vehicle chosen, and the final agreed-upon price.
Stakeholder register - The stakeholder register includes information about identified stakeholders, including contracted team members, selected sellers, contracting officers, and other stakeholders who are involved in procurements.
In complex projects and programs, change requests may come from sellers involved with the project that can influence other involved sellers.
The project should have the capability of identifying, communicating, and resolving changes that impact the work of multiple sellers.
If the parties themselves do not resolve a claim, it may have to be handled in accordance with alternative dispute resolution (ADR) typically following procedures established in the contract. Settlement of all claims and disputes through negotiation is the preferred method.
Performance Reviews. Performance reviews for contracts measure, compare, and analyze quality, resource, schedule, and cost performance against the agreement. This includes identifying work packages that are ahead or behind schedule, over or under budget, or have resource or quality issues.
Earned Value Analysis (EVA) - Schedule and cost variances along with schedule and cost performance indexes are calculated to determine the degree of variance from target.
Trend Analysis - Trend analysis can develop a forecast estimate at completion (EAC) for cost performance to see if performance is improving or deteriorating.
Typically, all deliverables should have been provided on time and meet technical and quality requirements, there should be no outstanding claims or invoices, and all final payments should have been made.
The project management team should have approved all deliverables prior to closure.
Procurement documentation also includes any seller-developed technical documentation and other work performance information such as deliverables, seller performance reports and warranties, financial documents including invoices and payment records, and the results of contract-related inspections.
Requested but unresolved changes can include direction provided by the buyer or actions taken by the seller, which the other party considers a constructive change to the contract.
Since any of these constructive changes may be disputed by one party and can lead to a claim against the other party, such changes are uniquely identified and documented by project correspondence.
Risk management plan - Each agreement and seller has its own set of risks that may require updates to the risk management plan. If significant unexpected risks occur during the execution of the contract, the risk management plan may require updating. Specific risks are incorporated into the risk register.
Procurement management plan - The procurement management plan contains the activities to be undertaken during the procurement process. Updates may be required depending on the results of the performance of the sellers during execution of the work.
Schedule baseline - If there are significant schedule changes created by sellers that impact overall project schedule performance, the baseline schedule may need to be updated and approved to reflect the current expectations. The buyer should be aware of any cascading impacts of schedule delays created by a seller that impact other sellers.
Cost baseline - Contractor and material costs can change frequently during the delivery of a project. These changes can occur because of fluctuating materials and labor prices created by the external economic environment and need to be incorporated into the cost baseline.
Lessons learned register - The lessons learned register can be updated with techniques that were effective in maintaining the scope, schedule, and cost of the procured items. Where variances occurred, the register should show the corrective actions that were used to respond to variances and how effective those actions were.
Resource requirements - As the work progresses by the contractors, there may be changes to the resource requirements resulting from work being done that is not in accordance with the planned work schedule.
Requirements traceability matrix - The requirements traceability matrix is updated with information on requirements that have been satisfied.
Risk register - Each approved seller comes with its own unique set of risks, depending on the seller’s organization, the duration of the contract, the external environment, the project delivery method, the type of contracting vehicle chosen, and the final agreed-upon price.
Stakeholder register - As the work progresses through the execution phase, the contractors and suppliers may change.
Payment schedules and requests - All payments should be made in accordance with the procurement contract terms and conditions.
Seller performance evaluation documentation - Seller performance evaluation documentation is prepared by the buyer and documents the seller’s ability to continue to perform work on the current contract, indicates whether the seller can be allowed to perform work on future projects, or rates how well the seller is performing the project work or has performed in the past.
Prequalified seller lists updates - Prequalified seller lists are lists of potential sellers who are previously qualified (approved). These lists will be updated according to the Procurement Control process outcomes because sellers could be disqualified and removed from the lists based on poor performance.
Lessons learned repository - Lessons learned should be archived in the lessons learned repository to improve procurements on future projects. At the end of a contract, the actual results of the procurement are compared with the projected results in the original procurement management plan. These lessons learned state whether the project objectives were achieved and, if not, provides the reasons they were not.
Procurement file - A complete set of indexed contract documentation, including the closed contract, is prepared for inclusion with the final project files.