e

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tr
is
LESSON 2

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STARTING
THE PROJECT or
• Determine Appropriate Project Methodology/
Methods and Practices​
e
• Plan and Manage Scope​
• Plan and Manage Schedule​
at

• Plan and Manage Budget and Resources​

• Plan and Manage Quality of Products and
lic

Deliverables
• Integrate Project Planning Activities​
• ​Plan and Manage Procurement​
• Establish Project Governance
up

Structure​
• Plan and Manage Project/Phase
Closure
D
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is
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or
e
at
lic

Determine Appropriate
Project Methodology/Methods and
up

Practices
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TOPIC A
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N

2
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STARTING THE PROJECT > DETERMINE APPROPRIATE PROJECT METHODOLOGY/

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METHODS AND PRACTICES​

Deliverables and Tools

is
D
or
e
Surveys Expert judgement
at

Project business case/needs document Meetings

Project Overview Statement Focus groups
lic

Project Implementation Plan Workshops

Agile practice guidelines SMART objectives
up

Knowledge of classic PM and agile practice

Project Integration
D
ot

3
N

3
o
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Business Case and

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Business Needs

is
Documents

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Business case:
✓ Documented economic feasibility
study
✓ Establishes benefits of project
or
components
e
✓ Provides a basis for authorization
at

of further project activities

lic

Business needs documents:

✓ Provide high-level deliverables
up

✓ Prerequisite of formal business

case
✓ Describe requirements - what
D

needs creating and / or performing

ot

4
N

4
o
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Project Implementation

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Plan

is
Consider all stakeholders, schedules, risks,

D
budgets, and quality standards.
Identify deliverables - due at the end of the
or
project.
Identify project outputs - delivered
throughout the project.
e
When delivering outputs, are we:
at

✓ Implementing them in a new or existing

lic

business environment?
✓ Transitioning them into a live
environment?
up

✓ Decommissioning or removing old

systems, processes, or materials?
D

✓ Ensuring training and knowledge transfer

is complete / satisfactory?
ot

5
N

5
o
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Rolling Wave Planning

tr
is
D
or
DEFINITION
e
An iterative planning technique in which the
at

work to be accomplished in the near term is

planned in detail, while work further in the future
lic

is planned at a higher level.

up
D
ot

6
N

6
o
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Rolling Wave

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Planning

is
D
✓ Used in agile or predictive
approaches

✓ A form of progressive elaboration

or
applied to work packages, planning
e
packages, and release planning
at

✓ Decompose work down to the

lic

known level of detail during

strategic planning
up

✓ Decompose work packages into

activities as work progresses
D
ot

7
N

7
o
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Progressive

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Elaboration

is
D
or
DEFINITION
e
The iterative process of increasing the level of
at

detail in a project management plan as greater

amounts of information and more accurate
lic

estimates become available.

up
D
ot

8
N

8
o
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Overview: Project Management

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Methodologies, Methods, and

tr
Practices

is
D
Agile
• Team works collaboratively with the customer to determine the
project needs. or
• The coordination of the customer and the team drives the project
forward. / Plan-Driven
Predictive
e
at

• Project needs, requirements, and constraints are understood, and

plans are developed accordingly.
lic

• Plans drive the project forward.

Hybrid
up

• Combines strategies from agile or predictive as required.

• Can switch approaches based on need, changing work
D

requirements, or circumstances.
ot

9
N

9
o
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Types of Life Cycles

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is
D
Predictive or
e
at

• Iterative
Hybrid • Incremental
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• Agile
up

Adaptive
D
ot

10
N

10
o
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Predictive Life Cycle

tr
is
D
or
DEFINITION
e
at

Determine project scope, time, and cost in the

early phases of this life cycle.
lic
up
D
ot

11
N

11
o
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Predictive Life Cycle

tr
is
Also known as Traditional or Waterfall

D
approach:
✓ Requirements are typically fixed, but
can be changed using the change
control process
or
e
✓ Activities and work culminate in final
at

output, always a deliverable

lic
up
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ot

12
N

12
o
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Adaptive and Hybrid

tr
Life Cycles

is
Use these methods in dynamic and

D
complex environments, where
change is a constant.
or
Let’s learn more about these
e
methods next.
at
lic
up
D
ot

13
N

13
o
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Hybrid Methods

tr
is
Combine predictive and adaptive

D
approaches to offer flexibility to
teams.

Great for projects:

or
✓ Seeking or willing to learn new
e
methods or techniques.
at

✓ With a mix of resources and

experience levels
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✓ With shorter, iterative time

frames.
up

✓ With high stakeholder

involvement
✓ With in-depth requirements
D
ot

14
N

14
o
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Adaptive Life Cycles

tr
is
D
• Dynamic requirements

Iterative • Activities repeated until correct

or • Single delivery
e
• Dynamic requirements

Incremental
at

• Activities performed once per increment

• Frequent small deliveries
lic

• Iterative or incremental -change-driven/adaptive.

Agile
up

• Dynamic requirements
• Combines iterative repetition of activities with
incremental deliveries
D
ot

15
N

15
o
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Adaptive Life Cycles

tr
is
Determine project scope

D
early in this project life
cycle.
Continuously assess
Agile Incremental and modify time and
or cost estimates as the
team's understanding of
the product increases.
e
Iterative
at

repetition with
lic

Uses series of iterations

incremental to add functionality to
deliverables within a
predetermined time
up

deliveries Iterative frame.

The deliverable is
considered complete
only after the final
D

iteration.
ot

16
N

16
o
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Typical Use Cases

tr
is
Methodology Typical Use Cases

D
• Software projects
Agile • Intellectual property projects

Predictive /
•

•
or
Research projects

Construction projects
• Projects with many physical assets
Plan Driven
e
• “Repeats” of similar, completed projects
at

Projects where learning and correction is expected to eventually reach

Iterative
the ideal solution.
lic

Customers or business wants or expects to see outputs or partial

Incremental
outputs early and often.
up

• Mix of resources and experience levels

Hybrid
• Those seeking or willing to learn new methods or techniques.
D
ot

17
N

17
o
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tr
is
D
or
e
at
lic

Plan and Manage Scope

up

TOPIC B
D
ot
N

18

18
o
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STARTING THE PROJECT > PLAN AND MANAGE SCOPE

tr
Deliverables and Tools

is
D
or
e
Requirements Documentation Agile estimating
at

Work performance reports Product backlog

Requirements Traceability Matrix Change requests
lic

Product backlog
Scope management plan and
up

Requirements management plan

D
ot

19
N

19
o
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Scope Management Plan

tr
is
D
or
DEFINITION
e
A component of the project or program
at

management plan that describes how the scope

will be defined, developed, monitored, controlled,
lic

and validated.
up
D
ot

20
N

20
o
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Scope Management Plan

tr
is
✓ Should include processes to prepare

D
a project scope statement

✓ Enables the creation of the WBS from

the detailed project scope statement
or
e
✓ Establishes how the scope baseline
will be approved and maintained
at

