The document outlines the key knowledge areas and processes for project management. It provides guidance on activities for each process group (initiating, planning, executing, monitoring/controlling, closing) within each knowledge area. This includes developing proposals and plans, executing work, monitoring costs and quality, and closing out the project. Stakeholder management and communications are emphasized throughout the project life cycle. Risks and procurements are also planned for and managed.

1. Knowledge
Area
Initiating Process Group Planning Process Group Executing Process Group Monitoring & Controlling Process Group Closing Process Group
(PMP: Develop Project Charter) (PMP: Develop Project Management Plan) (PMP: Direct and Manage Project Execution) (PMP: Monitor and Control Project Work) (PMP: Close Project or Phase)
1. The RFP is the Project Charter
1. Technical Proposal is the PMP 1. Coordinate With On-Site Leads for Required PM and
Admin Support Across All Functional and Knowledge Areas
1. Conduct regular conference/coordination calls with the
field to stay abreast of project progress & issues
1. Coordinate Closing Processes Across all Functional and
Knowledge Areas
2. Technical Proposal Development (Capture Team) a. Conform PMP to SOW; identify vague areas and plan for
potential confusion/friction
2. Refine PMP Execution to Meet Evolving Conditions on
the Ground (within scope)
2. Review and monitor CDRL deliverables submitted to
client from the field
2. Obtain Sign Off Document from client (check with
Contracts)
a. Develop Traceability Matrix (SOW, Section H, Section L,
Section M)
b. Conform PMP to Award Document; identify vague areas and
plan for potential confusion/friction
3. Generate and Deliver CDRLs at Program Management
Level (QASP, LOAs, etc)
3. Validate & document all project deliverables
b. Develop High Level WBS 2. Refine PMP Execution Planning to Meet Evolved Conditions
(Post-RFP release) on the Ground
4. Execute MOD Changes a. Validate project files are complete
c. Develop Staffing Plan 3. Establish procedures for validating & documenting all
project deliverables
b. Validate completion of all performance objectives
3. Post-Award: Review Award Document in light of Tech
Proposal and RFP
4. Refine PMP using GDIT CPF Guidelines (PMP: Perform Integrated Change Control) i. Document exceptions
a. Identify areas where final document might create
unanticipated risks and frictions during execution. Must be
done prior to initiate hiring to ensure accuracy in meeting all
stakeholder expectations/requirements.
5. PA Creates Folders in Shared Drive using standardized
folder structure
1. Draft & Submit White Papers Detailing ii. Document lessons learned
b. Identify Stakeholders (GDIT Functional Areas, GDIT PMO,
Prime or Subcontractors, client)
6. PA Requests Sharepoint Site from (CCI) SP Administrator a. Change Requirements 4. Work with Contracts to Close out Subcontractors'
Contracts
c. Using the GDIT SBP-INS-5.1.1 Project Management
Tailoring Guide and this matrix, identify roles and
responsiblities while preparing agenda for internal kick off
meeting
b. Recommended Solutions 5. Obtain performance assessment documentation from
client
4. Post-Award Kick Off (PM) 2. Negotiate with Client for Required Changes
a. Coordinate 2 Kick Off Meetings 3. Change execution must not precede MOD
i. With USG or other client
i. With GDIT internal stakeholders
http://teamworks.gdit.com/policies_forms/policies_forms.aspx?id=33698#SBP-Program
Project
Integration
Management

2. Knowledge
Area
Initiating Process Group Planning Process Group Executing Process Group Monitoring & Controlling Process Group Closing Process Group
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(PMP: Plan Scope Management 1. PgM & PjM coordinate to identify/resolve unanticipated
scope related issues
(PMP: Validate Scope)
1. Original Proposal Development 1. Formal acceptance of completed deliverables
2. Document plans for how project scope should be defined,
validated and controlled throughout the project.
