PMP – PMBOK 5TH EDITION

COMPLETE TUTORIAL SERIES

DEVELOP PROJECT CHARTER
DEVELOP PROJECT CHARTER
• IT IS THE VERY FIRST PIECE OF DOCUMENTATION FOR A PROJECT.
• PROJECT CHARTER IS A DOCUMENT ISSUED BY THE PROJECT SPONSOR/INITIATOR
THAT FORMALLY AUTHORIZES THE EXISTENCE OF A PROJECT & PROVIDES THE
PROJECT MANAGER WITH THE AUTHORITY TO APPLY ORGANIZATIONAL RESOURCES
TO PROJECT ACTIVITIES
• SOMEONE OTHER THAN THE PROJECT MANAGER, SUCH AS THE SPONSOR, A
CUSTOMER, THE PMO, A PORTFOLIO STEERING COMMITTEE OR A SENIOR
MANAGEMENT INITIATES THE PROJECT.
• THE INITIATOR MUST HAVE AUTHORITY CONSISTENT WITH THE SIZE & COMPLEXITY
OF THE PROJECT

• THE PROJECT CHATTER FORMALLY:

• IDENTIFIES THE PROJECT SPONSOR & THE PROJECT MANAGER
• DEMONSTRATES COMMITMENT TO THE PROJECT & FORMALIZES THE PM’S AUTHORITY
• LINKS THE PROJECT TO THE ORGANIZATIONAL STRATEGIC PLAN & HOW IT ALIGNS WITH
INPUTS TO DEVELOP PROJECT CHARTER
THERE ARE FIVE INPUTS TO THE DEVELOP PROJECT CHARTER”
1. PROJECT STATEMENT OF WORK (SOW)
• EXPLAINS THE BUSINESS NEEDS
• CLARIFIES THE PRODUCT OF THE PROJECT
• TELLS HOW THE PROJECT ALIGNS WITH ORGANIZATION’S STRATEGIC PLAN
2. BUSINESS CASE
• FINANCIAL BENEFITS – REVENUE, COST REDUCTION
• NON FINANCIAL BENEFITS – CUSTOMER LOYALTY, INNOVATION
3. AGREEMENT – IF THE PROJECT IS BASED ON CONTRACTUAL AGREEMENT LIKE MOU,
LETTER OF INTENT
• CONTRACT STATEMENT OF WORK
• CONTRACTUAL REQUIREMENT, TERMS & CONDITION
4. ENTERPRISE ENVIRONMENTAL FACTORS (EEF)
• INTERNAL EEF SUCH AS ORG STRUCTURE, HUMAN RESOURCE CAPABILITIES, PMO POLICIES, RISK
DATABASES
• EXTERNAL EEF SUCH AS COMPETITIONS, REGULATIONS, INDUSTRY STANDARDS, GOVT POLICIES,
MARKET ETC
5. ORGANIZATIONAL PROCESS ASSETS (OPA)
• POLICIES, PROCEDURES, TEMPLATES, PRIOR PROJECTS, INTRANETS, PAST PROJECT DOCUMENTS,
TOOLS & TECHNIQUES
• EXPERT JUDGMENT IS THE PRIMARY TECHNIQUE FOR ALL THE PROJECT INTEGRATION
MANAGEMENT PROCESSES.
• EXPERT JUDGMENT IS THE ACTIVITIES SPECIFIC APPROPRIATE JUDGMENT PROVIDED
BY THE SUBJECT MATTER EXPERT (SME) SUCH AS GROUP OF PERSON WITH
SPECIALIZED EDUCATION, KNOWLEDGE, SKILL, EXPERIENCE & TRAINING.