✓ Specifies how formal acceptance of

lic

the completed project deliverables

will be obtained.
up

✓ Can be formal or informal, broadly

framed or highly detailed.
D
ot

21
N

21
o
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Scope Management Tools and Techniques

tr
is
D
Expert judgment

Internal and external experts or

e
Alternatives analysis
at

Used to evaluate identified options in order to select the options or

lic

approaches to use to execute and perform the work of the project.

up

Meetings
D

Team members help create the scope management plan

ot

22
N

22
o
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Project Requirements

tr
is
D
or
DEFINITION
e
The actions, processes, or other conditions the
at

project needs to meet e.g. milestone dates,

contractual obligations, constraints, etc.
lic
up
D
ot

23
N

23
o
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Product Requirements

tr
is
D
or
DEFINITION
e
The agreed-upon conditions or capabilities of a
at

product, service, or outcome that the project is

designed to satisfy.
lic
up
D
ot

24
N

24
o
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Project and

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Product

tr
Requirements

is
D
✓ High-level requirements might
be documented in the project
charter. or
✓ Verify that all requirements are
e
determined and documented.
at

✓ Provide the foundation for

building the WBS.
lic
up
D
ot

25
N

25
o
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Project Scope

tr
is
D
or
DEFINITION
e
The work performed to deliver a product, service,
at

or result with the specified features and

functions. “Project scope” may include product
lic

scope.
up
D
ot

26
N

26
o
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Product Scope

tr
is
D
or
DEFINITION
e
at

The features and functions that characterize a

product, service, or result.
lic
up
D
ot

27
N

27
o
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Project and Product

tr
Scope

is
D
✓ Predictive - The scope baseline for
the project is the approved version
of the project scope statement,
work breakdown structure (WBS),
or
and associated WBS dictionary.
e
at

✓ Agile - Backlogs (including product

requirements and user stories)
lic

reflect current project needs.

✓ Measure completion of project

up

scope against the project

management plan.
D

✓ Measure completion of the product

scope against product
ot

requirements.
28
N

28
o
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Tolerances

tr
is
Tolerance levels enable you to effectively
manage an issue without needing to

D
escalate it every time.

Areas of tolerance might include:

✓ Budget
or
✓ Schedule
e
✓ Quality
at

✓ Accepted or baselined requirements,

including:
lic

- Solution – functional/non-functional
- Business and Stakeholder
up

- Quality
D
ot
N

29

29
o
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Enterprise Environmental Factors

tr
(EEFs)

is
D
or
DEFINITION
e
Conditions (internal or external) not under the
at

control of the project team, that influence,

constrain, or direct the project at organizational,
lic

portfolio, program, or project level.

up
D
ot

30
N

30
o
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Organizational Process Assets

tr
(OPAs)

is
D
or
DEFINITION
e
Plans, processes, policies, procedures, and
at

knowledge bases specific to and used by the

performing organization. These assets influence
lic

the management of the project.

up
D
ot

31
N

31
o
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EEFs and OPAs

tr
is
✓ Projects exist and operate in
environments that may influence

D
them, favourably or unfavourably.

✓ EEFs and OPAs are two major

categories of project influences.
or
e
at
lic
up
D
ot

32
N

32
o
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Enterprise Environmental Factors

tr
(EEFs)

is
D
Internal External
✓ Organizational culture, structure,
and governance or
✓ Marketplace conditions
✓ Social and cultural influences
✓ Geographic distribution of and issues
e
facilities and resources
at

✓ Legal restrictions
✓ Infrastructure
✓ Commercial databases
✓ Resource availability
lic

✓ Academic research
✓ Employee capability
✓ Government or industry
up

standards
✓ Financial considerations
D

✓ Physical environmental elements

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33
N

33
o
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Organizational Process

tr
Assets (OPAs)

is
Processes, policies, and procedures are:

D
✓ Established by the project management
office (PMO) or another function outside of
the project.
✓ Not updated as part of project work
or
e
✓ Templates, lifecycles, and checklists can be
at

tailored, but not updated, for a project.

lic

Organizational knowledge bases are:

✓ Updated throughout the project with project
up

information
✓ Updated information such as financial
performance, lessons learned, performance
D

metrics and issues, and defects.

ot

34
N

34
o
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Document Analysis

tr
is
D
or
DEFINITION
e
at

A technique used to gain project requirements

from current documentation evaluation.
lic
up
D
ot

35
N

35
o
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Document Analysis

tr
is
Derive new project requirements from
existing documents such as:

D
✓ Business plans
✓ Service agreements
✓ Marketing materials
or
e
✓ Current process diagrams
at

✓ Application software documentation

lic
up
D
ot

36
N

36
o
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Focus Groups

tr
is
D
or
DEFINITION
e
An elicitation technique that brings together
prequalified stakeholders and subject matter
at

experts to learn about their expectations and

attitudes about a proposed product, service, or
lic

result.
up
D
ot

37
N

37
o
D

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Focus Groups

tr
is
✓ Loosely structured, information-sharing

D
sessions

✓ Moderator-guided, interactive or
✓ Includes stakeholders and SMEs
e
✓ Qualitative research
at
lic
up
D
ot

38
N

38
o
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Questionnaires and Surveys

tr
is
D
or
DEFINITION
e
at

Written format of questions designed to quickly

capture information from many respondents.
lic
up
D
ot

39
N

39
o
D

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Questionnaires

tr
and Surveys

is
D
or Often used data
e
gathering technique:
• With varied audiences
at

• When a quick
lic

turnaround is needed
• When respondents are
up

geographically
dispersed
• Where statistical
D

analysis could be
appropriate.
ot

40
N

40
o
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Benchmarking

tr
is
D
or
DEFINITION
e
The comparison of actual or planned products,
processes, and practices to those of
at

comparable organizations to identify best

practices, generate ideas for improvement, and
lic

provide a basis for measuring performance.

up
D
ot

41
N

41
o
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Benchmarking

tr
is
✓ Evaluates and compares a
business’ or project’s practices

D
with others.

✓ Identifies best practices in order

to meet or exceed them.
or
e
at
lic
up
D
ot

42
N

42
o
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Interviews

tr
is
D
or
DEFINITION
e
A formal or informal approach to elicit
at

information from stakeholders by talking with

them directly.
lic
up
D
ot

43
N

43
o
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Interviews

tr
is
✓ Helps to identify a stakeholder's

D
requirements, goals, or
expectations for a project.

✓ Use to identify/define features and

functions of desired project’s
or
e
deliverables.
at
lic
up
D
ot

44
N

44
o
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Group Decision-Making Techniques

tr
is
D
Voting Autocratic decision Multicriteria decision
making analysis
Collective decision-making
and assessment
or
One team member makes Method - Establish criteria
Determines several the decision for the group. in decision matrix e.g. risk
e
alternatives, with future levels, uncertainty, and
at

actions as the expected valuation

outcome Uses a systematic,
lic

Use to generate, classify, analytical approach

and prioritize product Evaluate and rank many
requirements ideas
up
D
ot

45
N

45
o
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Types of Voting

tr
is
Unanimity
Everyone agrees on a single course of action.
Useful in project teams with great cohesion.

