【正文】 iented Processes ? Specifying and creating the product Chapter 3 – Project Management Processes ? Process Groups: – Initiating processes: recognizing a project or phase should begin – Planning processes: devising and maintaining a workable plan – Executing processes: coordinating resources to execute the plan – Controlling processes: ensuring project objectives are met。 Techniques for Plan Development – Project Planning Methodology – any structured approach (software, templates, forms, startup meetings – Stakeholder Skills amp。 ensure that change is beneficial – Determining that change has occurred – Managing actual changes as they occur ? Evaluate impact of change ? Meet with team to discuss alternatives ? Meet with management to present decision ? Change control requires – Maintaining integrity of performance measurement baselines (project plan) – Ensuring changes to scope are accurately recorded – Coordinating changes across knowledge areas (scheduling, risk, cost, quality, etc.) – Determine all factors that control change and proactively preventing the occurrence。 defines what task is/is not ? Meetings – Most are inefficient。 Techniques for Initiation – Project Selection Methods: ? Decision models – generalized and sophisticated techniques – Expert judgment ? Business Units with specialized skills ? Consultant ? Professional and Technical Associations ? Industry Groups ? Delphi Technique – obtain expert opinions on technical issues, scope of work and risks – Keep expert?s identities anonymous – Build consensus Chapter 5 – Project Scope Management ? Outputs from Initiation: – Project Charter – formally recognizes project, created by senior manager, includes: ? Business need/Business Case ? Product description amp。 “brainstorming” – Expert Judgment Chapter 5 – Project Scope Management ? Scope Planning Outputs – Scope Statement – documented basis for making project decisions and confirming understanding among stakeholders. Includes: ? Project justification – business need, evaluating future tradeoffs ? Project Product – summary of project description ? Project Deliverables – list of summary of delivery items marking pletion of the project ? Project Objectives – quantifiable criteria met for success. Addresses cost, schedule and metrics – unqualified objectives indicate high risk (customer satisfaction) Chapter 5 – Project Scope Management ? Scope Planning Outputs (continued) – Supporting detail – includes documentation of all assumptions and constraints – Scope Management Plan – how project scope is managed, change control procedure, expected stability, change identification and classification ? Control what is/is not in the project。 smaller and more manageable pieces ? Each item is assigned a unique identifier collectively known as “code of accounts” ? Work element descriptions included in a WBS dictionary (work, schedule and planning information) ? Other formats: – Contractual WBS – seller provides the buyer – Organizational (OBS) – work elements to specific . units – Resource (RBS) – work elements to individuals – Bill of Materials (BOM) – hierarchical view of physical resources – Project (PBS) – similar to WBS Chapter 5 – Project Scope Management ? Scope Definition Outputs – Work Breakdown Structure (WBS) ? First Level is monly the same at the Project Life Cycle (requirements, design, coding, testing, conversion and operation) ? First level is pleted before the project is broken down further ? Each level of the WBS is a smaller segment of level above ? Work toward the project deliverables ? Break down project into tasks that – Are realistically and confidently estimable – Cannot be logically divided further – Can be pleted quickly (under 80 hours rule of thumb) – Have a meaningful conclusion and deliverable – Can be pleted without interruption ? Provides foundation for all project planning and control Chapter 5 – Project Scope Management ? Scope Definition Outputs – Work Breakdown Structure (WBS) Benefits ? Prevent work slippage ? Project team understands how their tasks fit into the overall project and their impact upon the project ? Facilitates munication and cooperation between project team and stakeholders ? Helps prevent changes ? Focuses team experience into what needs to be done – results in higher quality ? Basis and proof for estimating staff, cost and time ? Gets team buyin, role identification ? Graphical picture of the project hierarchy ? Identifies all tasks, project foundation Chapter 5 – Project Scope Management ? WBS phrases – Graphical hierarchy of the project – Identifies all tasks – Foundation of the project – Very important – Forces thought of all aspects of the project – Can be reused for other projects Chapter 5 – Project Scope Management ? Scope Definition Outputs – Work Breakdown Structure (WBS) – Dictionary ? Designed to control what work is done and when ? Also known as a task description ? Puts boundary on what is included in a task and what is not included Chapter 5 – Project Scope Management ? Scope Verification Inputs – Work results – partially/pleted deliverables, costs to date – Product documentation – description available for review (requirements) ? Scope Verification Tools amp。 WBS is the tool Chapter 5 – Project Scope Management ? Scope Definition Inputs: – Scope Statement – Constraints – consider contractual provisions – Assumptions – Other Planning Outputs – Historical Information Chapter 5 – Project Scope Management ? Scope Definition Tools amp。 Authority level ? Senior Management approval ? Project?s Goals and Objectives ? Constraints – factors that limit project management team?s options ? Assumptions – factors that are