TWO TYPES OF SME

• INTERNAL EXPERTS
• SPONSORS, TEAM MEMBERS, PAST PM, OTHER STAKEHOLDER OR THE PMO
• EXTERNAL EXPERTS
• CONSULTANTS, INDUSTRY & PROFESSIONAL ASSOCIATION
 OUTPUT OF DEVELOP PROJECT CHARTER
THE END RESULT OF A DEVELOP PROJECT CHARTER PROCESS IS THE PROJECT
CHARTER!!
CHARTER CONTENT ITEM WHAT IT DOES

PURPOSE & JUSTIFICATION REASON FOR THE PROJECT – MAY REFER TO BUSINESS CASE, STRATEGIC OBJECTIVES OR EXTERNAL
FACTORS
OBJECTIVES MULTIPLE OBJECTIVES FOR THE SCOPE, SCHEDULE, COST, QUALITY, CUSTOMER SATISFACTION, ETC

SUCCESS CRITERIA MEASUREABLE CRITERIA TO INDICATE SUCCESSFUL COMPLETION OF EACH OBJECTIVE

HIGH LEVEL REQUIREMENTS INITIAL HIGH LEVEL BUSINESS & COMPLIANCE REQUIREMENTS THAT MEETS CUSTOMER
EXPECTATIONS
ASSUMPTIONS & CONSTRAINTS INTIAL ASSUMPTION ABOUT SCOPE, RESOURCES, FUNDING, LIMITATION, BUDGET OR FIXED DUE
DATE
HIGH LEVEL PROJECT DESCRIPTION SUMMART OF THE PROJECT’S DELIVERABLES & APPROACH TO BUDGETS

HIGH LEVEL RISKS INITIAL RISK THAT WILL LATER BE PROGRESIVELY ELABORATED

SUMMARY MILESTONE SIGNIFICANT EVENTS OF DELIVERABLES: PHASE COMPLETION, DELIVERABLES & ACCEPTANC

SUMMARY BUDGET INITIAL RANGE OF EXPENDITURES ESTIMATE

STAKEHOLDER LIST INITIAL LIST OF PEOPLE WHO CAN INFLUENCE OR BE INFLUENCED BY THE PROJECT

APPROVAL REQUIREMENTS WHO CAN APPROVE & SIGN OFF ON EACH DELIVERABLE & CRITERIA FOR ACCEPTANCE

PM AUTH ON STAFFING, TECHNICAL AUTHORITY TO HIRE, FIRE, DISCPLINE, ACCEPT OR REJECT. AUTH TO MAKE TECHNICAL DECISIONS
DECISION, CONFLICT RESOLUTION, OR APPROACH, TO RESOLVE CONFLICT WITHIN TEAMS OR EXTERNAL STAKEHOLDERS & TO COMMIT
BUDGET MGMT & MANAGE FUNDS VARIANCE
SPONSOR, PM & OTHER RELEVENT DEMONSTRATE COMMITMENT & APPROVAL FOR THE PROJECT
 CONTRACT
ENTERPRISE (IF ANY)
ENVIRONMENT BUSINESS
AL
FACTOR (EEF) CASE
ORGANIZATIONAL
PROCESS
ASSETS PROJECT
(OPA) STATEMENT
OF WORK
(SOW)

TOOLS &
TECHNIQUES

INTERNAL SMEs EXTERNAL SMEs

EXPERTS JUDGMENTS OUTPUT EXPERTS JUDGMENTS &
FACILITATION& TECHNIQUES
 DEVELOP PROJECT
MANAGEMENT PLAN
DEVELOP PROJECT MANAGEMENT PLAN
• THE PROJECT MANAGEMENT PLAN IS THE MASTER DOCUMENT WHERE ALL SUBSIDIARY
PLANS & THE PROJECT APPROACH ARE DOCUMENTED.
• IT CONTAINS STANDARD INFORMATION TO USE FOR THE PROJECT
• IT DESCRIBES HOW THE PROJECT WILL BE EXECUTED, MONITORED & CONTROLLED.

• THE INFORMATION IN THE PROJECT MANAGEMENT PLAN COMES FROM ALL THE PLANNING
PROCESSES (EXCEPT CHANGE MANAGEMENT PLAN & CONFIGURATION MANAGEMENT
PLAN)

• PROJECT MANAGEMENT PLAN IS NOT A SCHEDULE!