2. Redirect outside scope innovation to the Change
Management process (control scope)
(PMP: Control Scope) (Change Management)
1. Scope Management Plan 3. Listen for events and discussions between Project
Management and Command or COR for tasks likely to be
outside of contract scope (stakeholder mgm't)
1. Listen for events and discussions between Project
Management and Command or COR for expectations likely
to creep beyond scope
2. Requirements Management Plan 4. Regularly revisit verify scope outputs and discuss with
stakeholders to avoid misunderstandings
2. Draft & Submit White Papers to Address
Evolved/Evolving Mission or significant innovation ideas
(PMP: Collect Requirements) 5. Implement finalized MODs 1. Detailing Scope Changes Since RFP Release
1. Original Proposal Development 2. Detailing additional technical upgrades required to meet
evolving needs
1. Validate files complete on MODs related to scope changes
(to include e-mail discussions with client, white papers and
proposal files)
2. Collect Evolved Conditions Details (Discovery) 3. Detailing technical innovation to provide significant
enhancements to meet stakeholder requests
2. Capture Lessons Learned
3. Assemble a Requirements Traceability Matrix (SOW to Tech
Prop) -- Assistance available from Pamela Garrett using MS
tools
4. Provide Recommended Solution(s) crafted to generate an
RFQ
i. Reformat SOW into MS Excel 2. Negotiate for Required Scope Changes
ii. Add colums for ID's, traceability forward and backward,
status and date of completion
a. RFQs
iii. Use pivot charts to consolidate data quickly to find areas in
need of attention
b. Proposals
(PMP: Define Scope)
1. Reconcile vague expectations and unclear scope boundaries
from above
2. Develop a project scope statement detailing the deliverables,
assumptions and constraints (see below).
1. Sign off on Project Scope Statement(s) with client if
appropriate to contract type
a. Product scope description
b. Project deliverables
c. Project exclusions
b. Product acceptance criteria
a. Project constraints (e.g. dependencies on outside entities)
b. Project assumptions
(PMP: Develop WBS) Refine WBS
1. Original Proposal Development (Traceability Matrix)
2. Determine Potential WBS Adjustments Required to Meet
Evolved Scope Conditions
3. Generate the WBS and Scope baseline (MS Project and MS
Visio tools training)
Project Scope
Management

3. Knowledge
Area
Initiating Process Group Planning Process Group Executing Process Group Monitoring & Controlling Process Group Closing Process Group
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(PMP: Define Activities) 1. Issue Project Work Authorizations
1. Proposal Development a. Current (2014) version of BPM PWA generator does not
conform to our OCONUS complex charging requirements.
1. Monitor Time Charging for accuracy and any applicable
contract hours ceilings
1. Validate and document timely achievement of all project
objectives and milestones
2. Post-Award CDRL Refinement b. Use database/merge to template process a. Document exceptions
(PMP: Sequence Activities) 2. Maintain Timecards b. Client sign off on updated master schedule
1. Proposal Development 3. Submit Labor Corrections through BPM 2. Capture Lessons Learned
2. Post-Award CDRL Refinement a. obtain EI from Finance and reformat for printing
(PMP: Estimate Activity Resources) b. build workbook to map the changes (placing negatives in
the recorded hours and creating the correct lines) prior to
loading the BPM template
1. Proposal Development
c. use excel template from BPM to upload many line
corrections to avoid errors
2. Develop Spend Plan (activities drive costs)
d. download PSR from PM Portal for direct charge labor
corrections
(PMP: Estimate Activity Durations) e. submit labor correction, notify employee, PM and FA by e-
mail that you have submitted the request.