D
Example: Delphi technique

Majority
Decision reached with > 50% of group support
Tip: Create groups of an uneven number of
or
e
participants to ensure decisions are made and tie
votes avoided.
at

Plurality
lic

Decision reached with largest block in a group

deciding, even if majority is not achieved.
Use this method when more than 2 options are
up

nominated.

Agile Methods
D

Thumbs up/down/sideways
Fist of Five
ot

46
N

46
o
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Data Representation

tr
is
Tailor to project context and decision-

D
making criteria.

✓ Mind Mapping – Consolidate ideas

created through individual brainstorming
or
sessions into a single map to reflect
e
commonality and differences in
understanding and to generate new
at

ideas
lic

✓ Affinity Diagram – Allows large numbers

of ideas to be classified into groups for
up

review and analysis

D
ot

47
N

47
o
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Observations

tr
is
D
or
DEFINITION
e
A technique used to gain knowledge of a
at

specific job role, task, or function in order to

understand and determine project requirements.
lic
up
D
ot

48
N

48
o
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Facilitated Workshops

tr
is
D
or
DEFINITION
e
Organized working sessions led by qualified
at

facilitators to determine project requirements

and to get all stakeholders together to agree on
lic

project outcomes.
up
D
ot

49
N

49
o
D

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Context Diagrams

tr
is
D
or
DEFINITION
e
Visual depiction of product scope, showing a
at

business system (process, equipment, computer

system, etc.) and how people and other systems
lic

interact with it.

up
D
ot

50
N

50
o
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Context Diagrams

tr
is
Business Context Diagram Sample

D
Government

Request for
or
Request for
Private Sector

Funding Funding Funding Funding

e
at

Hardware, Software, and Educational

Support Services
User Community University Industry
lic

Request for Hardware, Request for

Software, and Support Educational
Services
up

Request for
Educational
Educational
Services
Services

Education
D

Community
ot

51
N

51
o
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Storyboarding

tr
is
D
or
DEFINITION
e
A prototyping method using visuals or images to
at

illustrate a process or represent a project

outcome.
lic
up
D
ot

52
N

52
o
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Prototyping

tr
is
D
or
DEFINITION
e
Assists in the process of obtaining early
at

feedback on requirements by providing a

working model of the expected product before
lic

building.
up
D
ot

53
N

53
o
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Requirements

tr
Documentation

is
D
✓ Describes how individual requirements
meet project business need.
✓ Starts at a high level before providing
details. or
✓ Requirements need to be unambiguous
e
(measurable and testable), traceable,
complete, consistent, and acceptable
at

to key stakeholders.
✓ Format can be simple (document
lic

listing all requirements, categorized by

stakeholder and priority) or more
up

elaborate (executive summary, detailed

descriptions, attachments).
D
ot

54
N

54
o
D

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Types of Requirements

tr
is
Business Stakeholder Transition and Readiness
Temporary capabilities
Higher-level needs of the Stakeholder or e.g. data conversion and training
organization e.g. business issues stakeholder group

D
requirements needed to transition from the
or opportunities, and reasons why a needs. Reporting current as-is state to the desired future
project has been undertaken. requirements. state.

or
Quality Project
e
Condition or criteria needed to validate the successful Actions, processes, or other conditions the
completion of a project deliverable or fulfilment of other project project needs to meet e.g. milestone dates,
at

requirements e.g. tests, certifications, validations. contractual obligations, constraints.

lic
up

Solutions (Functional and Non-functional)

Describe features, functions, and characteristics of the product, service, or result that will meet the business and
stakeholder requirements.
Functional requirements - Describe the behaviors of the product
e.g. actions, processes, data, and interactions that the product should execute.
D

Non-functional requirements - Supplement functional requirements to describe environmental conditions or qualities

required for the product to be effective
e.g. reliability, security, performance, safety, level of service, supportability, retention/purge, etc.
ot

55
N

55
o
D

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Nonfunctional Requirements

tr
is
Type Considerations

D
• How and when is the service available?
Availability • If the service were to become unavailable, how quickly can

•
or
it be restored to working?
What level of service performance, speed, and throughput is
required?
Capacity
e
• Given the number of stakeholders using the service, is there
enough supply to meet demand?
at

• If there were a disaster of some kind, how quickly could the

Continuity
lic

service be recovered to support operations.

• How well is the service and its information protected from
security risks and threats?
up

Security
• How do you guarantee the confidentiality, integrity, and
availability of the information?
D
ot

56
N

56
o
D

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tr
Requirements Management Plan

is
D
or
DEFINITION
e
A component of the project or program
at

management plan that describes how

requirements will be analyzed, documented, and
lic

managed.
up
D
ot

57
N

57
o
D

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Requirements

tr
Management Plan

is
D
✓ Planning, tracking, and reporting
information for requirements activities.
✓ Configuration management activities:
- Version control rules
or
e
- Impact analysis
- Tracing, tracking, and reporting
at

✓ Required authorization levels for change

lic

approval
✓ Prioritization criteria / process
up

✓ Product metrics and accompanying

rationale
D

✓ Traceability structure, including

requirement attributes
ot

58
N

58
o
D

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Requirements Traceability

tr
Matrix

is
D
or
DEFINITION
e
at

Links product requirements from their origin to

the deliverables that satisfy them.
lic
up
D
ot

59
N

59
o
D

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Requirements Traceability Matrix

tr
is
D
or
e
at
lic
up
D
ot

60
N

60
o
D

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GUIDELINES

tr
Collecting Project Requirements

is
D
• Review:
– Scope management plan

– Requirements management plan

or
– Stakeholder engagement plan
e
– Project charter
at

– Stakeholder register
lic

• Use tools and techniques such as interviews, focus groups, facilitated

workshops, group creativity techniques.
up
D
ot

61
N

61
o
D

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Project Scope Statement

tr
is
D
or
DEFINITION
e
at

The description of the project scope, major

deliverables, assumptions, and constraints.
lic
up
D
ot

62
N

62
o
D

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Project Scope Statement

tr
is
D
or
e
at
lic
up
D
ot

63
N

63
o
D

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Scope Tools and Techniques

tr
is
Expert Judgment

D
Judgment provided by a group or
person, based upon expertise in an
application area, Knowledge Area,
discipline, industry, etc.
or Product Analysis
e
Defines products and services.
Facilitation Includes asking questions about a
at

Effective guidance of a group to a product/service, forming answers

successful decision, solution, or to describe the use,
conclusion. characteristics, and other relevant
aspects of what is going to be
lic

delivered
up

Multi-criteria decision analysis Alternatives analysis

Technique of organizing decision Evaluation of choices available to
factors in a matrix to evaluate reach an objective.
D

options
ot

64
N

64
o
D

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Product Analysis

tr
is
D
or
DEFINITION
e
A tool to define scope by asking questions
at

about a product and forming answers to

describe the use, characteristics, and other
lic

relevant aspects of the product.

