2. Project Charter
pg. 1
Project Name
Major Project
Project Purpose
The purpose of this unique project is to conduct an audit on a completed project by my sponsor (Jane
Taylor). The audit will apply the 10 knowledge areas from PMBOK, (Project Management Body of
knowledge) and compare to the project management practices that are used by my sponsor to complete
her project (P&G Sampling Offer - Elle Beauty Box). I as a project manager is going to examine the
practices applied by Jane and make some evaluation and recommendations about what she could do
different on her upcoming projects.
Critical Success Factors
1. Understanding the purpose of the project completed by the sponsor: this factor will contribute
delivering the project deliverable as required and will be achieved by having clear and accurate
scope statement from the sponsor and other documents
2. Project sponsor having clear and concise answers to my questions based on each of 10 knowledge
areas. This will be achieved by sending meeting agendas in advance to the sponsor so she will
have enough time to prepare for the interview or even review the documents related to her
project if needed.
3. Project documents: Communication plans, Schedule of the Major project.
Constraints
1. Program Manager not available in class after May 25th
2015: will be reduced by booking
appointments in advanced
2. Project Manager handling 6 project a week: will be controlled by having well organized time
management plans
3. Sponsor not responding to communication on time: this will be limited by sending
communication plan to the sponsor and arranging meeting in advance.
Assumptions
1. Scope: It’s assumed that the scope of the project will remain as initially provided and no changes
requested by the Program Manager (Teresa Kucheran).
Description of Sponsor’s Project
Elle Canada P&G Beauty Box Sample program with 8 products/coupons, Registration Page, Sub-channel
Page with Reviews and Social Media Aggregator, e-Pushes, Cobrand Ad Units and other traffic drivers.
3. Project Charter
pg. 2
Project Purpose
Deliver 1 million impressions, generate 400 product reviews
Start Date: October 5th 2012
End Date: June 1st 2014
Sponsor Contact Information
Sponsor: Jane Taylor
Email: mail@janetaylor.ca
Cell: +1 416-809-5263
LinkedIn: https://www.linkedin.com/in/janetaylorpmp
Sponsor Sign off
Sponsor Signature
______________________
Date
______________________
6. PMPG 5503 FINAL
AUDIT REPORT
Instructor Name: Teresa Kucheran
Date: Friday 3rd July 2015 6:00PM
Atifa Mahmoodi
PMPG 5503 Capstone Research Project
7. 1 | P a g e
Contents
1. Executive Summary...............................................................................................................................2
I. Objectives of this report ...................................................................................................................2
II. Purpose of Sponsor Project ..............................................................................................................2
III. Audit Approach Results.................................................................................................................2
IV. Key Findings ..................................................................................................................................2
V. Key Recommendations .....................................................................................................................2
2. Audit Results .........................................................................................................................................5
2.1. Project Integration Management .................................................................................................5
3.2 Project Scope Management..........................................................................................................7
3.3 Project Time Management ...........................................................................................................8
3.4 Project Cost Management ............................................................................................................9
3.5 Project Quality Management......................................................................................................10
3.6 Project Human Resource Management......................................................................................11
3.7 Project Communications Management ......................................................................................12
3.8 Project Risk Management...........................................................................................................13
3.9 Project Procurement Management ............................................................................................15
3.10 Project Stakeholder Management..............................................................................................16
Appendix .....................................................................................................................................................17
A.1 Audit Questions and Responses .......................................................................................................17
Over all Quantitative Result......................................................................................................................0
A.2 Original notes....................................................................................... Error! Bookmark not defined.
Meeting Agenda & minutes #1:............................................................................................................0
Meeting Agenda & minutes #2 .............................................................................................................1
References ....................................................................................................................................................1
8. 2 | P a g e
1. Executive Summary
I. Objectives of this report
The purpose of this collaborative project was to conduct an audit on a completed project managed by
my sponsor (Jane Taylor). The audit in nature was both qualitative and quantitative. Where the sponsor
was interviewed by open ended questions and applied the 10 knowledge areas and the 47 processes
from PMBOK, (Project Management Body of knowledge) and compared to the project management
practices that were used by my sponsor to complete her project (P&G Sampling Offer - Elle Beauty Box).
As a project manager, I examined the practices applied by my sponsor and identified the gaps and
made some evaluation and recommendations about what she could do different on her upcoming
projects.
II. Purpose of Sponsor Project
The Purpose of the sponsor project was to attract 20,000 customers where Elle Canada P&G Beauty Box
Sample program with 8 products/coupons were send to those consumers who signed up online.
III. Audit Approach Results
The Project audit was conducted according to the project plan and schedule prepared prior to the
project commencement, except for the project meetings, as initially there were 10 meetings planned
for the execution of the project, however during the execution of the project 5 meeting took place one
per two knowledge area.
Qualitatively, on each of the 10 knowledge areas and its 47 processes open-ended questions were
asked from the sponsor on her completed project and her responses were noted, audited, and later
analyzed. In addition to the qualitative method, meeting agendas were also sent to the project sponsor
prior of the meeting which had a clear meeting aims (a few sample of the meeting agenda can be found
in the Appendix A.2 of this report).
Quantitative approach was used to determine percentage compliance where a scale of 0-2 was used if
the sponsor used no input and Tool & Technique from the PMBOK process that process is given 0=0%. If
the sponsor used one input and tools & technique from PMBOK process a point 1=50% is given. And if
the sponsor used two or all inputs and Tools & Technique from the PMBOK process a point of 2=100% is
given. Total % per knowledge area = sum % of all the process in the knowledge area/ # process in the
knowledge area. And the total Audit percentage result is = percentage sum of the 10 knowledge
areas/10.
IV. Key Findings
The overall quantitative finding is (80.8%) based on the 10 Knowledge areas and 47 processes.
Meaning the sponsor's current practices align 80.8% with PMBOK.
V. Key Recommendations
Based on analysis and the findings of the project, sponsor is recommended to include all the secondary
plans such as stakeholder’s communication plan and human resources management plan in her project
general plan. Nonetheless, when acquiring resources for the project tools & techniques such as pre-
9. 3 | P a g e
assignment and multi-criteria decision analysis will identify resources based on the need of her project.
In addition it’s recommended to use inputs and tools & techniques such as quality management plan,
quality metrics, quality control measurements, and quality audit process analysis to assure quality on
her future projects.
