Contents are sourced from different authors including PMBOK 5th Edition.
This is provided for free as part of our Continuing Practice in Project Management Professional Certification. You may download, share but please refrain from commercializing it or altering parts. Thanks.
For more on Innovations and Project Management, please visit www.facebook.com/SigmaProcessExcellence
HD version: http://1drv.ms/1i8AvZc
This is my publication on the introduction to project management. In this publication I overview important project management terms, definitions, project life cycles, and key project management software and tools
PMP Lecture 1: Introduction to Project ManagementMohamed Loey
https://mloey.github.io/courses/pmp2017.html
https://www.youtube.com/watch?v=XUoEr6kee6k&list=PLKYmvyjH53q13_6aS4VwgXU0Nb_4sjwuf&index=1&t=2s
We will discuss the following: History of Project Management, Project Management, Program Management, Portfolio Management, Project Management Office, PMBOK, PMI.
Contents are sourced from different authors including PMBOK 5th Edition.
This is provided for free as part of our Continuing Practice in Project Management Professional Certification. You may download, share but please refrain from commercializing it or altering parts. Thanks.
For more on Innovations and Project Management, please visit www.facebook.com/SigmaProcessExcellence
HD version: http://1drv.ms/1i8AvZc
This is my publication on the introduction to project management. In this publication I overview important project management terms, definitions, project life cycles, and key project management software and tools
PMP Lecture 1: Introduction to Project ManagementMohamed Loey
https://mloey.github.io/courses/pmp2017.html
https://www.youtube.com/watch?v=XUoEr6kee6k&list=PLKYmvyjH53q13_6aS4VwgXU0Nb_4sjwuf&index=1&t=2s
We will discuss the following: History of Project Management, Project Management, Program Management, Portfolio Management, Project Management Office, PMBOK, PMI.
Project management is about acquiring or achieving the project goal and Most projects need to be broken down into a logical sequence of ‘phases’, known as the project life cycle.
In today's fast-paced business environment, successful project management has its place on the organizational hall-of-fame.
All major corporations have recognized that the future of their corporate success lies in their employees' abilities to effectively manage overlapping, complex projects.
An Introduction to Project Management Krishna Kant
I have tried to present here a brief introduction of project management for the people who wish to get the flavor of project management and what it takes to be a successful project manager.
I have used these slides for the various project management sessions that I have conducted in different forums. And I hope this will help you to understand or re-cap your project management principles.
Find out what are the most popular steps in Project management. This was prepared for my CIPD Intermediate Level 5 Diploma in Learning and Development.
Project management is about acquiring or achieving the project goal and Most projects need to be broken down into a logical sequence of ‘phases’, known as the project life cycle.
In today's fast-paced business environment, successful project management has its place on the organizational hall-of-fame.
All major corporations have recognized that the future of their corporate success lies in their employees' abilities to effectively manage overlapping, complex projects.
An Introduction to Project Management Krishna Kant
I have tried to present here a brief introduction of project management for the people who wish to get the flavor of project management and what it takes to be a successful project manager.
I have used these slides for the various project management sessions that I have conducted in different forums. And I hope this will help you to understand or re-cap your project management principles.
Find out what are the most popular steps in Project management. This was prepared for my CIPD Intermediate Level 5 Diploma in Learning and Development.
Project Scope Management typically refers to the extensive collection of processes that ensure the exact description and visualization of the ample scope of a project. The strategies of project scope planning and scope management allow the project managers to assign the recommended amount of work needed to complete a project effectively. It is concerned with the determination of what is included in the project and what is altered
BPP Training on Project Management - Day 1Imoh Etuk
This training was about exposing the employees of the Lagos State Public Service to the Contemporary Project Management Practices they can adopt to Enhance Project Delivery in the Pandemic Era for the Lagos State Public Service.
Upon successful completion of the training, participants s were to apply the generally recognized practices of project management acknowledged by the Project Management Institute (PMI) to successfully manage projects by:
• Getting started with project management fundamentals.
• Identifying organizational influences and project life cycle.
