【正文】 d 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。 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 projec