• THE PROJECT MANAGEMENT PLAN IS A COLLECTION OF OTHER PLANS
• ALTHOUGH IT IS A SINGLE DOCUMENT, IT’S BROKEN INTO SEVERAL SUBSIDIARY PLANS.
• THERE’S ONE SUBSIDIARY PLAN FOR EACH OF THE OTHER KNOWLEDGE AREAS:
SCOPE MANAGEMENT, TIME MANAGEMENT, COST MANAGEMENT, QUALITY MANAGEMENT,
HUMAN RESOURCE MANAGEMENT, COMMUNICATIONS MANAGEMENT, RISK
MANAGEMENT, AND PROCUREMENT MANAGEMENT.
TOOLS & TECHNIQUES
• EXPERT JUDGMENTS ARE NEEDED IN:
• TAILORING THE COMPONENTS IN THE PROJECT MANAGEMENT PLAN TO MEET PROJECT’S NEEDS
• DEFINING THE CHANGE CONTROL PROCESS
• PROVIDING TECHNICAL DETAILS & INFO FOR THE PROJECT MANAGEMENT PLAN
• PROVIDING INPUTS FOR THE APPROPRIATE LIFE CYLE
• IDENTIFY RESOURCES & SKILL LEVELS NEEDED TO GET THE JOB DONE
• IDENTIFY ITEMS THAT BELONGS TO CONFIGURATION CONTROL

• FACILITATION TECHNIQUES
• BRAINSTORMING
• PROBLEM SOLVING
• CONFLICT RESOLUTION
• MEETING MANAGEMENT
CHANGE CONTROL SYSTEM
• THE PROJECT MANAGEMENT PLAN INCLUDES BASELINES OF THE SCOPE,
SCHEDULE, AND BUDGET THAT CAN BE CHANGED. THUS WHEN CHANGE IS
ENCOUNTERED, THE PROJECT MANAGEMENT PLAN MUST BE CONSULTED FIRST
TO DECIDE HOW TO PROCEED.
• CHANGE CONTROL SYSTEM IS A SET OF PROCEDURES THAT DESCRIBES HOW
MODIFICATION TO THE PROJECT DELIVERABLES & DOCUMENTATION ARE
MANAGED & CONTROLLED
• HOW CHANGE REQUESTS TO BE MADE,
• THE PROCESS TO EVALUATE THE REQUESTS
• WHO SHOULD SIT ON THE CHANGE CONTROL BOARD
• LEVELS OF AUTHORITY FOR APPROVING CHANGES
CONFIGURATION MANAGEMENT SYSTEM
• A SUBSYSTEM OF THE OVERALL PROJECT MANAGEMENT SYSTEM.
• COLLECTION OF FORMAL DOCUMENTED PROCEDURES USED TO APPLY TECHNICAL &
ADMINISTRATIVE DIRECTIONS & SURVEILLANCE TO:
• IDENTIFY & DOCUMENT THE FUNCTIONAL & PHYSICAL CHARACTERISTIC OF THE PROJECT
OUTPUT
• CONTROL ANY CHANGES TO SUCH CHARACTERISTICS
• RECORD & REPORT EACH CHANGE & ITS IMPLEMENTATION STATUS
• SUPPORT THE AUDIT OF THE PROJECT OUTPUT TO VERIFY CONFORMANCE TO
REQUIREMENTS
• INCLUDES DOCUMENTATION, TRACKING SYSTEM & DEFINED APPROVAL LEVELS NECESSARY
FOR AUTHORIZING & CONTROLLING CHANGES
 STKHOL QUALITY
DR MGMT
PROJECT REQUIRE MGMT COST PLAN PROCESS
MT
ENTERPRISE CHARTER PLAN PRFRMNC IMPRVMN
MGMT E T
ENVIRONMENT
SCOPE PLAN SCHEDUL COMM
AL E
BASELINE PLAN
MGMT MGMT
FACTOR (EEF) PLAN
SCHEDULE BASELINE PLAN
ORGANIZATIONAL HUMAN PRCRMNT