10. 4 | P a g e
2. Sponsor Reaction
This thorough report evaluates all aspects of P&G’s Sampling Offer - Elle Beauty Box project. Elle Beauty
Box was a large, high-profile project which lasted for 1.5 years and generated over 1 million impressions
online. Print and digital components were integrated in collaboration with Elle Canada and Proctor &
Gamble; a cobranded initiative. It was a great exercise to go through 10 knowledge areas and the 47
processes with Atifa Mahmoodi. The organization (TC Media) is a leading provider of media and Interactive
marketing solutions in Canada, employing over 3,000 people. Our publication reaches most Canadian
consumers through a wide range of print and digital publishing products in French and English.
During my five meetings with the project manager Atifa, it gave me another good opportunity to review all
the lessons learned. One of the key recommendations is to use a stakeholder communication plan. Because
TC Media is a Quebec based public company, many departments function majority in French.
Communication was a barrier in many cases. A stakeholder communication plan in the future will definitely
be utilized. This is a good finding. In a matrix environment, each department has its own functional
manager and its processes/procedure. Although HR management plan and Quality Management plan
would be helpful, it’s impractical for a PM to take on this responsibility. For example, QA department has its
quality management plan includes quality metrics, quality control measurements, tools and techniques.
Project managers are not involved in the quality management plan. This type of plan stays within the
department and is enforced among the team member. In this case, the subsidiary plans will not be needed
and it will not be implemented by project managers. This is a great report. It was my honour to be
interviewed and to showcase my project.
Sponsor Contact Information
Sponsor: Jane Taylor, PMP
Email: mail@janetaylor.ca
Cell: +1 416-809-5263
LinkedIn: https: //www.linkedin.com/injanetaylorpmp
Sponsor Signoff
Date
July2nd
, 2015
11. 5 | P a g e
2. Audit Results
2.1. Project Integration Management
Description
The Project Integration Management knowledge area consist of processes and activities that classify,
combine, unify and coordinate the numerous processes and project management activities in the project
management process groups. As mentioned in the (PMI, 2013, p. 63). “Project Integration management
includes making choices about resource allocation, making trade-offs among competing objectives and
alternatives, and managing the interdependencies among the project management knowledge areas”. In
addition, According to (PMI, 2013, p. 63), the integration knowledge encompasses the following six
processes. 1. Develop Project Charter, 2. Develop Project Management Plan, 3. Direct and Manage Project
work, 4. Monitor and Control Project work, 5. Perform Integrated Change Control, and 6. Close Project or
Phase.
Sponsor`s Current Practice
The project sponsor had authorized project charter documents from her sponsor which was obtained by
the account manager from her project sponsor. The project sponsor had a project charter which contained
the aim and requirements of the project. Before developing a project plan the sponsor of the project meet
with the client, resources manager and vendors. And during the execution of the project sponsor had status
meetings updates, major milestones reports, and if there was any request for change it had to go through
the official change request process.
Findings
Areas of compliance
The sponsor had an average of a 91.7% compliance with project Integration Knowledge area which is the
sum of the six processes. The project charter was developed and the sponsor used organizational processes
assets, business case, and organizational process assets as her inputs and tools such as an expert judgment.
Nonetheless; perform integrated change control had a formal process all the changes in her project had to
go through a formal change and the documents has to be updated.
Gaps
The gap identified between the project sponsor practices and the PMBOK Project Integration Management
Process is that the project sponsor didn’t have any communication management plan for her stakeholders
in her project plan.
Quantitative Result
Develop Project charter, direct and manage project work, monitor and control project work, perform
integrated change control, and close project or phase had a 100% compliance to the PMBOK. However,
developed project management plan had 50% compliance to the PMBOK.
Recommendation
The project sponsor is recommended to include all the secondary plans such as stakeholder’s
communication & management plan in her upcoming project plan. As it was mentioned by the sponsor that
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her project team was diverse and multilingual and there was miscommunication therefore the stakeholder
communication management plan will reduce that in future.
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3.2 Project Scope Management
Description
According to, (PMI, 2013, p. 105) “The processes used to manage project scope, as well as the supporting
tools and techniques, can vary by project. The scope baseline for the project is the approved version of the
project scope statement, work breakdown structure (WBS), and its associated WBS dictionary. A baseline
can be changed only through formal change control procedures and is used as a basis for comparison while
performing Validate Scope and Control Scope processes as well as other controlling processes”. There are
six processes in the PMBOK in this knowledge area namely: Plan Scope Management, Collect Requirements,
Define Scope, Create WBS, Validate Scope, and Control Scope.
Sponsor`s Current Practice
The scope of my sponsor project was defined based on the project requirements. The project requirements
were collected from the main stakeholders of the project where she had meetings with them to understand
their needs and expectations from the project. A detailed statement of work was used to decompose the
tasks into small and manageable work packages. To validate the scope of her project every time a
deliverable was accomplished, a formal authorization of the project sponsor and other stakeholders of high
interest were required. And when change requests were submitted, the project sponsor would send of a
feedback form to the client clearly demonstrating its effect on the project, if there was cost and time
associated with the change was accepted by her project sponsor she will then validate and updated scope.
Findings
Areas of compliance
The sponsor had an average of a 79.2% compliance with Project Scope Management Knowledge area which
is the sum of the six processes. When the project scope was planned, project management plan, project
charter and organizational process assessment and input were used and tools & techniques such as; expert
judgment and meetings to create scope management plan.
Gaps
Collect Requirements: limited tools and techniques were used to collect requirements, Define Scope:
limited tools and techniques were used to collect requirements, Create Work Breakdown Structure: limited
tools and techniques were used to collect requirements.
Quantitative Result
Quantitatively processes such as; plan scope management, validate scope and control scope had 100%
compliance, however the following Process (Collect Requirements, & Create WBS process has only 50%
alignment. And the Define scope process had 75% alignment to the PMBOK.
Recommendations
Upon, the gaps identified in the knowledge area the project sponsor is recommended to use various tools
and techniques to collect requirements on her upcoming projects. The sponsor may also pay attention
when defining her project scope tools such as an expert judgment, product analysis, and facilitated
workshops will help her minimizing scope creep.
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3.3 Project Time Management
Description
As projects has a start and an end date, therefore tools and techniques are needed to manage the timely
completion of the project. Thus, the Project Time Management knowledge area provides these tools and
techniques through the seven process namely, Plan Schedule Management, Define Activities, Sequence
Activities, Estimate Activity Resources, Estimate Activity Durations, Develop Schedule, and Control
Schedule. As PMBOK states; “These processes interact with each other and with processes in other
Knowledge Areas” (PMI, 2013, p. 142).