1. Proposal Development f. track the request to make sure it doesn't get stuck
2. Post-Award CDRL Refinement
(PMP: Develop Schedule) (PMP: Supervise Schedule) (PMP: Control Schedule) (Change
Management)
1. Proposal Development 1. Maintain Project Schedule (if applicable) 1. Negotiate with Client for Required Time Changes to Meet
Evolved/Evolving Mission
2. Post-Award CDRL Refinement (MS Project Schedule if
applicable)
(PMP: Estimate Costs) 1. Maintain Spend Plan (PMP: Control Costs) (Change Management)
1. Cost Proposal Development 2. Collaborate with Finance for reconciliation of EACs and
Spend Plan 1. Track Costs in Spend Plan (What ifs) 1. Issue final invoice
(PMP: Determine Budget) 3. Process and approve travel claims 2. Validate Cost Performance thru EACs 2. Validate Final Cost Performance
1. Develop Spend Plan 4. Process USG Invoices a. Review all invoices
5. Process and track vendor Invoices b. Close Out Spend Plans
c. Final EAC
(PMP: Plan Quality) (PMP: Perform Quality Assurance) (PMP: Perform Quality Control) (Change
Management)
1. Proposal Development 1. Execute QA steps for preventive maintenance 1. Execute QA steps for remediation of emerging issues 1. Validate files complete on Quality Management
Project Time
Management
Project Cost
Management
Project Quality
Management

4. Knowledge
Area
Initiating Process Group Planning Process Group Executing Process Group Monitoring & Controlling Process Group Closing Process Group
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(PMP: Acquire Project Team - under
Executing Process Group)
(PMP: Develop Human Resource Plan) (PMP: Maintain Project Team)
1.Plan administrative processes for any SCA positions on
Contract
1. Coordinate with Recruiters & GDIT HR on Automated
Hiring/On Boarding
1. Work Replacements & Backfills 1. Conduct annual performance review tasks via IPC 1. Obtain or Issue final "attaboy" documents for team
members
a. Leave accrued if hired from previous incumbent a. Coordinate with HR and Finance for any SCA compliance
requirements
a. Hiring Matrix Maintenance 2. Maintain Workplace Standards for Safety and Conduct
b. PLCs for special benefit pools 3. Coordinate Deployment of New Hires with Deployment
Coordinator
b. Copy original PERSREQs
a. Incident Reporting
2. Work Staffing Structure a. AKO Application 2. Build PWA Process if BPM process not adequate
b. Oversee Local Emergency Preparedness Plans
2. Complete Redeployment Preparation Processes
a. Develop Hiring Matrix Sheet b. SPOT a. BPM PWAs (for domestic use only) c. Personal Safety Systems a. Complete AIReS
b. Generate Contingency PERSREQs prior to award to meet
proposed stand-up/transition schedule
b. TASS/CVS b. Add tables to existing CCI Database (or) b. Provide ProForma documents
c. send the resume announcements from Resumeware to
Program Analyst and Deployment Specialist for visibility and
tracking assistance c. Passports & Visas
c. Build project database c. Provide guidance on handling PPE through to turn in at
CRC
3. Generate PERSREQs not already created prior to award d. Relocation Packages d. Set up PWA template with mail merge to database with
contract specifics
3. Track each employee through
4. Screen Résumés e. CRC Coordination 3. Maintain Required Training and Certs a. Termination
5. Conduct Interviews and Technical Screenings f. Pro-Forma Management 4. Train and Deploy New Hires b. Transfer
6. PA generates tables in shared database or stand alone
database for tracking critical information for OCONUS support
and PWAs.
g. Corporate AMEX application a. GDIT Corporate Processes (timekeeping, Concur, etc.)