PROCESS MGMT RESOURCE MGMT

ASSETS PROJECT PLAN COST PLAN

RISK
PLAN

(OPA) SCOPE MGMT MGMT

STMNT PLAN PLAN

SCOPE
BASELINE THESE ARE ALL THE OUTPUTS
FROM VARIOUS PLANNING
TOOLS & PROCESSES – THEY ARE NOW
INPUTS TO THE DEVELOPMENT
TECHNIQUES
OF
THE PROJECT MANAGEMENT
PLAN
EXPERT JUDGEMENTS &
FACILITATION TECHNIQUES OUTPUT
DIRECT & MANAGE
PROJECT WORK
DIRECT & MANAGE PROJECT WORK
• PROCESS OF PERFORMING THE WORK DEFINED IN THE PROJECT MANAGEMENT PLAN &
IMPLEMENTING APPROVED CHANGES TO ACHIEVE PROJECT’S OBJECTIVES.
• IT PROVIDES OVERALL MANAGEMENT OF THE PROJECT WORK

• DIRECT & MANAGE PROJECT WORK ACTIVITIES INCLUDES:

• PERFORM ACTIVITIES TO ACCOMPLISH PROJECT OBJECTIVES
• CREATE PROJECT DELIVERABLES TO MEET THE PLANNED PROJECT WORK
• PROVIDE, TRAIN & MANAGE TEAM MEMBERS ASSIGNED TO THE PROJECT
• OBTAIN, MANAGE & USE RESOURCES
• IMPLEMENT PLANNED METHODS & STANDARDS
• ESTABLISH COMMUNICATION CHANNELS
• GENERATE WORK PERFORMANCE DATA SUCH AS COST, SCHEDULE, TECHNICAL & QUALITY
PROGRESS
• ISSUE CHANGE REQUEST & IMPLEMENT THE APPROVED CHANGES
• MANAGE RISK & IMPLEMENT RISK RESPONSE ACTIVITIES
• MANAGE STAKEHOLDERS’ ENGAGEMENT
• COLLECT & DOCUMENTS LESSONS LEARNED
 ENTERPRISE PROJEC
T APPROVED
ENVIRONMENTA MGMT
CHANGE
L PLAN
REQUESTS
FACTOR (EEF)
ORGANIZATION
AL
PROCESS
ASSETS
(OPA)

TOOLS &
TECHNIQU
ES

EXPERT PROJECT
JUDGEMENTS & MANAGEMENT
OUTPUTS
MEETINGS INFORMATION SYSTEM
WORK PROJECT
PERFORMANC CHANGE PROJECT
MNAGEMENT
DELIVERABLES E DOCUMENTS
REQUESTS PLAN
UPDATES
DATA UPDATES
 UNIQUE & VERIFIABLE PRODUCT, RESULT OR CAPABILY TO PERFORM A
DELIVERABLES SERVICE THAT IS REQUIRED TO BE PRODUCED TO COMPLETE A PROCESS,
PHASE OR PROJECT.
IT IS A TANGIBLE COMPONENT
WORK RAW OBSERVATIONS & MEASUREMENTS IDENTIFIED DURING PERFORMANCE
PERFORMANCE OF ACTIVITIES TO CARRY OUT PROJECT WORK.
DATA EX: KPI, TECHNICAL PERFORMANCE, START & FINISH DATES, # OF DEFECTS,
ACTUAL COST