up
D
ot

65
N

65
o
D

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Product Analysis

tr
Value Analysis
Systematic,

is
interdisciplinary
examination of factors

D
affecting the cost of a
Product Breakdown product or service
Splinter a product and its Requirements towards achieving the
work requirements into
components to achieve a
clear understanding of
or
Analysis
Process of
identifying, validating,
purpose at lowest cost
and required standards of
quality and reliability
work and documenting
e
specifications for
projects
at

Systems Analysis
lic

Process of studying a
product /service to
identify its goals and
Value Engineering purposes and create
up

Structured technique Systems Engineering

systems / procedures
to optimize value in a Design, integration,
to achieve them
project and management of
efficiently
complex systems
D

over their life cycles

ot

66
N

66
o
D

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GUIDELINES

tr
Develop a Project Scope Statement

is
D
• Review:
- Scope management plan (developing, monitoring, and controlling project
scope activities) or
- Project charter (high-level project description and product characteristic
e
and project approval requirements)
at

• Requirements documentation
• OPAs – templates, processes, and procedures
lic

• Use tools and techniques to define the project scope (expert judgment,
product analysis, alternatives generation, and facilitated workshops).
up

• Document the project scope statement and update project documents.

D
ot

67
N

67
o
D

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tr
Work Breakdown Structure

is
D
or
DEFINITION
e
A hierarchical decomposition of a project’s total
at

scope of work to accomplish project objectives

and create the required deliverables.
lic
up
D
ot

68
N

68
o
D

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Work Breakdown Structure

tr
is
D
DMAIC
Project

1.0
Define
2.0
Measure
or
3.0
Analyze
4.0
Improve
5.0
Control
e
at

1.1 2.1 3.1 4.1 5.1

Work
lic

Packages 1.2 2.2 3.2 4.2 5.2

up

1.3 2.3 3.3 4.3 5.3

D
ot

69
N

69
o
D

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Code of Accounts

tr
is
D
or
DEFINITION
e
at

Numbering system that uniquely identifies each

component of the WBS.
lic
up
D
ot

70
N

70
o
D

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WBS Dictionary

tr
is
D
or
DEFINITION
e
Provides detailed deliverable, activity, and
at

scheduling information about each component

in the WBS.
lic
up
D
ot

71
N

71
o
D

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WBS Dictionary

tr
is
Can include:

D
✓ Code of account identifier
✓ Description of work

✓ Assumptions and constraints

or
✓ Responsible organization
e
✓ Schedule milestones
at

✓ Associated schedule activities

✓ Resources required to complete

lic

the work
✓ Cost estimations

✓ Quality requirements
up

✓ Acceptance criteria

✓ Technical references
D

✓ Agreement information
ot

72
N

72
o
D

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Decomposition

tr
is
D
or
DEFINITION
e
A technique of dividing and subdividing the
at

project scope and deliverables into smaller,

more manageable parts.
lic
up
D
ot

73
N

73
o
D

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Decomposition - Example

tr
is
D
or
e
at
lic
up
D
ot

74
N

74
o
D

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tr
Control

is
Accounts, Work

D
and Planning
Packages or
e
Let’s explore the units of work
at

in a project WBS.
lic
up
D
ot

75
N

75
o
D

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Control Account

tr
is
D
or
DEFINITION
e
A management control point where scope,
at

budget, actual cost, and schedule are integrated

and compared to earned value for performance
lic

measurement.
up
D
ot

76
N

76
o
D

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Planning Package

tr
is
D
or
DEFINITION
e
A WBS component below the control account
at

with known work content but without detailed

schedule activities.
lic
up
D
ot

77
N

77
o
D

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Work package

tr
is
D
or
DEFINITION
e
The work defined at the lowest level of the WBS
at

for which cost and duration are estimated and

managed.
lic
up
D
ot

78
N

78
o
D

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Planning Work Using a WBS

tr
1
✓ A control account has two or more

is
Project
work packages. Name

D
✓ A planning package may or may not
be used. 1.1 2.1
Control Control
✓ Each work package is part of a single
control account.
or Account A Account B

✓ Identifiers provide a structure for 1.2 1.3 2.2

e
Planning Planning Planning
hierarchical summation of costs, Package A Package B Package
schedule, and resource information
at

and form a code of accounts.

1.2.1 1.2.2 2.2.1
lic

Work Work Work

Package Package Package
up

Planning package
(optional layer) Lowest level - a work
houses work content, package with a unique
but no schedule or
D

identifier; contains
details. detailed schedule and
cost information.
ot

79
N

79
o
D

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Scope Baseline

tr
is
D
or
DEFINITION
e
Approved version of a scope statement, WBS,
and its associated WBS dictionary, that can be
at

changed using formal change control

procedures and is used as a basis for
lic

comparison to actual results.

up
D
ot

80
N

80
o
D

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Scope Baseline

tr
is
Components include:

D
✓Project scope statement
✓WBS
or
✓Work packages
✓Planning package
e
✓WBS dictionary
at
lic
up
D
ot

81
N

81
o
D

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GUIDELINES

tr
Create a WBS

is
D
• Review:
- Scope management plan
- Project scope statement
or
- Requirements documentation
e
• EEFs and OPAs
at

• Use tools and techniques e.g. decomposition

lic

• Use expert judgment

• Include notes on work products that might be delivered incrementally
up

• Document the scope baseline

D
ot

82
N

82
o
D

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Product and Iteration

tr
Backlogs

is
Product backlogs A product backlog
is a list of the

D
✓ Change throughout the project. expected work to
✓ Groom and refine the product deliver the
backlog continually; weekly or
monthly intervals are typical.
or product.

✓ Remove product backlog items

e
(PBIs) as work is completed.
at

- Edit and clarify PBIs as more

becomes known or as product
Iteration backlogs include items
lic

requirements change.
- Add PBIs when more work must from the product backlog that can
be done. conceivably be completed within
up

the time period based on the

team’s capacity.
Iteration backlog
D

✓ Teams must estimate effort and

understand business priorities.
ot

83
N

83
o
D

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User Stories

tr
is
D
or
DEFINITION
e
at

Short descriptions of required functionality; told

from user’s point of view
lic
up
D
ot

84
N

84
o
D

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User Stories

tr
is
✓ Help teams focus on that

D
value provided to the user.

✓ Suggest who will benefit from

the work and how.
or
e
✓ Driven by description instead
at

of technical specifications to
give holistic view
lic
up

User Story
D

Story Points
ot

85
N

85
o
D

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Tools and Techniques for Verifying Scope

tr
is
D
Tool and Technique Description

Checklist of required criteria for a deliverable to be considered ready for

Definition of Done

Definition of Ready
customer use. or
Checklist for a user-centric requirement with all required information to
begin work.
e
Acceptance Criteria A set of conditions to meet before acceptance of deliverables.
at

Interval at or near the conclusion of a timeboxed iteration when the project

Iteration Reviews team shares and demonstrates the work produced during the iteration
lic

with stakeholders.
A technique for determining the cause and degree of difference between
Variance Analysis
up

the baseline and actual performance.