Sponsor`s Current Practice
The sponsor current practice of Project time Management is that the sponsor plan schedule management
was build based on the resources calendar to know if the resources are available when she needs them.
Also expert judgment as tool was used to gather information from previous projects, nonetheless the
project charter and vendor availability was taken into considerations. And when sequencing her project
deliverable activities the sponsor sequenced the activities based on the deliverable dependency and leads
and lags of the project. While estimating the activity resources she used the resources calendar, list of
activities consulted expert. In addition, when she was estimating the activity duration Information from the
project scope and resources calendar was used to the estimate the activity duration and information from
pervious projects. The benefit she gained from estimating the activity durations it allowed her to
accurately estimate the duration of the tasks and overall project. Schedule was developed based on the
scope of the project, and the project scope was decomposed to smaller tasks, by referring to the list of
activity and millstone and the modeling technique was used. Nonetheless the project schedule was
controlled by regular updates of the project milestones & status meetings.
Findings
Areas of compliance
The sponsor had an average of 93% alignment to the PMBOK process of Project Time Management
Knowledge Area. Activity were defined based on the inputs namely, scope baseline and schedule
management plan and were decomposed by taking expert advice. Activities were sequenced by taking into
consideration leads and lags, list of milestones, and activity list.
Gaps
Plan Schedule Management: limited tools and techniques were used
Quantitative Result
Quantitatively, the sponsor had an average of 93% alignment to the PMBOK process of Project Time
Management Knowledge Area. Where the project “Plan Schedule Management” had only 50%, compliance,
and the remaining six processes namely, Define Activities, Sequence Activities, Estimate Activity Resources,
Estimate Activity Durations, Develop Schedule, and Control Schedule had 100% compliance.
Recommendations
The sponsor is recommended to use Analytical Technique to plan Schedule management which will give her
more strategic options to manage time on her upcoming projects.
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3.4 Project Cost Management
Description
The Project Cost Management knowledge area provides the procedures and Tools and Techniques that can
be used to, estimate the cost of the project, determine the budget, and control the spending of the project
comparative to the budget determined. According to (PMBOK, 2013, p. 193), the project Cost Management
Knowledge area is comprised of four processes such as, Plan Cost Management, Estimate Costs, Determine
Budget, and Control Costs.
Sponsor`s Current Practice
The sponsor current practices of the sponsor are, when she was planning her cost management, she used
the internal organizational cost sheets and vendors invoices. She estimated the project costs based on the
rate card, previous project closure documents, scope baseline (SOW), client's budget, expert judgment,
excel sheet (company costs rate). The cost of the entire project budget was the sum of the estimate of each
activity +/- Contingency. The cost was controlled through change request and all change request has to go
through change management department, if there was a change which was based on the actual scope
baseline it will cost her sponsor 10% for that particular activity. And if the change request was based on
something which was initially not identified in the project scope that change will had to go through the
same approval process and will cost 20% of the project budget to her sponsor.
Findings
Areas of compliance
The sponsor had an overall 87.5% compliance to the PMBOK as an average of the four processes of Project
Cost Management Knowledge Area. Compliance is due to the processes namely; determine budget and
control cost the inputs and tools & techniques of these processes were utilized by the project sponsor.
Gaps
The gap identified in the sponsor practices are that when she was doing her Plan cost management she did
not use, actual project management plan, project charter, and enterprise environmental factors. And also
when she was doing cost estimate she didn’t refer to risk register, Human Resources Management plan,
and tools such as parametric estimates, bottom-up estimates, and three point estimate were not used.
Quantitative Result
Quantitatively processes namely; plan cost management and estimate cost had 70% compliance, and
determine budget and control costs had 100% alignment.
Recommendations
The project sponsor is recommended to use actual project management plan, project charter, and
enterprise environmental factors and refer to the experts, and use some analytical tools in meetings with
her main stakeholders to Plan cost Management. The sponsor is recommended to use tools and techniques
such as, parametric estimates, bottom-up estimates, group decisions making and three point estimate.
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3.5 Project Quality Management
Description
Every Projects has needs and requirements that has to be fulfilled, therefore project quality management
works to confirm that projects needs and requirements, including product needs are met and endorsed. As
demonstrated in, (PMI, 2013, p. 227) “Project Quality Management uses policies and procedures to
implement, within the project’s context, the organization’s quality management system and, as
appropriate, it supports continuous process improvement activities as undertaken on behalf of the
performing organization”. The Project Quality Management knowledge area has Plan Quality Management,
Perform Quality assurance, and Control Quality.
Sponsor`s Current Practice
The sponsor carried out a regular inspection to make sure each deliverable meets its requirements. A
functionality test on the deliverables was carried out, and also Proofreading. To control the quality of her
deliverable Yes, organizational tools of the company were used to control the quality of the deliverables.
And it allowed her and to identify problems early on the deliverables before delivering to the client and
getting approval.
Findings
Areas of compliance
The sponsor had an average of 58.3% compliance to Project Quality Management knowledge area. Where
the sponsor utilized both inputs and tools and techniques from plan quality Management, and control
Quality processes.
Gaps
The gaps identified in this knowledge area of PMBOK are;
Plan Quality Management: the sponsor didn’t take inputs such as risk register, requirements
documents, and stakeholder register into consideration to plan quality management. And also the
sponsor didn’t apply tools such as cost benefit analysis, benchmarking, and meetings.
Quality Assurance: the absence of inputs namely quality management plan, quality metrics, quality
control measurements, and tools such as quality audits, process analysis were not applied to assure
quality on her project
Quantitative Result
Quantitatively processes namely, planning quality management had 75%, perform quality assurance had
0% and controlling quality had 100% alignment to the PMBOK processes.
Recommendations
The project sponsor is recommended to, apply and use inputs and tools techniques such as quality
management plan, quality metrics, quality control measurements, and tools such as quality audits, process
analysis assure quality on her upcoming projects.
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3.6 Project Human Resource Management
Description
Every Project is unique and requires a unique set of skills and resources. Thus the Project Human Resources
Management knowledge area focuses on how to organize, manage, and lead the project team as the team
is comprised of individuals with assigned responsibilities to successfully finish the project. As stated in the
(PMI, 2013, p. 255),“Project team members may have varied skill sets, may be assigned full or part-time,
and may be added or removed from the team as the project progresses. Project team members may also
be referred to as the project’s staff. Although specific roles and responsibilities for the project team
members are assigned, the involvement of all team members in project planning and decision making is
beneficial.” The Project Human Resources Management knowledge area includes four process namely,
1st
Plan Human Resources Management, 2nd
Acquire Project Team, 3rd
Develop Project Team, and 4th
Manage
Project Team.