CHANGE FORMAL PROPOSAL TO MODIFY ANY DOCUMENT, DELIVERABLE OR

BASELINE. AN APPROVED CHANGE REQUEST WILL REPLACE PREVIOUS
REQUESTS DOCUMENT OR BASELINE.
THEY CAN BE: 1. CORRECTIVE ACTION, 2. PREVENTATIVE ACTION, 3. DEFECT REPAIR
& 4. UPDATES
PROJECT UNIQUE & VERIFIABLE PRODUCT, RESULT OR CAPABILY TO PERFORM A
MNAGEMENT SERVICE THAT IS REQUIRED TO BE PRODUCED TO COMPLETE A PROCESS,
PLAN UPDATES PHASE OR PROJECT.
IT IS A TANGIBLE COMPONENT
PROJECT UNIQUE & VERIFIABLE PRODUCT, RESULT OR CAPABILY TO PERFORM A
DOCUMENTS SERVICE THAT IS REQUIRED TO BE PRODUCED TO COMPLETE A PROCESS,
UPDATES PHASE OR PROJECT.
IT IS A TANGIBLE COMPONENT
CHANGE REQUESTS
DIRECT & MANAGE PROJECT WORK ALSO REQUIRES REVIEW OF THE IMPACT OF ALL
PROJECT CHANGES & THE IMPLEMENTATION OF THE APPROVED CHANGES SUCH AS:

• CORRECTIVE ACTION – INTENTIONAL ACTIVITY THAT REALIGNS THE PERFORMANCE

OF THE PROJECT TO THE PROJECT MANAGEMENT PLAN
• PREVENTIVE ACTIONS – INTENTIONAL ACTIVITY THAT ENSURES THE FUTURE
PERFORMANCE OF THE PROJECT WORK IS ALIGNED TO THE PROJECT MANAGEMENT
PLAN
• DEFECT REPAIR – INTENTIONAL ACTIVITY TO MODIFY A NONCONFORMING PRODUCT
OR PRODUCT COMPONENT
• UPDATES – CHANGES TO FORMALLY CONTROLLED PROJECT DOCUMENTS, PLANS,
ETC TO REFLECT MODIFIED OR ADDITIONAL IDEAS OR CONTENT
MONITOR & CONTROL
PROJECT WORK
MONITOR & CONTROL PROJECT WORK
• PROCESS OF TRACKING, REVIEWING & REPORTING THE PROGRESS TO MEET
PERFORMANCE OBJECTIVES DEFINED IN THE PROJECT MANAGEMENT PLAN.
• ALLOWS STAKEHOLDERS TO UNDERSTAND THE CURRENT STATE OF THE PROJECT,
STEPS TAKEN, BUDGET, SCHEDULE & SCOPE FORECAST

• MONITORING IS PERFORMED THROUGHOUT THE PROJECT & IS CONCERNED WITH:

• COMPARING ACTUAL PERFORMANCE WITH THE PROJECT MANAGEMENT PLAN
• ASSESSING PERFORMANCE TO SEE IF ANY CORRECTIVE OR PREVENTIVE ACTIONS ARE NEEDED
• IDENTIFYING, ANALYZING & TRACKING NEW RISKS TO CREATE APPROPRIATE RISK RESPONSE PLANS
• MAINTAIN ACCURATE & TIME INFO BASE ON THE PROJECT
• PROVIDING INFO TO SUPPORT STATUS REPORTING, PROGRESS MEASUREMENT & FORECASTING
• PROVIDING FORECAST TO UPDATE CURRENT COST & SCHEDULE INFO
• MONITORING IMPLEMENTATION OF APPROVED CHANGES AS THEY OCCUR
• PROVIDING APPROPRIATE REPORTING ON PROJECT PROGRESS TO PROGRAM MANAGEMENT WHEN
APPLICABLE
 ENTERPRISE PROJEC VALIDATE
T D
ENVIRONMENTA SCHEDULE
MGMT CHANGES
L PLAN FORECAST
S
FACTOR (EEF)
ORGANIZATION WORK
AL
PERFORMAN
PROCESS COST CE INFO
ASSETS
(OPA) FORECAST

TOOLS &
TECHNIQU
ES 3. PROJECT MANAGEMENT
1. EXPERT INFORMATION SYSTEM
JUDGEMENTS 4. MEETINGS
2. ANALYTICAL
OUTPUTS
TECHNIQUES

