【正文】 t 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 ta。 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。 eliminating causes of unsatisfactory performance ? Performance Reporting – status, forecasting, and progress reporting schedule ? Risk Response Control – responding to changes in risk during the duration of the project Chapter 3 – Project Management Processes ? Closing Processes ? Administrative Closure – generating necessary information to formally recognize phase or project pletion ? Contract Closeout – pletion and delivery of project deliverables and resolving open issues ? Procurement Audits ? Product Verification ? Formal Acceptance ? Lessons Learned ? Update Records ? Archive Records ? Release Team Chapter 3 – Project Management Processes ? Overall Processes ? Influencing the anization ? Leading ? Problem Solving ? Negotiating ? Communicating ? Meetings Chapter 3 – Project Management Processes ? Project Selection Techniques ? Comparative Approach (similar projects) ? Benefit measurement method ? Constrained Optimization (mathematical approach) ? Key aspect of scope verification is customer acceptance ? Only 26 % of projects succeed Chapter 4 – Project Integration Management ? Project Integration Management ? Ensures that the project processes are properly coordinated ? Tradeoffs between peting objectives and alternatives in order to meet stakeholder approval ? Project Plan Development ? Project Plan Execution ? Overall Change Control ? These processes may occur repeatedly over the project duration ? Historical Records are needed to perform project management well, they are inputs to continuous improvement ? Files ? Lessons Learned ? Actual Costs ? Time Estimates ? WBS ? Benchmarks ? Risks Chapter 4 – Project Integration Management ? Project Plan Development ? Uses outputs from other planning processes to create consistent document to guide project execution and control ? Iterated several times ? Documents planning assumptions ? Documents planning decisions that are chosen ? Facilitates munication ? Defines key management reviews ? Provides a baseline to track progress measurement and project control Chapter 4 – Project Integration Management ? Project Plan Development Inputs ? Other planning outputs: primarily the planning process outputs (WBS, base documents, application area inputs) ? Historical information – verify assumptions, records of past project performance ? Organizational policies – quality management, personnel administration, Financial controls ? Constraints – factors that limit performance, contractual provisions, budget ? Assumptions – risk factors Chapter 4 – Project Integration Management ? Tools amp。 Techniques ? Product Analysis developing a better understanding of the product of the project ? Cost/Benefit Analysis – estimating tangible/intangible costs and returns of various project alternatives and using financial measures (.) to assess desirability ? Alternatives Identification – generate different approaches to the project。 Techniques for Initiation ? Project Selection Methods: ? Benefit measurement models – parative approaches, scoring models, economic models ? Murder Boards ? Peer Review ? Scoring Models ? Economic Models ? Benefits pared to costs ? Constrained operation models – programming mathematical ? Linear Programming ? Integer Programming ? Dynamic Programming ? Multiobjective programming Chapter 5 – Project Scope Management ? Tools amp。 projects cease when declared objectives have been attained Chapter 1 – Introduction ? Projects are unique – characteristics are progressively elaborated ? Progressively: proceeding in steps ? Elaborated: worked with care and detail ? Scope of project should remain constant even as characteristics are “progressively elaborated” Chapter 1 Introduction ? Project Management: the application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a defined project – balancing the following: ? Scope, time, cost, and quality ? Stakeholders? expectations ? Requirements (needs) vs. unidentified requirements (expectations) Chapter 1 Introduction ? Programs are groups of projects managed in a coordinated way to obtain benefits not available from managing the projects individually ? Most programs have elements of ongoing operations ? Series of repetitive or cyclical undertakings ? Projects are often divided into “subpro