Sponsor`s Current Practice
Under the Human Resource Management knowledge area the sponsor planed Human resources, by using
tools such as, Networking, Company processes assets. While acquiring the project team the sponsor
selected the project team based on skill sets and availability of the resources and also through the
functional managers. While developing her project team the sponsor tools and inputs such as lessons
learned, webinars, self-research and study, online marketing courses- if member skills is not up to date it’s
the functional manager responsibility is to train the workers. And to manage the project team the sponsor
compare the team performance with time, scope quality of the product to see if it meets the requirements
or not, and cost baseline.
Findings
Areas of compliance
Over all under Project Human Resources Management knowledge are the project sponsor had 62.5%
compliance to the PMBOK Process. The plan human resources management processes tools and inputs
were utilized by the sponsor and some tools and techniques from the Acquire Project Team, Develop
Project Team, and Manage Project Team processes were taken into consideration in her project.
Gaps
Human Resources Management plan was not used while acquiring her tea, and also for the development of
her team the sponsor did not applied tools such as personal assessment, and ground roles.
Quantitative Result
Quantitatively processes namely; Plan Human Resource Management Process had 100% alignment and the
remaining three process namely; Acquire Project Team, Develop Project Team, and Manage Project Team
had 50% alignment to PMBOK processes.
Recommendations
The sponsor is recommended to use Human Resources Management plan when acquiring her project team
and use tools such as Pre-assignment, and multi-criteria decision analysis. And also the sponsor may train
18. 12 | P a g e
her team according to the need of the project. In addition the project sponsor may observe and have
conversation with team members.
3.7 Project Communications Management
Description
Almost 90% of project manager time is spend on communicating with the project team, and other
stakeholders, they can be internal or external to the organization. Due to the diversity of the project team
members and stakeholders an effective communication is needed to build a bridge between the
stakeholders who may have different levels of expertise, perspectives, cultural and organizational
background, and different level of influence on, and interest in the project. Thus, “Project Communications
Management includes the processes that are required to ensure timely and appropriate planning,
collection, creation, distribution, storage, retrieval, management, control, monitoring, and the ultimate
disposition of project information” (PMI, 2013, p. 287). This knowledge area have three processes, such as
Plan Communication Management, Manage communications, and Control Communications.
Sponsor`s Current Practice
Under the Project Communication Management knowledge area the sponsor used suitable communication
approach by identifying her stakeholders through the project management plan and analyzing interest and
power of each stakeholders and how much are they impacted on the decisions made throughout her
project life cycle.
Findings
Areas of compliance
Over all under Project Human Resources Management knowledge area the project sponsor had 91.7%
alignment to PMBOK. Where inputs such as organizational processes assets and project management
plan was used to plan communication. There were regular work performance reports as well as
communication technology and communication models to send and receive information on her project.
Gaps
Control Communications: as no issue log was used to control communication on her projects, and
also there was no information management system to control communications.
Quantitative Result
Quantitatively processes namely; Plan Communication Management and Manage Communication has
100% Alignment and Control Communications had 75%, and a total of 91.7% alignment to the PMBOK.
Recommendations
The sponsor is recommended to use inputs such as; communication log, stakeholders communication
management plan and tools such as information management system to control communications on her
projects.
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3.8 Project Risk Management
Description
An uncertain event or condition may occur during the project, which will have a negative or positive effect
on one or more objectives of the project for instance scope, time, cost or quality. Hence, “The objectives of
Project Risk Management area is to increase the likelihood and impact of positive events, and decrease the
likelihood and impact of negative events in the project.” (PMI, 2013, p. 309) The Project Risk Management
knowledge area is grouped into six process, namely; 1st
Plan Risk Management, 2nd
Identify Risks, 3rd
Perform Qualitative Risk Analysis, 4th
Perform Quantitative Risk Analysis, 5th
Plan Risk Responses, and 6th
Control Risks.
Sponsor`s Current Practice
Under the Project Risk Management knowledge area the sponsor managed and defined risks in her project
by using management plan, project charter and information on the previous similar project that were taken
by her company. When the sponsor was identifying risks in her project she used checklist, assumptions, and
expert judgment. And when she was Performing Qualitative Risk Analysis, the sponsor used a template with
color codes as green for the risks that don’t need immediate attention, yellow for the risk which had to be
watched, and red for the risk which needed an immediate attention. As her practice for performing a
Quantitative Risk Analysis she used a cause and effect diagram, based on that the project risk parameters
were defined. And for the risk control the project sponsor used tools such as Expert judgment, SWOT
analysis of the project and color coding to control risks on her project. And risks were updated weekly.
Findings
Areas of compliance
Over all under Project Risk Management knowledge area the project sponsor had 75 % alignment to the
PMBOK. Where plan risk management was done utilizing inputs such as project charter, organizational
processes assets, and tools such as expert judgment and meetings. Nonetheless the sponsor utilized tools
and techniques from the identify risk, Perform Quantitative Risk Analysis, Perform Qualitative Risk Analysis,
and as well as control risk process.
Gaps
Perform Quantitative Risk Analysis: tools such as modeling techniques& expert judgment was not
utilized
Plan Risk Responses: Risk register was not considered as an input while Planning Risk Responses
Control Risks: inputs such as work performance report could have been used to control risk and
tools such risk audit & reserve analysis could have been applied to control risk
Quantitative Result
Quantitatively processes namely, Plan risk management had 100%, Identify risks 75%, Perform Qualitative
Risk Analysis had 75%, Perform Quantitative Risk Analysis had 50%, Plan Risk Responses had 75%, and
Control Risks 75% alignment to the PMBOK processes.
Recommendations
the sponsor is recommended to use tools such as; Risk probability and impact assessment, and risk
20. 14 | P a g e
probability and impact matrix when performing qualitative Risk assessment. And it’s advisable to do risk
audits while controlling risks on her upcoming projects.
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3.9 Project Procurement Management
Description
Project Procurement Management consist of process that are needed to purchase or attain products,
results, or services outside of the project team. “Project Procurement Management also includes
controlling any contract issued by an outside organization (the buyer) that is acquiring deliverables from
the project from the performing organization (the seller), and administering contractual obligations placed
on the project team by the contract” (PMI, 2013, p. 355). The Project Procurement Management
knowledge area is comprised of four processes explicitly; Plan Procurement Management, Conduct
Procurement, Control Procurement, and Close Procurement.