WORK PROJECT PROJECT

CHANGE
PERFORMANCE MNAGEMENT DOCUMENTS
REQUESTS PLAN UPDATES UPDATES
REPORTS
ELABORATION OF THE NEW INPUTS
• SCHEDULE FORECAST ARE DERIVED FROM PROGRESS AGAINST THE SCHEDULE
BASELINE & COMPUTED TIME ESTIMATE TO COMPLETE (ETC) TYPICALLY EXPRESSED IN
TERMS OF SCHEDULE VARIANCE (SV) & SCHEDULE PERFORMANCE INDEX (SPI)
THE FORECAST MAY BE USED TO DETERMINE IF THE PROJECT IS STILL WITHIN
DEFINED TOLERANCE
• COST FORECAST ARE DERIVED FROM PROGRESS AGAINTS THE COST BASELINE &
COMPUTED TIME ESTIMATE TO COMPLETE (ETC) TYPICALLY EXPRESSED IN TERMS OF
COST VARIANCE (CV) & COST PERFORMANCE INDEX (CPI).
AN ESTIMATE AT COMPLETION (EAC) CAN BE COMPARED TO BUDGET AT
COMPLETION (BAC) TO SEE IF THE PROJECT IS STLL WITHIN THE TOLERANCE RANGE
• VALIDATED CHANGES PROVIDED NECESSARY DATA TO CONFIRM THAT CHANGE WAS
APPROPRIATELY EXECUTED
• WORK PERFORMANCE INFORMATION IS THE WORK PERFORMANCE DATA COLLECTED
FROM VARIOUS CONTROLLING PROCESSES, ANALYZED IN CONTEXT & TRANSFORMED
INTO USEFUL INFORMATION. DATA IS NOT USEFUL (OUT OF CONTEXT),
INFORMATION IS!
PERFORM INTEGRATED CHANGE CONTROL
• PROCESS OF REVIEWING, APPROVING & MANAGING CHANGE REQUESTS
• ALLOWS FOR DOCUMENTED CHANGES WITHIN PROJECT TO BE CONSIDERED IN AN
INTEGRATED MANNER WHILE REDUCING RISKS.

• THIS PROCESS IS CONDUCTED THROUGHOUT THE LIFE OF THE PROJECT & IT’S THE
ULTIMATE RESPONSIBILITY OF THE PM. THE PROJECT MANAGEMENT PLAN, PROJECT
SCOPE STATEMENT & OTHER DELIVERABLES ARE MAINTAINED BY CAREFULLY
MANAGING CHANGES.
• WHEN REQUIRED, PERFORM INTEGRATED CHANGE CONTROL PROCESS INCLUDES A
CHANGE CONTROL BOARD (CCB)
• CCB IS A FORMALLY CHARTERED GROUP RESPONSIBLE FOR REVIEWING, EVALUATING,
APPROVING, DELAYING OR REJECTING CHANGES TO THE PROJECT AND RECORDING
SUCH DECISIONS.
• CUSTOMER OR SPONSOR APPROVAL MAY STILL BE NEEDED UNLESS THEY ARE ALSO
PART OF THE CCB
CONFIGURATION MANAGEMENT
• CONFIGURATION CONTROL IS FOCUSED ON THE SPECIFICATION OF BOTH OF THE
DELIVERABLES & THE PROCESSES.
• WHILE CHANGE CONTROL IS FOCUSED ON IDENTIFYING, DOCUMENTING, APPROVING
OR REJECTING CHANGES TO THE PROJECT’S DELIVERABLES
• SOME OF THE CONFIGURATION MANAGEMENT ACTIVITIES INCLUDED IN THE
PERFORM INTEGRATED CHANGE CONTROL PROCESS ARE:
• CONFIGURATION IDENTIFICATION – PROVIDE BASIS DEFINITION & VERIFICATION.
PRODUCTS & DOCUMENTS ARE LABELLED, CHANGES MANAGED & ACCOUNTABILITY
MAINTAINED
• CONFIGURATION STATUS ACCOUNTING – INFO LIKE LISTING OF APPROVED
CONFIGURATION IDENTIFICATION, STATUS & IMPLEMENTATION OF PROPOSED CHANGES
ARE RECORDED & REPORTED.
• CONFIGURATION VERIFICATION & AUDIT – ENSURES THAT THE COMPOSITION &
CONFIGURATION ITEMS ARE TRACKED, CORRECTLY IMPLEMENTED TO MEET THE DEFINED
CONFIGURATION DOCUMENT.
 ENTERPRISE PROJEC
ENVIRONMENTA T
MGMT
CHANGE
REQUESTS
L PLAN
FACTOR (EEF)
ORGANIZATION
AL WORK
PROCESS PERFORMAN
ASSETS CE MANUAL OR AUTOMATED
(OPA) REPORTS MAY BE USED BASED ON
NEEDS