• Working with project management processes.
• Initiating a project.
• Planning a project.
• Planning for project time management.
• Planning project budget, quality, and communications.
• Planning for risk, procurements, and stakeholder management.
• Executing a project.
• Managing project work, scope, schedules, and cost.
• Controlling a project.
• Closing a project.
Training Slides of Construction Supervising Site Engineer - Duties & Responsibilities, discussing the importance of Construction Site.
Some Key-Points:
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-The Architect as a Construction Project Manager
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
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This presentation will guide through deploying virtualization in linux environment and get its access to another machine followed by virtualization concept.
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My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
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- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
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Search and Society: Reimagining Information Access for Radical FuturesBhaskar Mitra
The field of Information retrieval (IR) is currently undergoing a transformative shift, at least partly due to the emerging applications of generative AI to information access. In this talk, we will deliberate on the sociotechnical implications of generative AI for information access. We will argue that there is both a critical necessity and an exciting opportunity for the IR community to re-center our research agendas on societal needs while dismantling the artificial separation between the work on fairness, accountability, transparency, and ethics in IR and the rest of IR research. Instead of adopting a reactionary strategy of trying to mitigate potential social harms from emerging technologies, the community should aim to proactively set the research agenda for the kinds of systems we should build inspired by diverse explicitly stated sociotechnical imaginaries. The sociotechnical imaginaries that underpin the design and development of information access technologies needs to be explicitly articulated, and we need to develop theories of change in context of these diverse perspectives. Our guiding future imaginaries must be informed by other academic fields, such as democratic theory and critical theory, and should be co-developed with social science scholars, legal scholars, civil rights and social justice activists, and artists, among others.
2. LECTURE-1
Basic Definitions
OBJECTIVE
• Define a project management
• Define the following terms
Project
Sub-Project
Program
Portfolio Management
• List the phases of the project life cycle.
4. What is Management ?
Management in business and organizations is the
function that coordinates the efforts of people to
accomplish goals and objectives using available
resources efficiently and effectively. Management
comprises planning, organizing, staffing, leading or
directing, and controlling an organization to
accomplish the goal.
--Wikipedia
5. What is Project ?
Project is a ‘temporary’ endeavor undertaken to create a unique
service, product or result. It has a definite beginning and a
definite end. It is undertaken to create a lasting outcome.
or
A project is well-defined task, which is a collection of several
operations done in order to achieve a goal (for example,
software development and delivery). A Project can be
characterized as:
Every project has a goal.
Project is not routine activity or day-to-day operations.
Project comes with a start time and end time.
Project ends when its goal is achieved hence it is a temporary
phase in the lifetime of an organization.
Project needs adequate resources in terms of time,
manpower, finance, material and knowledge-bank.
6. Project Management
Project Management is the application of knowledge,
skills, tools and techniques to project activities to meet
the project requirements.
7. Software Project Management is….
A Software Project is the complete procedure of software
development from requirement gathering to testing and
maintenance, carried out according to the execution
methodologies, in a specified period of time to achieve
intended software product.
Software project management is the art and science of
planning and leading software projects.It is a sub-discipline
of project management in which software projects are
planned, implemented, monitored and controlled.
8. Software projects have several properties that make
them very different to other kinds of engineering
project.
The product is intangible.
Its hard to claim a bridge is 90% complete if there is not 90%
of the bridge there. It is easy to claim that a software project is
90% complete, even if there are no visible outcomes.
Large software projects are often “bespoke”.
Most large software systems are one-off, with experience
gained in one project being of little help in another.
The technology changes very quickly.
Most large software projects employ new technology; for
many projects, this is the raison d’etre
SPM over Another Project
9. WHY WE NEED TO LEARN
SOFTWARE PROJECT
MANAGEMENT
?
10. To deliver a quality product.
To keep cost within clients budget.
Tracking of project stages.
Accomplishing task as per schedule.