Sponsor`s Current Practice
Under the Project Procurement Management knowledge area the sponsor planed procurement
management based on based on the Scope requirements, Risk registry, Schedule, Cost plan, Company
processes. While conducting the procurement, she considered list of possible vendors, Request for Proposal
(RFP) and Request for Quotation (RFQ) form her vendors and a potential vendor was selected based on
experience background once a few potential vendors were identified the project documents were updated.
While controlling a procurement on her project the sponsor used project management plan to refer to
performance reporting, and also the payment system. And the close procurement was done officially on
her project after negotiating with the potential sellers and buyers.
Findings
Areas of compliance
Over all under Project Procurement Management knowledge area the project sponsor had 93.75%
alignment to the PMBOK this result is a percentage average of the four Processes of this knowledge
area where the project sponsor utilized inputs such as; project schedule organizational processes assets
approved change requests, and procurement documents. In addition the sponsor used tools and
techniques such as; expert judgment, meetings, proposal evaluation, and payment system.
Gaps
Conduct Procurement: tools such a bidder conference, Vendors proposal evaluation, and
analytical technique were not used.
Quantitative Result
Quantitatively processes namely, Plan Procurement Management 100%, Conduct Procurement 75%,
Control Procurement, and Close Procurement had 100% alignment to the PMBOK.
Recommendations
The sponsor is recommended to use tools such as bidder conference, Vendors proposal evaluation, and
analytical technique while conducting Project Procurement, in addition procurement audit can be a useful
tool to close procurement.
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3.10 Project Stakeholder Management
Description
Stakeholder is a group or individual that affect or can be affected by a project or strategic decisions of an
organization or a project (Smith, n.d.). And Project Stakeholder Management knowledge area is the
processes required to recognize the organizations, groups, and people that can impact or be impacted.
“Stakeholder management also focuses on continuous communication with stakeholders to understand
their needs and expectations, addressing issues as they occur, managing conflicting interests and fostering
appropriate stakeholder engagement in project decisions and activities”(PMI, 2013, p. 391). There are four
processes demonstrated in the PMBOK Project stakeholder Management knowledge area namely, 1st
Identify Stakeholders, 2nd
Plan Stakeholder Management, 3rd
Manage Stakeholder Engagement, and
4th
Control Stakeholder Engagement.
Sponsor`s Current Practice
Under the Project Stakeholder Management knowledge area the sponsor identified her stakeholders by
Brainstorming, Mind mapping, stakeholder list, previous projects, Organizational charts, and Company
directories. While planning the stakeholder Management. In addition, under the process Manage
Stakeholder Engagement the sponsor identified stakeholder’s identification and analysis, prioritization
matrix. Influence and developed a power and interest grid to engage her stakeholders. And to Control
Stakeholder Management she used project management plan that contained the stakeholder management
plan and the communications management plan.
Findings
Areas of compliance
Over all under Project Stakeholder Management knowledge area the project sponsor had 75% compliance
to the PMBOK processes where the sponsor utilized inputs such as project charter, procurement
management plan, communication management plan, and project documents were used. Nonetheless the
sponsor utilized tools & Techniques such expert judgment, meetings, management skills and interpersonal
skills to on her project.
Gaps
Identify Stakeholders: inputs and tools were not used which otherwise should have been used
Plan Stakeholder Management: tools such as meetings and analytical techniques were not used to
generate a stakeholder management plan
Manage Stakeholder Engagement: inputs and tools were not used which otherwise should have been
used
Quantitative Result
Quantitatively processes namely; Identify Stakeholders 75%, Plan Stakeholder Management 75%, Manage
Stakeholder Engagement 75, and Control Stakeholder Management 75% alignment to the PMBOK
processes.
Recommendations: The sponsor is recommended to use inputs such as; project charter, procurement
documents when identifying stakeholders, and also tools such stakeholder analysis and meeting can be
very helpful to build a project Stakeholder register. And while Managing stakeholder Engagement
23. 17 | P a g e
Appendix
A.1 Audit Questions and Responses
Process
No.
Question Sponsor’s Responses
Point
Assigned
% value as
1. Project Integration Management Knowledge Area 91.7%
1.1 Develop Project Charter 100%
When you were initiating your
project did you develop
project charter? If yes what
were some of its contents?
And was the charter officially
signed by the sponsor?
The project sponsor had a project
charter which contained the aim and
requirements of the project,
And got formal authorization from her
project sponsor.
2 100%
1.2 Develop Project Management Plan 50%
What steps were taken in
order to develop a project
plan for your project? And
what were some of the
content of your project plan?
The project sponsor had a meeting
with her sponsors, vendors, experts,
and resources managers to develop
her project plan. However she didn’t
have any communications plans of her
stakeholders in her project plan.
1 50%
1.3 Direct and Manage Project Work 100%
Have you reviewed your
project plan in the progress of
your project in or order to
Compare its performance into
the project initial objectives?
The project sponsor had status
meetings updates, major milestones
reports, and if there was any request
for change it had to go through the
official change request process.
2 100%
1.4 Monitor and Control Project Work 100%
How was the performance of
the project tracked?
Regular status reports from the
assigned resources, and major
deliverables achievement.
2 100%
Was this beneficial to your
project?
It helped them keep the project on
track and updated it.
2 100%
1.5 Perform Integrated Change Control 100%
Was there any perform
integrated change control?
For instance reviewing change
requests, approving change
requests?
Yes, internal change requests and
external change requests. The
sponsor had a Project Control Office-
they worked together with PMO
where change requests were
approved all the change request were
documented.
2 100%
1.6 Close Project or Phase 100%
What were the lessons When the project was completed 2 100%
24. 18 | P a g e
learned upon completion of
the project?
lessons learned were documented for
the future cautions.
2. Project Scope Management Knowledge Area 79.2%
2.1 Plan Scope Management 100%
How was the scope
management plan
developed for this project?
Based on the charter & aim of the
project the “in” what to be done in
the project & “out” things which are
not the required to be done in the
project were defined.
2 100
Was the scope used as
baseline?
The scope planed was used as a
baseline.
2 100%
2.2 Collect Requirements 50%
What process have you
followed to determine the
needs of the project?
Business analysis, technical
requirement gathering, expert
interview, client and brand and also
vendors.
1 50%
2.3 Define Scope 75%
How were you able to define
the in/out of the project
scope?
SOW- statement of work and
assumptions, based on what was
determined in the project charter.
1 50%
Was this beneficial to you and
your project?
It helped them to identify the things
which are expected to be done and
not done.
2 100%
2.4 Create Work Breakdown Structure 50%
What approached did you use
to decompose/breakdown
the work into smaller and
more manageable
components?