USED TO MANAGE CHANGE

REQUEST &
TOOLS & COMMUNICATIONS TO THE
TECHNIQU CCB
ES

1. EXPERT 3. CHANGE CONTROL

JUDGEMENTS TOOLS
2. MEETINGS OUTPUTS

APPROVED PROJECT PROJECT

CHANGE
CHANGE MNAGEMENT DOCUMENTS
LOG
REQUESTS PLAN UPDATES UPDATES
CLOSE PROJECT OR PHASE
CLOSE PROJECT OR PHASE
• PROCESS OF FINALIZING ALL ACTIVITIES ACROSS ALL OF THE PROJECT MANAGEMENT
PROCESS GROUPS TO FORMALLY COMPLETE THE PROJECT OR PHASE.
• PROVIDES LESSONS LEARNED, FORMAL ENDING OF PROJECT WORK AND THE RELEASE
OF ORGANIZATIONAL RESOURCES TO PURSUE NEW ENDEAVORS.
 PROJEC
T
MGMT
PLAN

ORGANIZATION
AL ACCEPTED
PROCESS • REGRESSION ANALYSIS
DELIVERABLE
ASSETS • GROUPING METHODS
S
(OPA) • CAUSAL ANALYSIS
• ROOT CAUSE ANALYSIS
• FORECASTING SCENARIOS
• FAILURE MODE & EFFECT
ANALYSIS
• TREND ANALYSIS
TOOLS & • EARNED VALUE MANAGEMENT
TECHNIQU (EVM)
• VARIANCE ANALYSIS
ES

1. EXPERT 3. ANALYTICAL TECHNIQUES

JUDGEMENTS
2. MEETINGS OUTPUTS

FINAL PRODUCT, SERVICE ORGANIZATIONAL

OR PROCESS
RESULT TRANSITION ASSETS UPDATES
ORGANIZATIONAL
PROCESS
ASSETS UPDATES

ORGANIZATION PROCESS ASSETS THAT ARE UPDATED ARE:

• PROJECT FILES
DOCUMENTS FROM PROJECT ACTIVITIES SUCH AS PROJECT MANAGEMENT PLAN, SCOPE, COST,
SCHEDULE & PROJECT CALENDARS, RISK REGISTERS AND OTHER REGISTER, CHANGE
MANAGEMENT DOCUMENTATION, PLANNED RISK RESPONSE ACTIONS AND RISK IMPACT
• PROJECT OR PHASE CLOSURE DOCUMENTS
FORMAL DOCUMENTATION THAT INDICATES COMPLETION OF THE PROJECT/PHASE & TRANSFER
THE DELIVERABLES TO OTHER PROJECT/PHASE
THE PM REVIEWS PRIOR PHASE DOCUMENTS, CUSTOMER ACCEPTANCE DOCUMENT FROM
VALIDATE SCOPE PROCESS AND CONTRACT (IF ANY) TO ENSURE ALL REQUIREMENTS ARE
COMPLETED SATISFACTORILY PRIOR TO FINALIZING THE CLOSURE OF THE PROJECT.
THE PROJECT COULD ALSO BE TERMINATED AND REASONS FOR TERMINATED WILL BE
DOCUMENTED HERE
• HISTORICAL DOCUMENTS
HISTORICAL INFO & LESSONS LEARNED ARE ARCHIVED FOR FUTURE PROJECTS OR PHASE
 END OF CHAPTER TWO
ORGANIZATIONAL INFLUENCES & PROJECT LIFECYCLE