11. Lets discuss five process groups
Initiating
Planning
Executing
Monitoring and Controlling
Closing
12. Managing Project Requirements in broader
context
Identifying Requirements
Addressing the needs and expectations of the
stakeholders
Balancing the competing project constraints
including , but not limited to scope, quality, schedule,
budget, resources and risk.
13. Portfolio Management
Portfolio management is a centralized management of one
or more portfolios. It includes identifying, prioritizing,
authorizing, managing and controlling projects, programs,
and other related work, to achieve specific strategic
business objectives.
Example:
An infrastructure firm that has the strategic objective of
maximizing the return on its investments may put together
a portfolio that includes a mix of projects in oil and gas,
water, roads, rail and airports. For this mix, the firm may
choose to manage related projects as one program. All of
the power projects may be grouped together as a power
program.
14. Project Phases
Project phases are components of the project life cycle.
They are divisions within a project where extra control is
needed to effectively manage the completion of a major
deliverable. It can be sequential or can overlap. They
mainly facilitate ease of management, planning and
control.
Project phases can be mapped to the following life cycle
structure irrespective of size or project complexity:
1. Initiating the project
2. Organizing and preparing
3. Carrying out the project work
4. Closing the project
15. Project Lifecycle Characteristics
In project life cycle cost and staffing levels are low in
the initial stages, increase while work is carried out
and then drops.
Initial Phase
Cost and
staffing levels
low
Final Phase
Cost & staffing
levels drop
Intermediate Phase
Cost and staffing levels peak
Time
Cost&StaffingLevel
16. …
The cost of changes and correcting errors typically
increases substantially as the project approaches
completion.
Stakeholder influence, risk and uncertainty are high
in the initial stages, dropping over the life of the
project.
17. Term Definition
Project A project is a temporary endeavor undertaken to create a unique product, service, or result.
Temporary means that every project has a definite beginning and a definite end.
Subproject A subproject is a set of work units assigned to a single project organizational unit to divide the
project into more manageable components.
Program A program is a group of related projects managed in a coordinated way to obtain benefits and
control not available from managing them individually.
Project management Project management is the application of knowledge, skills, tools and techniques to project activities
to meet the project requirements.
Portfolio
Management
The centralized management of one or more portfolios, which includes identifying, prioritizing,
authorizing, managing and controlling projects, programs, and other related work, to achieve
specific strategic business objectives.
Portfolio A collection of projects or programs and other work that are grouped together to facilitate effective
management of that work to meet strategic business objectives.
Progressive
Elaboration
Continuously improving and detailing a plan as more detailed and specific information and more
accurate estimates become available as the project progresses, and thereby producing more
accurate and complete plans that result from the successive iterations of the planning process.
Project Management
Office (PMO)
An organizational body or entity assigned various responsibilities related to the centralized and
coordinated management of those projects under its domain.
Sponsor A sponsor is an individual or an organization that has the authority to perform, delegate or
ensure completion of the following project commitments:
Formalisation of an agreement with the delivery organization
Approval to proceed with the start of the project or of a phase
Acceptance of the deliverables from the project
Spending for the cost or price, or both, of the project as specified in the agreement
QUICKRECALL
19. LECTURE-2
Project Stakeholders and
Organizational Influences on
Project Management
OBJECTIVE:
• Define stakeholders.
• List some of the key stakeholders in a software development
project.
• Explain the relationship between stakeholders and the project.
• List the different types of organizational structures.
• Explain the influence of an organizational structure on project
management
20. Term Definition
Project A project is a temporary endeavor undertaken to create a unique product, service, or result.
Temporary means that every project has a definite beginning and a definite end.
Subproject A subproject is a set of work units assigned to a single project organizational unit to divide the
project into more manageable components.
Program A program is a group of related projects managed in a coordinated way to obtain benefits and
control not available from managing them individually.
Project management Project management is the application of knowledge, skills, tools and techniques to project activities
to meet the project requirements.
Portfolio
Management
The centralized management of one or more portfolios, which includes identifying, prioritizing,
authorizing, managing and controlling projects, programs, and other related work, to achieve
specific strategic business objectives.