An analytical technique that uses mathematical models to forecast future
Trend Analysis
outcomes based on historical results.
D
ot

86
N

86
o
D

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tr
is
D
or
e
at
lic

Plan and Manage Schedule

up

TOPIC C
D
ot
N

87

87
o
D

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STARTING THE PROJECT > PLAN AND MANAGE SCHEDULE

tr
Deliverables and Tools

is
D
or
Activity cost estimates Product Roadmaps
e
Activity duration estimates Earned Value
at

Task estimates Updated schedule

lic

Story estimates
Updated release plan
Feature estimates
Updated product backlog
up

Updated documentsBacklog
Velocity data Network diagram
Project schedule Planning meetings
D

Release plan Negotiations

ot

88
N

88
o
D

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STARTING THE PROJECT > PLAN AND MANAGE SCHEDULE

tr
Tools, Activities & Processes

is
D
Process assets
Backlog management
or Release planning
Iteration planning
e
Top-Down Estimating: Expert, Burndown / Burnup charts
Analogous, Parametric
at

Cumulative flow diagrams

Bottom Up Estimating: Roll up
Throughput analysis
lic

WBS packages
T-Shirt sizing Velocity analysis
Retrospectives
up

Estimating using Fibonacci

sequences Review work produced
Story points Backlog reprioritization
D

Relative estimating Scaling projects

Affinity estimates Meetings
ot

PMIS Procurement negotiations 89

N

89
o
D

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Project Schedule

tr
is
✓ Includes start and finish activities

D
✓ Uses specific dates and in a certain
sequence
✓ Sets dates for project milestones
✓ Coordinates activities to ensure on-
or
time project completion
e
✓ Tracks schedule performance and
at

provides visibility of project status

to upper management and project
lic

stakeholders
up
D
ot

90
N

90
o
D

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Benchmarks and

tr
Historical Data

is
D
Benchmarking is the comparison of a
project schedule to another, similar
product/service schedule to provide a
good “starting point” for estimation
before detailed analysis.
or
e
Benchmarks can be useful in the initial
stage of scheduling to help assess the
at

feasibility of a project.
lic

Historical data can come from other

projects completed within an
organization for which detailed
up

information is available.
D
ot

91
N

91
o
D

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Schedule Management Plan

tr
is
D
or
DEFINITION
e
A component of the project or program
at

management plan that establishes the criteria

and activities for developing, monitoring, and
lic

controlling the schedule.

up
D
ot

92
N

92
o
D

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Schedule

tr
Management Plan

is
D
Describes how activities will be defined
and progressively elaborated.

Identifies a scheduling method and

or
scheduling tool to be used.
e
at

Determines the format of the schedule.

lic

Establishes criteria for developing and

controlling the project schedule.
up
D
ot

93
N

93
o
D

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Components of the Schedule

tr
Management Plan

is
D
Organizational
Accuracy of activity Project schedule
procedure links used
duration estimates model used
or with the WBS

Process descriptions
e
to explain how
Rules of schedule
at

Units of measure to performance management

be used measurements to be processes are to be
lic

used documented
throughout the
project.
up

Control thresholds to
Reporting formats to be used for
be used monitoring schedule
D

performance
ot

94
N

94
o
D

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Schedule Management

tr
Considerations for Agile/
Adaptive Environments

is
D
Consider developing project roadmap.
Schedule individual activities iteratively. or
e
Choose an iterative approach:
at

✓ Iterative scheduling with backlog

✓ On-demand scheduling
lic
up
D
ot

95
N

95
o
D

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Iterative Scheduling with Backlog

tr
is
D
or
Does not work
e
well with
Delivers Allows
projects
at

business value changes

featuring
early and during entire
complex
incrementally project
dependency
lic

relationships
up
D
ot

96
N

96
o
D

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Iterative Scheduling
with a Backlog

tr
Process

is
D
✓ Use progressive elaboration (rolling wave) to
schedule activities

✓ Use a specific time window e.g. two weeks

or
e
✓ Define requirements in user stories
at

✓ Prioritize stories
lic

✓ Select based on priority and time box

✓ Add remaining stories to backlog

up

✓ Construct later based on their priority

D
ot

97
N

97
o
D

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On-Demand Scheduling

tr
is
✓ Does not use traditional schedules

D
✓ Team members “pull” work from a queue
when available

✓ Based on Kanban and Lean

or
methodologies
e
at

✓ Provides incremental business value

✓ Levels out work of team members

lic

✓ Works best when activities can be divided

into equal amounts
up

✓ Does not work well with projects

comprised of complex dependency
D

relationships
ot

98
N

98
o
D

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GUIDELINES

tr
Develop a Schedule Management Plan

is
D
• Review the following:
or
- Project management plan (for information to develop the schedule)
- Project charter (for a summary, high-level milestone schedule)
- EEFs
e
- OPAs
at

• Use tools and techniques such as expert judgment and historical

information.
lic

• Use meetings to develop the schedule management plan.

• Document the schedule management plan for the project.
up
D
ot

99
N

99
o
D

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Project Activity

tr
is
D
or
DEFINITION
e
at

A distinct, scheduled portion of work performed

during a project.
lic
up
D
ot

100
N

100
o
D

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Project Activities

tr
is
D
An activity is a component of a
decomposed work package.
- Activities are not the same as work
packages or ‘tasks’.
or
A work package is the lowest level of the
e
WBS.
at

A task refers to project management

software.
lic
up
D
ot

101
N

101
o
D

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Feature

tr
is
D
or
DEFINITION
e
at

A set of related requirements that allows the

user to satisfy a business objective or need.
lic
up
D
ot

102
N

102
o
D

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Epic

tr
is
D
or
DEFINITION
e
at

A very large collection of user stories. Epics can

be spread across many sprints.
lic
up
D
ot

103
N

103
o
D

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Features and Epics

tr
is
✓ Usually described as a short phrase. This

D
term groups related functionality together
to deliver business value.
✓ Includes activities and efforts such as
or
documentation, bug fixes, testing, and
e
quality/defect repairs.
at

✓ Delivers the capability that can be

estimated, tracked, and managed as a set.
lic

✓ Epics are responsible for producing a major

deliverable, which may include various
up

Agile features, for example.

D
ot

104
N

104
o
D

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Working with

tr
Features

is
D
✓ Scheduling aligned to features
ensures associated work is
or
coordinated.