Larger tasks were decomposed to
smaller and manageable tasks based
on the Statement of work.
1 50
2.5 Validate Scope 100%
Was there any formal
authorization required on
the completed
deliverables?
Yes, every time a deliverable was
accomplished a formal authorization
of the project sponsor and other
stakeholders of high interest were
required.
2 100%
2.6 Control Scope 100%
How did you manage changes
to the project scope baseline?
When change requests were
submitted the project sponsor the
project sponsor would send of a
feedback form to the client clearly
demonstrating its effect on the
project, if the cost/time associated
with the change was accepted by her
project sponsor she will then validate
the updated scope.
2 100%
3. Project Time Management Knowledge Area 93%
3.1 Plan Schedule 50%
25. 19 | P a g e
Management
What were taken in to
consideration while planning
the schedule of the project?
The sponsor plan schedule
management was build based on the
resources calendar so to know if the
resources are available when she
needs them. Also expert judgment as
tool was used to gather information
from previous projects, nonetheless
the project charter and vendor
availability was taken into
considerations.
1 50%
3.2 Define Activities 100%
How did you identified the
actions that has to be taken in
order to produce the
deliverables on your projects?
Deliverables were decomposed by
taking expert judgment, project scope
baseline, and historical information in
the company on the same or Similar
projects.
2 100%
3.3 Sequence Activities 100%
What tools/approaches did
you use in deciding the
activity sequencing?
The sponsor sequenced the activities
based on the deliverable dependency
and leads and lags of the project.
2 100%
3.4 Estimate Activity Resources 100%
How did you determined the
type and quantity of material
needed for your project?
The project sponsor used the
resources calendar, list of activities
consulted expert on the project.
2 100%
Was this helpful? Yes it enabled them to accurately
identify the characteristics of the
resources required for her project.
2 100%
3.5 Estimate Activity Durations 100%
How did you determined the
number of hours needed to
complete a task?
Information from the project scope
were used. In addition the resources
calendar was used to the estimate the
activity duration and information from
pervious projects.
2 100%
Was this helpful? Yes it enabled them to accurately
estimate the duration of the tasks and
overall project.
2 100%
3.6 Develop Schedule 100%
How did you develop the
schedule of your project?
Schedule was developed based on the
scope of the project, and the project
scope was decomposed to smaller
tasks, by referring to the list of activity
and millstone and the modeling
technique.
2 100%
What were some of the
benefits of having a
To keep tasks on track, having a
developed schedule reduce the
2 100%
26. 20 | P a g e
developed schedule? conflict of activity and resources
availability.
3.7 Control Schedule 100%
What measures were taken in
the project to control the
schedule?
the project schedule was controlled
by regular updates of the project
milestones & status meetings
2 100%
4. Project Cost Management Knowledge Area 87.5%
4.1 Plan Cost Management 75%
How did you Plan Cost
Management of your
project?
Organization had its own cost
Timesheets, Vendors invoices were
used.
1 50%
Having planed your cost was
beneficial to your project?
Yes it was used throughout the
project as a project baseline to make
sure the project don’t go over budget.
2 100%
4.2 Estimate Costs 75%
How did you estimate the
cost for your project?
Rate card, previous project closure
documents, scope baseline (SOW),
client's budget, expert judgment,
excel sheet (company costs rate).
1 50%
Did estimate cost of the
project helped you and your
project team?
Yes it helped them to know how much
of money is available to complete a
task, and the entire project.
2 100%
4.3 Determine Budget 100%
How was the cost of the
entire project determined?
The cost of the entire budget was the
sum of the estimate of each activity
+/- Contingency.
2 100%
4.4 Control Costs 100%
Was there any changes the
affected the cost of your
project?
Yes there were change request and all
change request has to go through
change management department, if
there was a change which was based
on the actual scope baseline it will
cost her sponsor 10% for that
particular activity. And if the change
request was based on something
which was initially not identified in
the project scope that change will had
to go through the same approval
process and will cost 20% of the
project budget to her sponsor.
2 100%
5. Project Quality Management Knowledge Area 58.3%
5.1 Plan Quality Management 75%
How did you ensure that the Regular inspection was done to make 1 50%
27. 21 | P a g e
final deliverables meet the
client requirement?
sure each deliverables meets its
requirements.
Was this beneficial to your
project quality standards?
It helped the project sponsor and her
team to produce deliverable that
conforms to the client’s requirements.
2 100%
5.2 Perform Quality Assurance 0%
What measures were taken to
assure quality of the project?
Functionality test on the deliverables
was carried out, and also
Proofreading.
0 0%
5.3 Control Quality 100%
Was there any performance
assessment carried out in
your project?
Yes, organizational tools of the
company were used to control the
quality of the deliverables.
2 100%
Was this process beneficial to
your project?
Yes it allowed them to identify
problems early on the deliverables
before delivering to the client and
getting approval.
2 100%
6. Project Human Resource Management Knowledge Area 62.5 %
6.1 Plan Human Resource Management 100%
What tools and techniques
did you use to plan HR
Management plan?
Networking, Company processes,
Meetings- forms has to filled to
request resources
2 100%
Is having a Human resources
Management plan beneficial?
Yes, it let them know as who is
responsible for what.
2 100%
6.2 Acquire Project Team 50%
What was your selection
process for acquiring your
project team members?
The project team was acquired
through the skill sets and availability
of the resources and also through the
functional managers.
1 50%
6.3 Develop Project Team 50%
How did you increase the
performance of your team?
Lessons learned, webinars, self-
research and study, IAB – online
marketing courses- if member skills is
not up to date it’s the functional
manager responsibility is to train the
workers.
1 50%
6.4 Manage Project Team 50%
How did you assess your team
performance during the
execution phase?
Compare with time, scope (quality of
the product meet the requirements or
not) and cost baseline.
1 50%
7. Project Communications Management Knowledge Area 91.7%
7.1 Plan Communications Management 100%
Tell me how you determined
an appropriate
communication approach
By asking the needs of the
stakeholders, and Identifying the
power and interest ratios of these
stakeholders.
2 100%
28. 22 | P a g e
with key stakeholders of the
project (Those who could
impact or be impacted by
your project)
Was this beneficial to your
project?
It helped her determine the
preferable method of
communications by stakeholders
2 100%
7.2 Manage Communications 100%
How the communication
stakeholder analysis did
helped you while
communicating though the
project life cycle?
By engaging the right people in the
right way. She developed a good
understanding of the most important
stakeholders so that she will
knowwho they were and how to
respond, and so that I can work out
how to win their support.