Portfolio A collection of projects or programs and other work that are grouped together to facilitate effective
management of that work to meet strategic business objectives.
Progressive
Elaboration
Continuously improving and detailing a plan as more detailed and specific information and more
accurate estimates become available as the project progresses, and thereby producing more
accurate and complete plans that result from the successive iterations of the planning process.
Project Management
Office (PMO)
An organizational body or entity assigned various responsibilities related to the centralized and
coordinated management of those projects under its domain.
Sponsor A sponsor is an individual or an organization that has the authority to perform, delegate or
ensure completion of the following project commitments:
Formalisation of an agreement with the delivery organization
Approval to proceed with the start of the project or of a phase
Acceptance of the deliverables from the project
Spending for the cost or price, or both, of the project as specified in the agreement
QUICKRECALL
21. STAKE-HOLDERS
Stakeholders are the people or organizations actively involved in the
project, or whose interests may be positively or negatively affected
by the start or completion of the project. They can positively or
negatively affect the project by execution (start) or completion of the
project. They may exert influence over the project, its deliverables
and on the project team. It can be both internal and external.
Some key stakeholders in a software development project:
Executive Sponsor or Funding Authority
Project Manager
Product Manager
Project Team Members including Analysts, Developers, Testers and
Technical Writers
Quality Assurance Team
Marketing and Finance Team
Government Agencies and Regulatory Bodies
Vendors and Sub contractors
Business Partners
Financial Institutions and Banks, etc.
24. Functional Organization
The functional organization is the classical hierarchy. Staff
members are grouped by skills, functional specialty, or
other common attribute and report to a single individual
above them in the hierarchy.
Project
coordination
Chief
Executive
Functional
Manager
Functional
Manager
Functional
Manager
Staff Staff Staff Staff Staff Staff
Functional Organization
Coloured boxes indicate staff engaged in project activities
25. Advantages
Staff is managed by a person with experience in their same specialty who
can adequately understand and review their work.
Staffers have the opportunity to move up within their functional areas,
which gives a reason for them to stay long-term. The company gets the
advantage of their expertise and company knowledge over time.
Staffers work with others in their field, which allows for knowledge sharing
and lateral job moves to learn new skills.
Disadvantages
Functional areas may have difficulties working with other functional areas.
There is often a perception that they are competing with other functional
areas for resources and a lack of understanding of what other areas do
for the company. So, the accounting department may be upset that its
request for an additional headcount is denied, but the company financial
results point to a need for additional sales people rather than accountants.
As the company grows larger, the functional areas can become difficult to
manage due to their size. They can become almost like small companies
on their own, with their own cultures, facilities, and management methods.
Functional areas may become distracted by their own goals and focus on
them, rather than on overall company objectives. For instance, there may
be a desire by the I.T. department to implement a new, state-of-the-art
computer system, but the overall company objectives support investment
in new products instead. Since the unit doesn't have an overview of the
entire company, it may focus attention on goals that it believes are
important but which are not priorities for top management.
26. Project-Based Organization
It has a full time project manager who has almost
total authority over project decisions, resources, and
budget. Project team members report directly to the
project manager.
Chief
Executive
Project
Manager
Project
Manager
Project
Manager
Staff Staff Staff Staff Staff Staff
Projectized Organization
Project
coordination
27. Matrix Organization
They are structured such that the project manager’s authority
and control are governed by the type of matrix used.
Resources are “borrowed” from functional areas to accomplish
project objectives.
Project
coordination
28. Matrix…
The advantages of a matrix organisation are:
Resource has a home organization to which he/she can return.
New ideas and best practices are constantly coming into the
project team with the various experiences and skills of different
team members.
Project manager can focus on project-related activities while the
functional manager can handle organizational issues such as
performance reviews, pay and benefits, and hiring and termination
activities.
The challenge of a matrix organisation is:
Dual reporting and communication requirement.
29. Assignments
Discuss the kind of probable influences the various
stakeholders have on the project.
Discuss the organizational structure in which your
projects are executed.