✓ Estimating features offers visibility to

e
when blocks of functionality can be
released to the business and end
at

users.
lic

✓ Progress can be measured by drawing

a ratio of accepted to remaining
features.
up
D
ot

105
N

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o
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Milestones

tr
is
D
or
DEFINITION
e
A significant point or event in a project, program,
at

or portfolio.
lic
up
D
ot

106
N

106
o
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Milestones 5

tr
is
A milestone list identifies all project milestones
and indicates whether the milestone is

D
mandatory, such as those required by contract,
or optional, such as those based on historical
information.
Milestones have zero duration because they
or 4
e
represent a significant point or event.
at

3
lic
up

2
D
ot

1
107
N

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o
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Milestone Chart

tr
is
✓ Provides the summary level view of a project’s milestones.

D
✓ Uses icons or symbols.

✓ Useful for upper management who only require an overview.

or
e
at
lic
up

Q1 Q2 Q3 Q4
20xx 20xx 20xx 20xx
D
ot

108
N

108
o
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GUIDELINES

tr
Estimating Project Activities

is
D
• Review:
- Schedule management plan
or
- Scope baseline for WBS, deliverables, assumptions, and constraints
- EEFs
- OPAs
e
• Analyze and decompose each work package of the WBS into activities that
at

will be required to produce the deliverable.

• Consult SMEs about unfamiliar material.
lic

• Evaluate all constraints and assumptions for their possible impact on

activity definition.
up

• After decomposing each work package into activities, evaluate the activity
list.
D
ot

109
N

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Activity Dependency

tr
is
D
or
DEFINITION
e
A logical relationship that exists between two
at

project activities.
lic
up
D
ot

110
N

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Activity Example activity:

tr
Designing Room Layouts
Dependency

is
D
Relationship indicates whether the
start of an activity is contingent on
an event or input from outside the
or
• Architect needs to assess the
functionality of a room
activity. design.
e
Activity dependencies determine the
at

precedence relationships. • Assessment cannot start

until workers finish framing
lic

the walls, windows, and roof.

• After structure is in place,

up

then architect can reassess

design plans to determine if
D

modifications are necessary.

ot

111
N

111
o
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Types of Activity Dependencies

tr
is
Mandatory

D
A relationship that is contractually required or inherent in
the nature of the work.

Discretionary
or
e
A relationship that is established based on knowledge of
best practices within a particular application area or an
at

aspect of the project where a specific sequence is desired.

lic

External

A relationship between project activities and non-project

up

activities.

Internal
D

Contingent on inputs within the project team’s control.

ot

112
N

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Precedence

tr
Relationships

is
Precedence relationships express a

D
logical dependency in precedence
diagramming methods.

It is a logical relationship between

activities that describes what the activity
or
sequence should look like.
e
at

Precedence relationships are always

assigned to activities based on the
lic

dependencies of each activity:

✓ Predecessor activity drives the

up

relationship; most often, it occurs first.

✓ Successor activity is driven by the
relationship.
D
ot

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N

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Types of Precedence Relationships

tr
is
D
or
e
at
lic
up
D
ot

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N

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GUIDELINES

tr
Sequence Project Activities

is
D
• Review:
− Schedule management plan (for information on the scheduling method

or
and tool, and information on how activities may be sequenced)
− Activity list for all project schedule activities

− Activity attributes for each activity

e
− Milestone list for the dates for specific schedule milestone events
at

− Project scope statement

− EEFs
lic

− OPAs

• Use tools and techniques such as the precedence diagramming method

up

(PDM), dependency determination, and leads and lags to develop the

project schedule network diagram.
• Document the project schedule network diagram and update any project
D

documents, as needed.
ot

115
N

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o
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Activity Duration Estimates

tr
is
D
Activity duration estimate
The quantitative assessment of the likely number of
or
time periods that are required to complete an activity.
e
Elapsed time
at

The actual calendar time required for an activity from

start to finish.
lic
up

Effort
The number of labor units required to complete a
scheduled activity or WBS component, often expressed
D

in hours, days, or weeks. Contrast with duration.

ot

116
N

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o
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GUIDELINES

tr
Estimate Activity Durations

is
• Involve the work package owners or those familiar with the work of the

D
activity.
• Consult lessons learned and historical information.
• Review the schedule management plan.
or
• Determine how you want to quantify the work that needs to be done.
e
• Consider resource requirements and capabilities.
at

• Review the resource requirements for each activity.

lic

• Check the resource calendars for resource availability.

• Consider interactions with other projects or operations.
up

• Review the project scope statement for assumptions and constraints.

• Review the risk register for risks that may affect resource estimation.
• Review the resource breakdown structure.
D

• Document the activity duration estimates.

ot

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N

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Schedule

tr
Presentation Formats

is
D
Select the type of schedule to suit your
project.

✓ Gantt Chart
or
e
✓ Milestone Chart
at

✓ Project Schedule Network Diagram with

lic

Dates
✓ Roadmap
up

✓ Task board
✓ Kanban board
D

✓ Burndown chart
ot

118
N

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o
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Gantt Chart

tr
is
D
or
DEFINITION A bar chart of schedule information where
e
activities are listed on the vertical axis, dates are
at

shown on the horizontal axis, and the activity

durations are shown as horizontal bars placed
lic

according to start and finish dates.

up
D
ot

119
N

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o
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Gantt Chart

tr
is
Useful for:

D
✓ Start and end dates, duration, and
order
✓ Precedence relationships
✓ Percentage completion and actual
or
progress
e
✓ Presentation of project status to
at

the team and management

lic
up
D
ot

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N

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o
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Project Schedule Network

tr
Diagram with Dates and
Dependencies

is
D
Project schedule can be shown with or
without dependencies.
Network diagrams have clear
advantages, they assign start and finish
or
dates to activities and show the
e
interrelationship of activities with arrows.
at

Further benefits:
✓ Clear visual of project progress,
lic

workflow, and interdependencies of

activities.
up

✓ Justification of time estimate for the

project.
✓ Planning and organizational aid.
D

✓ Schedule compression opportunities

are more easily identifiable.
ot

121
N

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o
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Critical Path Method

tr
is
D
or
DEFINITION
e
Estimates the minimum project duration and
at

determines the amount of schedule flexibility on

the logical network paths within the schedule
lic

model.
up
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ot

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N

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o
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Critical Path Activity

tr
is
D
or
DEFINITION
e
at

Any activity on the critical path in a project

schedule.
lic
up
D
ot

123
N

123
o
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Use the Critical Path Method

tr
is
• Sequence activities to represent the longest path through a project

D
• Goal is to determine the shortest possible project duration.
• Use early start (ES); early finish (EF); late start (LS); and late finish (LF) dates for all activities.
• Do not factor in resource limitation. or
e
Activity 2 Activity 4
4 weeks 3 weeks
at

Activity 1 Activity 6
Start Finish
6 weeks 1 week
lic

Activity 3 Activity 5
5 weeks 4 weeks
up

1[6w] + 2[4w] + 4[3w] + 6[1w] = 14 weeks

1[6w] + 3[5w] + 5[4w] + 6[1w] = 16 weeks Critical Path
D
ot

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N

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tr
is
D
or
About Float
e
at
lic

