【正文】 title ? Signed contract ? Project Manager Identification amp。 monitoring, correcting and measuring progress – Closing processes: formalized acceptance Chapter 3 – Project Management Processes ? Process Groups are linked by the results each produces ? Process Groups are overlapping activities with various levels of intensity ? Process Group interactions cross phases – “rolling wave planning” – Provides details of work to plete current phase and provide preliminary description of work for subsequent phases ? Individual processes have inputs, tools and techniques, and outputs (deliverables) Chapter 3 – Project Management 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。 Techniques – All Changes must be evaluated before a decision can be reached – Change Control System – collection of formal procedures, paperwork, tracking systems, approval levels – Change Control Board – decision making authority – Configuration Management – documented procedure to apply technical and administrative direction ? ID and document functional and physical characteristics ? Control changes to these characteristics ? Record and report change and implementation status ? Audit items and system to verify requirements Chapter 4 – Project Integration Management ? Change Control Tools amp。 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 an