【正文】 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。 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。 Knowledge – tap into plan development。Project Management Professional (PMP) Certification Study Guide PMI Certification Materials ? To assist PMI candidates for pleting the PMI certification exam administered by the Project Management Institute ? Content is from “A Guide To The Project Management Body Of Knowledge” (PMBOK) ? Recurring Themes ? Historical Records – need to collect and use for planning, estimating and risk ? Kickoff meetings are important ? Work Breakdown Structures ? Do not introduce benefits that are not stated in requirements ? Needs of all stakeholders should be taken into account during all projects ? Team Members must be involved in project planning ? Project Mangers must be proactive Chapter 1 – Introduction ? Project – temporary endeavor undertaken to create a unique product or service ? Has a definite beginning and end and interrelated activities ? Programs adopt new set of objectives and continue to work。 use expertise for reasonableness – PMIS – Out of the box approach to support all project aspects through closure Chapter 4 – Project Integration Management ? Project Plan Development Outputs – Project Plan is a collection that changes over time as more information about the project bees available – Baseline will change only in response to approved scope change – Project Plan includes some or all of the following: ? Project Charter ? Project Management approach or strategy ? Scope statement ? Work Breakdown Structure (WBS) ? Budget, schedule, risks ? Key Staff, Major Milestones ? Change Control Plan, Management and Communications Plan Chapter 4 – Project Integration Management ? Project Plan Components (continued) ? Cost Estimates, scheduled start dates and responsibility assignments ? Performance measurement baselines ? Major milestones and target dates ? Required Staff ? Risks, constraints and assumptions ? Subsidiary management plans (scope, schedule) ? Open Issues ? Pending Decisions Chapter 4 – Project Integration Management ? Supporting Details to the Project Plan – Outputs from planning processes – Technical documentation – Business requirements, specifications, and designs – Relevant standards – Additional information not previously known Chapter 4 – Project Integration Management ? Project Plan Execution – Primary process for carrying out the project plan – Most costly aspect of project management – Direction of anizational resources and interfaces Chapter 4 – Project Integration Management ? Project Plan Execution Inputs: – Project Plan – Supporting Detail – Organizational Policies – Corrective Action – anything to bring expected performance in line with the project plan Chapter 4 – Project Integration Management ? Tools amp。s goals Chapter 5 – Project Scope Management ? Initiation Inputs (continued) – Project Selection Criteria – defined in terms of the product and covers range of management concerns (finance, market) – Historical Information – results of previous project decisions and performance should be considered Chapter 5 – Project Scope Management ? 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 Mana