【正文】 Processes ? Initiating and Planning Processes ? Committing the anization to begin – Initiation, Highlevel planning, Charter ? Amount of planning proportional to the scope of the project – Core Planning – Scope Planning – written statement – Scope Definition – subdividing major deliverables into more manageable units – Activity Definition – determine specific tasks needed to produce project deliverables – Activity Sequencing – plotting dependencies Chapter 3 – Project Management Processes ? Core Planning (continued) – Activity Duration Estimating – determine amount of work needed to plete the activities – Schedule Development – analyze activity sequences, duration, and resource requirements – Resource Planning – identify what and how many resources are needed to perform the activities – Cost Estimating – develop resource and total project costs – Cost Budgeting – allocating project estimates to individual work items – Project Plan Development – taking results from other planning processes into a collective document Chapter 3 – Project Management Processes ? Planning/Facilitating Processes – manage the interaction among the planning processes – Quality Planning – standards that are relevant to the project and determining how to meet standards – Organizational Planning – identify, document, and assigning project roles and responsibilities – Staff Acquisition – obtaining the human resources – Communications Planning – determining rules and reporting methods to stakeholders Chapter 3 – Project Management Processes ? Planning/Facilitating Processes (continued) – Risk Identification – determining what is likely to affect the project and documenting these risks – Risk Quantification – evaluating risks and interactions to access the possible project outes – Risk Response Development – defining enhancement steps and change control measures – Procurement Planning – determining what to buy and when – Solicitation Planning – documenting product requirements and identifying possible sources Chapter 3 – Project Management Processes ? Planning/Facilitating Processes (continued) – Order of events: ? Scope Statement ? Create Project Team ? Work Breakdown Structure ? WBS dictionary ? Finalize the team ? Network Diagram ? Estimate Time and Cost ? Critical Path ? Schedule ? Budget ? Procurement Plan ? Quality Plan ? Risk Identification, quantification and response development ? Change Control Plan ? Communication Plan ? Management Plan ? Final Project Plan ? Project Plan Approval ? Kick off Chapter 3 – Project Management Processes ? Executing Processes – Project Plan Execution – performing the activities – Complete Tasks/Work Packages – Information Distribution – Scope Verification – acceptance of project scope – Quality Assurance – evaluating overall project performance on a regular basis。 Knowledge – tap into plan development。 evaluate the impact of change Chapter 4 – Project Integration Management ? Inputs to Change Control – Project Plan – baseline performance – Performance Reports – issue tracking, risk management – Change Requests – orally or written, externally or internally initiates, legally mandated or optional Chapter 4 – Project Integration Management ? Change Control Tools amp。 keep minutes – Status can be determined without meeting Chapter 4 – Project Integration Management ? Lessons Learned – Project is not plete until a Lessons Learned is pleted – What have we done, how can we do it better ? Technical Aspects of the project ? Project Management (WBS, plans, etc.) ? Overall Management (munications, leadership) ? Best to have whole team plete and made available ? Also called “Post – Mortem” Chapter 4 – Project Integration Management ? Integration is a result of need for munication within a project ? Primary responsibility to decide what changes are necessary is Management ? Project Managers must proactively define and solve problems before reporting to superiors Chapter 5 – Project Scope Management ? Project Scope Management – Processes required to ensure that the project includes all, and only, work required – Defining what “is/is not” included in the project – Project scope – work that must be done – measured against project plan – Product scope – features and functions included in the product or service – measured against requirements Chapter 5 – Project Scope Management ? Initiation – process of formally recognizing that a new project exists, or an existing project continue to next phase ? Involves feasibility study, preliminary plan, or equivalent analysis ? Authorized as a result of: – Market Demand – Business Need – Customer Request – Technological Advance – Legal Requirement Chapter 5 – Project Scope Management ? Initiation Inputs: – Product Description – characteristics of the product/service that the project was to create ? Less detail in early phases, more prehensive in latter ? Relationship between product/service and business need ? Should support later project planning ? Initial product description is usually provided by the buyer – Strategic Plan – supportive of the anization39。 title ? Signed contract ? Project Manager Identification amp。 prevents delivering “extra” benefits to the customer that were not specified/required Chapter 5 – Project Scope Management ? Scope Definition – subdividing major deliverables into smaller, manageable ponents – Improve accuracy of cost, time, and resource estimates – Define a baseline for performance measurement – Clear responsibility assignments – Critical to project success – reduces risk of higher cost, redundancy, time delays, and poor productivity – Defines “what” you are doing。 Techniques –