Float is the amount of time an activity can be delayed from its early start date
without delaying the project finish date or consecutive activities.
Total float is the amount of time that a schedule activity can be delayed or
up

extended from its early start date without delaying the project finish date or
violating a schedule constraint.
D

Free float is the amount of time that a scheduled activity can be delayed without
delaying the early start date of any successor or violating a schedule constraint.
ot

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Agile Release
Planning

tr
is
✓ High-level summary timeline of the

D
release schedule based on product
roadmap and vision for the product’s
evolution.
✓ Determines the number of iterations
or
e
or sprints in the release
at

✓ Allows product owner and team to

decide:
lic

− how much needs to be developed

− how long it will take to have a
up

releasable product based on

business goals, dependencies, and
impediments.
D
ot

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N

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Ongoing Progress Based

tr
on Methodology

is
Traditional - Measure project progress

D
according to schedule by:
✓ Monitoring project status to update the
schedule.
✓ Managing changes to schedule baseline.
or
e
Agile - Evaluate progress by:
at

✓ Comparing the total amount of work

delivered and accepted to the amount
estimated for the current time period.
lic

✓ Reviewing completed work in regular

Sprint demos.
up

✓ Conducting scheduled reviews to record

lessons learned (or retrospectives).
D

✓ Determining the rate at which

deliverables are produced, validated, and
ot

accepted. 127
N

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Resource

tr
Optimizatio

is
D
n
Techniques or
e
at
lic
up
D
ot

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N

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Smoothing

tr
and Levelling

is
D
Use Resource Optimization to
adjust the start and finish dates of
activities. or
You need to adjust planned
e
resource use so that it’s equal to or
at

less than resource availability.

Adjust the schedule model due to

lic

demand and supply of resources.

up

Use smoothing and levelling

techniques.
D
ot

129
N

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o
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Smoothing
• Adjusts the activities of a schedule model to

tr
keep resource requirements within predefined
resource limits and within free and total floats.

is
• Does not change the critical path is not

D
changed nor delay the completion date.
• This method may not be able to optimize all
or
resources.
e
at
lic

Levelling
• Adjusts start and finish dates based on
up

resource constraints
• Goal is to balance demand for resources with
available supply.
D

• Use when shared or critically required

resources have limited availability or are over-
ot

allocated
130
• Can change the critical path.
N

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Schedule

tr
Compression

is
Techniques

D
or
e
at
lic
up
D
ot

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N

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o
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Schedule Compression

tr
Techniques

is
Crashing

D
• Shortens schedule duration for the
least incremental cost by adding
or
resources e.g. overtime, additional
resources
• Works only for activities on the critical
e
path
at

• Does not always produce a viable

alternative and may result in increased
lic

risk and/or cost.

up

Fast-tracking
• Perform activities in parallel to reduce
D

time
• May result in rework, increased risk,
ot

and increased cost

132
N

132
o
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Coordination with

tr
Other Projects

is
D
✓ If the project is part of a program or
a portfolio, evaluate the schedule
status for effects on other program
or portfolio components. or
✓ A delay (or acceleration) of a project
e
may not necessarily impact other
at

projects.
lic

✓ However, if the delay or acceleration

is caused by activities on the
project’s critical path and that
up

project is critical to the schedule of

other projects, the overall effect can
be significant.
D
ot

133
N

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tr
is
D
or
e
at
lic

Plan and Manage Budget and

Resources
up

TOPIC D
D
ot
N

134

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o
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STARTING THE PROJECT > PLAN AND MANAGE BUDGET AND RESOURCES

tr
Deliverables and Tools

is
D
or
Cost baseline Estimating techniques: Three Point,
e
Management reserve Analogous, Parametric, T-Shirt sizing,
Planning poker
at

Resource management plan

Review organization data
Change requests
lic

Meetings
Cost forecasts
Leverage PMIS
Risk analysis
up

Understand change control

Use velocity data and analysis
D

Throughput analysis
Cost Variance, EVM, EAC
ot

Features accepted vs feature remaining

135
N

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Cost Estimates

tr
is
Develop an approximation of the cost for

D
each activity in a project.

Use logical estimates to provide a basis

for making sound decisions and they
or
establish baselines.
e
at
lic
up
D
ot

136
N

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o
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Estimating Techniques –

tr
Advantages and Disadvantages

is
D
Analogous Parametric Bottom-up
Estimating Estimating Estimating
or
Can ensure no work is Is very accurate and
e
Is not time consuming
inadvertently omitted gives lower-level
at

from work estimates. managers more

responsibility.
lic

Can sometimes be May be inaccurate, May be very time

difficult for lower-level
up

depending on the consuming

managers to apportion integrity of the historical Can be used only after
cost estimates. information. the WBS has been well-
defined.
D
ot

137
N

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o
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Common Estimate Types

tr
is
D
Accuracy: Rough Accuracy:
(-5% to +10%) Order of (-25% to +75%)
Definitive
estimate
or
Magnitude
e
Phased
at

estimate
lic
up

Project Cost
D
ot

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N

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Project

tr
Governance

is
D
✓ Budget management is a critical
project oversight and within the
or purview of project governance.
✓ Deviations in budget, scope,
e
schedule, resources or quality, will
impact the project.
at

✓ Project governance tells you whom

lic

these issues would impact and how

to deal with them.
up

✓ Tailor cost estimation approach to

phases of the project life cycle.
D
ot

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N

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Compliance

tr
is
Projects must be compliant with internal and
external standards, such as:

D
✓ Appropriate government regulations
✓ Corporate policies
✓ Product and project quality
✓ Project risk
or
e
The Project Compliance Plan is a sub-plan of
at

the project management plan.

In this step, you:
lic

✓ Classify compliance categories

✓ Determine potential threats to compliance
up

✓ Analyze the consequences of

noncompliance
D

✓ Determine necessary approach and action

to address compliance needs
ot

140
N

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o
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Lessons Learned
Register

tr
is
D
✓ Use during and after projects.

✓ Start with budgets from

or previous, similar projects.
e
✓ They contain valuable cost-
estimating information - both
at

successes and shortcomings.

lic
up
D
ot

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N

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GUIDELINES

tr
Estimate Costs

is
D
• Gather estimates for individual work packages.
• Check with the resource supplier to validate assumptions.
or
• Choose a suitable estimating technique according to context.
• Look for alternative costing options.
e
• Determine which units of measure to use.
at

• Consider impact of risks on cost.

lic

• Ensure that cost estimates are assigned to the right account.

• Ensure estimates include resource costs, level of estimate, and a list of
assumptions.
up
D
ot

142
N

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GUIDELINES

tr
Estimate Budget

is
D
• Aggregate the estimated costs of individual activities or work packages to
or
establish an authorized cost baseline.
• Ensure budget contains funding needed to complete the project as defined
in the scope baseline and the project schedule.
e
• Measure project cost performance against this cost baseline
at
lic
up
D
ot

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N

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tr
Cost Baseline

is
D
or
DEFINITION
e
The cost baseline is the approved version of the
at

time-phased project budget, excluding any

management reserves.
lic
up
D
ot

144
N

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Cost Baseline

tr
Project Budget

is
Can be changed only through formal
change control procedures and is

D
the basis for comparison to actual
results.