30. LECTURE-3
Project Management
Processes
OBJECTIVE
• Recall the stakeholders influence on projects.
• Explain the project management processes.
• Explain interaction of process groups in a project.
• List the knowledge areas in which a project manager requires skills.
31. Introduction to Project Management
Processes
Project process is a set of interrelated actions and
activities that are performed to achieve a pre-
specified set of products, results, or services.
They mainly fall into two major categories:
Project Management Processes encompass the tools
and techniques involved in applying the skills and
capabilities described in the knowledge areas.
Product-oriented processes are typically defined by the
project life cycle, varying by application area.
34. Initiating Process Group
This group defines and authorises a new project or
new phase of an existing project by obtaining
authorisation to start the project or phase.
Initial scope of the project is defined
Initial financial resources are committed
Internal and external stakeholders are identified
Project manager selected (if not already done)
The two processes in this group are:
Develop Project Charter
Identify Stakeholders
35. Planning Process Group
This group defines and refines project objectives. Project management
plan and project documents that will be used to carry out the project are
created. Detailing of the plan is done progressively referred to as
“rolling wave planning”.
1. Develop project management
plan
2. Collect requirements
3. Define scope
4. Create Work Breakdown
Structure (WBS)
5. Define activities
6. Sequence activities
7. Estimate activity resources
8. Estimate activity durations
9. Develop schedule
10. Estimate costs
11. Determine budget
12. Plan quality
13. Develop human resource plan
14. Plan communications
15. Plan risk management
16. Identify risks
17. Perform qualitative risk
analysis
18. Perform quantitative risk
analysis
19. Plan risk responses
20. Plan procurements
36. Executing Process Group
This group integrates people and other resources to
carry out the project management plan for the
project.
It comprises of 8 processes:
1. Direct and manage project
execution.
2. Perform quality assurance
3. Acquire project team
4. Develop project team
5. Manage project team
6. Distribute information
7. Manage stakeholder
expectations
8. Conduct procurements
37. Monitoring and Controlling Process Group
1. Monitor and control project work
2. Perform integrated change
control
3. Verify scope
4. Control scope
5. Control schedule
6. Control costs
7. Perform quality control
8. Report performance
9. Monitor and control risks
10. Administer contracts
This group regularly measures and monitors progress to identify variances
from the Project Management Plans so that corrective actions can be taken
when necessary, to meet project objectives.
It comprises of 10 processes:
38. Closing Process Group
This group formalises acceptance of the product,
service or result and brings the project or project
phase to an orderly end.
It comprises of two processes:
Close project or phase
Close procurement
39. Project Management Knowledge Areas
The 42 Processes within the 5 Process Groups, are
mapped into 9 Project Management Knowledge
Areas:
1. Project Integration Management
2. Project Scope Management
3. Project Time Management
4. Project Cost Management
5. Project Quality Management
6. Project Human Resource Management
7. Project Communications Management
8. Project Risk Management
9. Project Procurement Management
41. LECTURE-4
Project Initiating Processes
OBJECTIVE
• Define a project charter.
• Explain the purpose of using a project charter.
• List the different fields that should be present in a project charter.
• Explain stakeholder analysis.
• Create a stakeholder register.
42. Project Charter
A project charter is a document that formally authorises a
project.
It is a document usually issued by an entity external to the
project organization which provides the project manager with
the authority to apply organisational resources to project
activities.
A project charter:
Includes the business need that the project is to address
Includes the product description
Establishes the scope of the project
Names the project manager as the responsible and authorised
party
Identifies the project deliverables, schedule and budget
43. …
The purpose of the Project Charter is to document
the:
Reasons for undertaking the project
Objectives and constraints of the project
Directions concerning the solution
Identities of the main stakeholders
44. Sample Project Charter
A sample The project charter contents include:
The specific purpose of the project
Project objectives and criteria for success
High level requirements
High level project description
High level risks
Summary milestone schedule
Summary budget
Project approval requirements
Assigned Project Manager and authority level
Name and authority of the sponsor