2 100%
Was this beneficial to your
project?
Yes, as some of the team member
were virtual member
2 100%
7.3 Control Communications 75%
How did you communicate
changes in your project?
Meeting, Calling and E-mailing
stakeholders, and requesting
feedback from them
1 50%
Was this beneficial to your
project?
Yes, it was a useful guide to determine
the needs of the stakeholders and
hence effectively flow the
communication among the
stakeholders.
2 100%
8. Project Risk Management Knowledge Area 75 %
8.1 Plan Risk Management 100%
How did you plan to
conduct risk management
activities for your project?
The sponsor used project
management plan, project charter
and information on the previous
similar project that were taken by her
company.
2 100%
Was this beneficial to your
project?
It helped her and her project team to
have a risk management plan
2 100%
8.2 Identify Risks 75%
How did you identify
uncertainties in your
projects?
The project sponsor identified risk in
her project by using checklist,
assumptions, and expert judgment.
1 50%
Was this beneficial to your
project?
Helped her project to prevent costs
associated with the risks
2 100%
8.3 Perform Qualitative Risk Analysis 75%
Were risk prioritized in your
project and did you record
them?
The project sponsor had a template
which had Color codes where green –
we know the risk- yellow – we know
the risk and to keep an eyes on it –
and red needs immediate attention In
1 50%
29. 23 | P a g e
the risk registry
Was this beneficial to your
project?
Helped her know which risks needs
immediate attention
2 100%
8.4 Perform Quantitative Risk Analysis 50%
How did you perform
quantitative risk analysis?
The project sponsor had a cause and
effect diagram, based on that the
project risk parameters were defined.
50 50%
8.5 Plan Risk Responses 75%
How did you plan your risk
responses?
The sponsor utilized Group meetings;
meeting with Strategies, Contingency
plan in order to plan risk responses
1 50%
Was this beneficial to your
project?
Yes it enabled her team to be aware
of the risk and pay closer attentions to
it
2 100%
8.6 Control Risks 75%
How did you control risks on
your project?
The project sponsor used tools such
as Expert judgment, SWOT analysis of
the project and color coding to control
risks on her project. And risks were
updated weekly and if the risk is red
this week can be green next week.
1 50%
Was this beneficial to your
project?
Yes it let her knew and her team that
the risk which before had high impact
now has a lower impact and now we
can pay attentions to the risks which
has a higher impact
2 100%
9. Project Procurement Management Knowledge Area 93.8%
9.1 Plan Procurement Management 100%
How did you plan your
procurement process?
The project sponsor planned her
procurement management based on
the Scope requirements, Risk registry,
Schedule, Cost, Company processes
2 100%
Was this beneficial to your
project?
Yes it helped her identify what to
acquire and where to acquire from.
2 100%
9.2 Conduct Procurements 75%
What process did you use to
select your sellers?
1. Compile a List of Possible Vendors
2. Select Vendors to Request More
Information From
3. Write a Request for Information
(RFI)
4. Evaluate Responses and Create a
"Short List" of Vendors
5. Request for Proposal (RFP) and
Request for Quotation (RFQ)
6. Evaluate Responses and Create a
1 50%
30. 24 | P a g e
"Short List" of Vendors
7. Select a Winning Vendor –
experience background- references
their technical capabilities
Was this beneficial to your
project?
Yes, because a few potential sellers
were identified and project
documents were updated.
2 100%
9.3 Control Procurements 100%
What problems/challenges
did you face when collecting
the requirements & how did
you manage them?
The challenged faced by the sponsor
was that the requirements were not
clearly defined to the project vendors,
as her project management didn’t
address all the needs, but she used
project management plan to refer to
performance reporting, and also the
payment system .
2 100%
Was this beneficial to your
project?
Yes It’s important to have a clear
agreement about what is being
purchased, and what is being
delivered to avoid conflict.
2 100%
9.4 Close Procurements 100%
How did you persuade your
contractor to sign off your
agreement?
Negotiation Strategies 2 100%
Was this beneficial to your
project?
Yes, as the procurement was closed
officially, it prevented conflict
between vendors, suppliers, and
buyers.
2 100%
10. Project Stakeholder Management Knowledge Area 75%
10.1 Identify Stakeholders 75%
How did you identify your
stakeholders?
The sponsor identified stakeholders
by Brainstorming, Mind mapping,
stakeholder list, Previous projects,
Organizational charts, and Company
directories.
1 50%
Was this beneficial to your
project?
Yes, it helped her identify the power
and interest of each stake holder and
create a communication plan for
them.
2 100%
10.2 Plan Stakeholder Management 75%
What were some of the plans
developed to manage
stakeholders?
Ensure all the stakeholders agree on
the project’s deliverables and what
their roles are. Get consensus on how
to handle changes to the project.
Good communication. Engage
1 50%
31. 25 | P a g e
stakeholders throughout the process
Was this beneficial to your
project?
Yes helped her identify the
stakeholders and have updated
stakeholder management plan
2 100%
10.3 Manage Stakeholder Engagement 75%
What measures were taken to
ensure appropriate
stakeholders engagement?
The sponsor identified stakeholder’s
identification and analysis,
prioritization matrix. Influence and
their power and interest grid was
developed. And also through the
milestones status update and
meeting.
1 50%
Was this beneficial to your
project?
Yes, when there when there was an
issue we had the log to record them.
And the project management plan
was updated.
2 100%
10.4 Control Stakeholder Management 75%
How did you control the level
of engagement among your
stakeholders?
The project management plan
contains the stakeholder
management plan and the
communications management plan.
Refer to the “Unaware, Resistant,
Neutral, Supportive, Leading chart.”
1 50%
Was this beneficial to your
project?
Yes, as most deliverables were
produced and conformed to the
stakeholders requirements.
