What are the Inputs to Develop Project Charter?

• Project statement of work
• Business case
• Contract
• EEF's
• OPA's

What are the Tools and Techniques for Develop Project Charter?

• Expert Judgement - a wide variety of people may provide expert judgment to create the charter. Expertise can include technical, financial, end users, consultants, and professional organizations.  Their input is used to analyze and refine information in the business case, statement of work, market condition, and contract to make sure the project charter is accurate.

What are the Outputs for Develop Project Charter?

Project Charter

The initial information that is documented is:

•     Project purpose or justification
• Measurable project objectives and related success criteria
• High-level requirements
• High-level project description
• High-level risks
• Summary milestone schedule
• Summary budget
• Project approval requirements
• Assigned project manager, responsibilities and authority level
• Name and authority of the person or persons authorizing the project charter

What are the Inputs for Develop Project Management Plan?

• Project charter
• Outputs from planning processes
• EEF's
• OPA's

EEF's - internal influences such as the company culture, staffing, infrastructure, and information systems as well as external factors such as standards and regulations.

OPA's -include templates and historical information from previous projects. They also include policies, procedures, and guidelines that define how certain aspects of the project should be managed, such as configuration management, change control, and proposal evaluation. 

What are the Tools & Techniques for Develop Project Management Plan?

• Expert Judgement

Expert judgement from team member, the PM and other subject matter experts as appropriate, is used to help tailor the project management processes, and define the approach to manage and control the project and the project documents.

What are the Inputs to Direct & Manage Project Execution?

• Project Management Plan- contains the baselines, subsidiary management plans, and other management information that provide guidance on how to carry out the project work
• Approved change requests - such as preventive & corrective action inputs are implemented in the course of doing the project work
• EEF's -  this is composed of company culture, infrastructure, and information systems.  These often times influence and sometimes constrain how the work is done 
• OPA's - these are guidelines , policies/ procedures and information from previous projects that can assist and define how work is done

Direct & Manage Project Execution

Project management, in this process, is comprised of all the work necessary to support the creation of the product, service, or result. This is where the majority of the resources are expended and the majority of the funds are spent.  It includes:

• Implementing the project management plan
• Creating deliverables
• Managing the project team
• Managing project stakeholders
• Communicating
• Generating work performance information
• Managing risks
• Managing vendors
• Implementing approved change requests

Remember, approved change requests include change requests as well as preventive and corrective actions and defect repairs.

What are the Tools and Techniques for Direct and Manage Project Execution?

• Expert judgment - is primarily the subject matter expertise that the team members and project manager bring to the day-to-day work of the project. As needed, outside expert judgment is brought in.
• Project Management Information System - the project information system is usually seen as an Input under the umbrella of the EEF's, however, in this process, it is a tool that helps the project manager manage the work.  It includes the scheduling software, intranets, and report distribution systems.

What are the Outputs for Direct & Manage Project Execution?

• Deliverables - specific to project
• Work performance information - that indicate scope, schedule and cost progress on deliverables in process are the main Outputs
• Change requests - these can be for project or product work and can include change requests for deliverables, plans, or documents
• Project Management Plan Updates - this tracks the progress of the Project to date.  Updates can include the subsidiary managment plans, or the progress against the baselines.
• Project Document Updates - these occur for documents that are important to conducting the project, but are not part of the project management plan, and may also be updated.  Example: stakeholder and risk registers, assumption and issue logs, and any other relevant project documents.

What are the 6 Processes of Project Integration Management?

1. Develop Project Charter
2. Develop Project Management Plan
3. Direct & Manage Project Execution
4. Monitor and Control Project Work
5. Perform Integrated Change Requests
6. Close Project or Phase

What are the Inputs for Monitor & Control Project Work?

1. Project Management Plan - contains the baselines.  Baselines are compared to the information in the performance reports.
2. Performance Reports - the performance reports get their data from the Direct and Manage Project Execution process.
3. Enterprise Environmental Factors - are those things that influence the process and include standards, and the project management information system.
4. Organizational Process Assets - are those things used to include procedures for risk, financial controls, and others, as appropriate.

What are the Tools & Techniques for Monitor and Control Project Work?

• Expert judgment - in this process are mainly involved with evaluating the information in the performance reports against the plan and considering the impacts that the environment has on the project.  This helps make decisions on which, if any, actions should be taken.

What are the Inputs for Perform Integrated Change Control?

1. Project Management Plan
2. Work Performance Information - provides data on how the project is performing to plan
3. Change Requests - can come from any of the 15 processes, or team members, customers, sponsors, or be based on performance or the external environment
4. EEF's - the primary one is the project management information system
5. OPA's - the primary ones are change control and configuration control policies, procedures and templates

What are the Tools & Techniques for Perform Integrated Change Control?

1. Expert Judgment - is employed the people requesting the change, those on the Change Control Board, and other technical experts as required.
2. Change Control Meetings - this group meets to determine whether or not to accept the change and when evaluating the impact of the change across the project.

What are the Outputs for Perform Integrated Change Control?

1. Change Request Status Update - based on the decisions in the change control meetings.  The request is either "Approved" or "Denied".  Some organizations will "defer" until further information is collected. The accepted decisions are implemented in the Direct and Manage Project Execution process.
2. Project Management Plan Updates - depending on the nature of the change request, various elements of the project management plan may be updated
3. Project Document Updates - this as well

What are the Outputs from Monitor & Control Project Work?

1. Change requests - this happens when an unacceptable variance occurs when analysis of performance reports are compared to plan (the PM usually submits this document
2. Project Management Plan Updates - if the variance from performance reports is with tolerances, then the PM Plan is updated to show progress.
3. Project Document Updates - these can be forecasts and logs which may occur

What are the Inputs for Close Project or Phase?

1. Project Management Plan - provides guidance on how to close the project or phase and may contain the acceptance and completion criteria.
2. Accepted Deliverables - these are transferred from the Verify Scope process so they can be transitioned to operations or to the customer.
3. Organizational Process Assets - all documentation from the project is considered an OPA.  Guidelines on how to close the project or phase may be consulted as part of this process

What are the Tools & Techniques for Close Project or Phase?

1. Expert Judgment - guidance on archiving information, gathering lessons learned, and making sure that the transition to operations goes according to pan are examples of expert judgment that help the process go smoothly.

What are the Outputs for Close Project or Phase?

1. Final Product, Service, or Result Transition - these are transitioned from the project manager to the sponsor, customer, end user or other person(s).
2. Organizational Process Assets Updates - with the project files, project management plan, project documents, and closure documents comprise this aspect.  This can include paper files, and updating the corporate knowledg databases as well.