a. SSN and PI for TASS/CVS h. GDIT Badge Request b. Import/Export Compliance
b. SPOT specific data ((LOA ID, passport data, in theater
address, SPOT labor category)
i. Provisioning Request 4. Balance leave requests with corporate policy and contract
delivery requirements
c. charging data with work location codes, PLCs, etc. - create
reference tables for PM for timesheet monitoring
j. Map New Hire in Oracle (Contracts)
(PMP: Develop Project Team)
k. Request work location code 1. Project Specific Orientation & Training
2. Conduct Regular Team Meetings to Raise and
Troubleshoot Common Problems
Project Human
Resources
Management

5. Knowledge
Area
Initiating Process Group Planning Process Group Executing Process Group Monitoring & Controlling Process Group Closing Process Group
http://teamworks.gdit.com/policies_forms/policies_forms.aspx?id=33698#SBP-Program
(PMP: Identify Stakeholders) (PMP: Plan Communications) (PMP: Distribute Information) (PMP: Report Performance)
1. Client (US Government) 1. Post Award Kick Off Meeting 1. Regular CCI ConCalls 1. GDIT Project Management Reports (PMRs) 1. Clear/Cancel all Outlook Meeting Appointments
a. Contract Officer (KO) 2. Establish KO Conference Call Schedule 2. Conduct Regular Team Meetings to Raise and
Troubleshoot Common Problems
2. CDRL reports 2. Send thank yous to all stakeholders and vendors
(validating closure of project)
b. Contract Officer's Representative (COR) & Contract
Specialist
a. Send out Outlook Calendar Appointment with Call Details to
appropriate stakeholders
(PMP: Manage Stakeholder Expectations)
c. Command Being Supported 3. Establish CCI Conference Call Schedule 1. Regular COR interaction
2. GDIT Functional Groups a. Send out Outlook Calendar Appointment with Call Details to
appropriate stakeholders
2. Regular KO visits
a. Contracts 3. Regular site visits (meet with employees, vendors, prime
contractors, subcontractors, etc.)
b. Subcontracts
c. Finance
d. Billing
e. Human Resources
3. CCI PMO
a. Program Manager
b. Program Analyst
c. Deployment Coordinator (if project OCONUS)
3. On Site Project Team
a. Project Manager or Site Lead
b. Program Analyst (if OCONUS and applicable)
6. Adopt Accounting and Document Management Protocols to Contract Specifics (ref: SBP-PRO-5.7, Data Management)
a. Set up in Oracle (Contracts/Finance)
b. Set up PM tools (PA)
i. Build Shared Drive Folder using CCI Conventions and
conforming filing to standard best practices (see LEG-POL-
G-11, Records Management, and with applicable Division
SRSRs)
ii. Establish Tracking and AdminTools
a. Develop Hiring Matrix Sheet
b) Invoices
d) Database & PWA Template
iii. Set Up Calendar Reminders (CDRLs, Invoices,
Conference Calls, OY turnover tasks, etc.)
a) OY Turnover Tasks:
i) Contract Charging Set Up / Spend Plan
ii) PWAs / LOAs
c. Set up SharePoint Site (CCI SP Admin)
Project
Communications
Management

6. Knowledge
Area
Initiating Process Group Planning Process Group Executing Process Group Monitoring & Controlling Process Group Closing Process Group
http://teamworks.gdit.com/policies_forms/policies_forms.aspx?id=33698#SBP-Program
(PMP: Plan Risk Management)
1. Proposal Development 1. Capture Lessons Learned
(PMP: Identify Risks)
1. Proposal Development 1. Execute PMP mitigatation strategies for unforseen /
emerging risks
1. Identify unforseen / emerging risks
(PMP: Perform Qualitative Risk Analysis) 2.Develop plan to mitigate unforseen / emerging risks
1. Proposal Development
(PMP: Perform Quantitative Risk Analysis) 3. Negotiate with client to mitigate unforseen / emerging
risks
1. Proposal Development
(PMP: Plan Risk Responses)
1. Proposal Development
(PMP: Plan Procurements) (PMP: Conduct Procurements) (PMP: Administer Procurements) (PMP: Close Procurements)
1. Proposal Development 1. Services: Subcontracts assists with PRs 1. Purchase Requests Submitted & Managed through ESM 1. Close POs through the Fairfax Contracts
2. Procurement Planning 2. Materials: Purchasing assists with PRs 2. Material Received in IFS by Donna Conway (Invoice
Liaison: Purchasing: Needham)
2. Capture Lessons Learned
Project Risk
Management
Project
Procurement
Management