1 100%
Table. 12
32. 24 | P a g e
Over all Quantitative Result
1. Project Integration Management Total
Process # 1.1 1.2 1.3 1.4 1.5 1.6 91.7%
Result (%) 100% 50% 100% 100% 100% 100%
2. Project Scope Management
Process # 2.1 2.2 2.3 2.4 2.5 2.6 79.2%
Result (%) 100% 50% 75% 50% 100% 100%
3. Project Time Management
Process # 3.1 3.2 3.3 3.4 3.5 3.6 3.7 93%
Result (%) 50% 100% 100% 100% 100% 100% 100%
4. Project Cost Management
Process # 4.1 4.2 4.3 4.4 87.5%
Result (%) 75% 75% 100% 100%
5. Project Quality Management
Process # 5.1 5.2 5.3 58.3%
Result (%) 75% 0% 100%
6. Project Human Resources Management
Process # 6.1 6.2 6.3 6.4 62.5%
Result (%) 100% 50% 50% 50%
7. Project Communication Management
Process # 7.1 7.2 7.3 91.7%
Result (%) 100% 100% 75%
8. Project Risk Management
Process # 8.1 8.2 8.3 8.4 8.5 8.6 75%
Result (%) 100% 75% 75% 50% 75% 75%
9. Project Procurement Management
Process # 9.1 9.2 9.3 9.4 93.8%
Result (%) 100% 75% 100% 100%
10. Project Stakeholders Management
Process # 10.1 10.2 10.3 10.4 75%
Result (%) 75% 75% 75% 75%
(79.2% + 93% + 87.5% + 58.3% + 62.5% + 91.7% + 75% + 93.75% + 75%)/10= 80.8%
33. 24 | P a g e
Meeting Agenda & minutes #1:
Meeting Agenda – Project Communication Plan
Meeting Information
Date: Monday June 15th 2015 8:30pm- 9:30
Timekeeper: Atifa Mahmoodi
Attendees: Jane Taylor & Atifa Mahmoodi
Program Manager: Teresa Kucheran
Project Sponsor: Jane Taylor
Project Manager: Atifa Mahmoodi
Meeting Type: Electronic (Skype)
Note Taker: Atifa Mahmoodi
Objectives:
To find out the project sponsor project integration management knowledge area current
practices
Decisions made:
Audit Questions reviewed with the sponsor
Sponsor practices documented
New Action Items
Item/Responsible/Due Date
1. Project Scope Management/ Wed 17th June 2015
OTHER NOTES OR INFORMATION
Next meeting: Wed 17th June 2015 6:00pm
34. 21| P a g e
Meeting Agenda & minutes #2
Meeting Agenda – Project Communication Plan
Meeting Information
Date: Wed Jun 17th
2015 6:00-700pm
Timekeeper: Atifa Mahmoodi
Attendees: Jane Taylor & Atifa Mahmoodi
Program Manager: Teresa Kucheran
Project Sponsor: Jane Taylor
Project Manager: Atifa Mahmoodi
Meeting Type: Electronic (Skype)
Note Taker: Atifa Mahmoodi
Objectives:
To find out the project sponsor project Scope Management Knowledge Area current practices
Decisions made:
Audit Questions reviewed with the sponsor
Sponsor practices documented
New Action Items
Item/Responsible/Due Date
1. Project Scope Management/ Wed 17th June 2015
OTHER NOTES OR INFORMATION
Next meeting: Monday 22nd
June 2015 6:00pm
35. 22| P a g e
References
PMI. (2015). A Guide to the Project Management Body of Knowledge (5th Ed.). Newtown Square: Project
Management Institute.
Smith, C. (n.d.). Stakeholder Analysis: Winning Support for Your Projects. Retrieved June 20, 2015, from
http://www.mindtools.com/pages/article/newPPM_07.htm
36. Overview of the Sponsor Project
Industry: E-Marketing
Project name: P&G Sampling Offer - Elle Beauty Box
Purpose of the project: Deliver 1 million impressions, generate 400 product reviews
Start date of the project: 2012-10-05
Launch date: 2013-09-16
End date of the project: 2014-06-01
37. Risks and Mitigation
ID no. Risk Probability Impact Mitigation
1 Blackboard might crash and the required
deliverable may not be delivered on time to
the PMO
Low High The response plan for this risk is that the deliverables will
not be submitted in the rush hours on the due date.
Risk Acceptance: This risk should be accepted by the
PMO if any technical error occurs while submitting a
deliverable.
2 Sponsor might Travel Medium High Risk Limitation: Preplanned Schedule build with the
project sponsor
3 Stakeholders Availability: if the project
stakeholders such as the project PMO
office hours are only 2:30PM-4:00pm once
a week there will be a long queue to meet
her as 54 other students might be waiting to
meet
High High Risk Limitation: Strategy will be used to mitigate this risk.
Meeting will be booked with PMO in advance to avoid
queuing.
4 Quality of the Deliverables might not meet
its requirements
Low High Risk Limitation: project quality plan template will be used
to mitigate the risk, and meet the quality requirements.
Have regular meetings with both Project sponsor and
PMO to get feedback on the required deliverables.
38. Project charter was developed and used organizational processes assets, business case, and organizational
process assets
Utilized tools and techniques from the identify risk, Perform Quantitative Risk Analysis, Perform Qualitative Risk
Analysis, and as well as control risk process.
Human resources management processes tools and inputs were utilized
Acquire Project Team, Develop Project Team, and Manage Project Team processes were taken into consideration
The overall quantitative finding is (80.8%) based on the 10 Knowledge areas and 47 processes
Sponsor current practices aligns 80.8% with PMBOK
Key findings
39. Process is that the project sponsor didn’t have any communication management plan for her stakeholders in her
project plan
Collect Requirements: limited tools and techniques were used to collect requirements
Define Scope: limited tools and techniques were used to collect requirements
Create Work Breakdown Structure: limited tools and techniques were used to collect requirements.
Gaps
41. Overall Quantitative Findings
Knowledge area Total Percentage
compliance/knowledge area
Project Integration Management 91.7%
Project Scope Management 79.2%
Project Time Management 93%
Project Cost Management 87.5%
Project Quality Management 58.3%
Project Human Resources Management 62.5%
Project Communication Management 91.7%
Project Risk Management 75%
Project Procurement Management 93.8%
Project Stakeholders Management 75%
Total 80.8%
42. Key Recommendations
Include all the secondary plans such as:
stakeholder’s communication plan
Human resources management plan
Acquiring Resources
Use tools & techniques such as pre-assignment
Multi-criteria decision analysis
Quality
Use inputs and tools & techniques such as quality management plan
Quality metrics, quality control measurements, and quality audit process analysis
43. Lessons Learned
Communications
Effective communication is key success to a project
Document everything
Planning
Clear and reasonable planning is essential to reduce the level of risk and also to avoid scope-creep
Identify risks, and plan how to mitigate them
Keep contingency
Ask
“If you don’t ask the answer is always NO”
44. Other information about the project
Start date of the project: Friday, May 1st 2015
End date of the project: Monday, July 27th 2015
Number of Status reports: 5
Number of Meeting held: 1 Sponsor consent form
1 project charter
1 project Plan
5 meetings during the execution of the project 1 per two knowledge area
1 to obtain sponsor Reaction