Cost baseline:
or
✓ Monitors and measures cost
e
performance
at

✓ Includes a budget contingency

lic

✓ Is tailored for each project

management reserve
Other components of the project
up

budget are depicted at right.

control accounts
D

contingency reserve
work package estimates
ot

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N

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GUIDELINES

tr
Estimate Cost Baseline

is
D
• Gather inputs to establish the baseline e.g. WBS, project schedule, cost
estimates, and risk management plan.
or
• Assign work to dates on project schedule and allocate funds for each
activity or work package for assigned time period.
e
• Consider a contingency reserve to cover expenses associated with risks.
at

• Total the costs for each time period, then plot these on a chart to create an
S-curve of the baseline.
lic

• Publish and distribute the cost baseline to the appropriate project

stakeholders.
up
D
ot

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N

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Budget Challenges

tr
is
✓ Ideally, budget is set during project
planning and does not change.

D
✓ However, the following changes can
or pose a challenge:
− New/changed project requirements.

− New risks, or changes to the

e
probabilities or impacts of existing
at

risks.
− Changes to cost estimates resulting
lic

from economic factors, procurement

contract modifications, resource
costs, etc.
up
D
ot

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N

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Response to

tr
Budget Challenges

is
D
When changes or challenges occur, you
must tailor:
or✓ Budget or funding

✓ Cost

✓ Schedule
e
✓ Scope
at

If the budget remains fixed and

lic

additional funds are not available, then

the project must change.
up
D
ot

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N

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o
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tr
Funding Limit Reconciliation

is
D
or
DEFINITION
e
The process of comparing the planned
expenditure of project funds against any limits
at

on the commitment of funds for the project to

identify any variances between the funding
lic

limits and the planned expenditures.

up
D
ot

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N

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Funding Limit

tr
Reconciliation

is
D
Keep in mind:
✓ Most budgets assume steady incoming
and outgoing flows. or
✓ Large, sporadic expenditures are usually
e
incompatible with organizational
operations.
at

✓ Funding limits help regulate the

lic

outgoing capital flow to protect against

overspending.
up
D
ot

150
N

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o
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GUIDELINES

tr
Anticipate Future Budget Challenges

is
D
• Keep the stakeholder register current and be aware of changes to project
or
requirements if new stakeholders are added to the project.
• Monitor risks frequently to look for new risks and changes to existing ones.
e
• Monitor the performance of suppliers and vendors.
at

• Monitor all changes to the project and follow the Change Management
System to try to keep them within budget.
lic
up
D
ot

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N

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GUIDELINES

tr
Determine a Budget

is
D
• Review:
− Cost management plan

− Human resource management plan or

− Scope baseline for project scope statement, WBS, and WBS dictionary

− Risk register to consider any risks that may impact cost estimation
e
− EEFs and OPAs
at

• Check the project schedule for type, quantity, and duration of resources.
lic

• Use appropriate tools and techniques.

• Document the project budget, creating a cost baseline.
up

• Understand project funding requirements or cash flow to enable the

project.
• Update project documents, as needed.
D
ot

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N

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tr
is
D
or
e
at
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Plan and Manage

Quality of Deliverables
up

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D
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N

153

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STARTING THE PROJECT > PLAN AND MANAGE QUALITY OF DELIVERABLES

tr
Deliverables and Tools

is
D
or
e
Quality Management Plan Cost benefits analysis
at

Quality Metrics Cost of Quality

Quality Assurance Benchmarking
lic

Quality Control Quality audit

Process analysis
up

Measure quality
Verify deliverables
D

Quality measurement tools

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N

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Quality

is
D
or
DEFINITION
e
at

The degree to which a set of inherent

characteristics fulfill requirements.
lic
up
D
ot

155
N

155
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Quality Standards

tr
and Regulations

is
D
Standards - Documents established as a model
by an authority, custom, or by general consent.
or
Regulations - These requirements can establish
product, process, or service characteristics,
including applicable administrative provisions
e
that have government-mandated compliance.
at

De facto regulations - Regulations that are

widely accepted and adopted through use.
lic

De jure regulations - Regulations that are

mandated by law or have been approved by a
recognized body of experts.
up

ISO 9000 Series - A quality system standard

that can be applied to any product, service, or
process in the world.
D
ot

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N

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Verified

tr
Deliverables

is
D
✓ Project team verifies deliverables
based on quality standards and
requirements
✓ The verified deliverables are
presented to and accepted (or
or
e
validated) by the customer –
resulting in accepted deliverables.
at

✓ Measure products and outputs

against the project’s quality
lic

standards.
✓ Implement corrections and controls
up

when quality standards are neither

met nor within acceptable ranges.
D
ot

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tr
Quality Management Plan

is
D
or
DEFINITION
e
A component of the project management plan
at

that describes how applicable policies,

procedures, and guidelines will be implemented
lic

to achieve the quality objectives.

up
D
ot

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N

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Quality Management

tr
Plan

is
D
✓ Describes the activities and resources
necessary for the project management
team to achieve the quality objectives.
✓ May be formal or informal, detailed, or
or
broadly framed. Style and detail are
e
determined by project requirements.
at

✓ Review the quality management plan early

in the project.
lic

✓ Benefits:
− Decisions based on accurate
up

information
− Sharper focus on the project’s value
proposition
D

− Cost reductions
− Mitigate schedule overruns from
ot

rework
159
N

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Cost of Quality
¥ €

tr
(CoQ)

is
£
D
CoQ is all costs incurred over the life of
the product by investment in
preventing nonconformance to
requirements, appraisal of the product
or service for conformance to
or
requirements, and failure to meet
e
requirements.
at
lic
up
D
ot

160
N

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Quality Metrics

tr
is
Quality metrics - A description of a

D
project or product attribute and
how to measure it.

Tolerance - The quantified

or
description of acceptable variation
e
for a quality requirement.
at
lic
up
D
ot

161
N

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tr
Quality Audit

is
D
or
DEFINITION
e
A structured, independent process to determine
at

if project activities comply with organizational

and project policies, processes, and procedures.
lic
up
D
ot

162
N

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Quality Audit

tr
is
✓ Improves quality performance of a
project.

D
✓ Can be conducted at scheduled or
random intervals.
or
✓ Topics include:
e
− Quality management policy
at

− Collection and use of information

− Analytical methods
lic

− Cost of quality

− Quality process design

up
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N

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GUIDELINES

tr
Manage Quality

is
D
• Ensure that random and/or scheduled quality audits are conducted by
qualified auditors. or
• Use one or more of the quality assurance tools and techniques to
determine the causes of quality problems of the project’s product, service,
e
systems, or processes.
at

• Identify and implement the appropriate actions to take to increase the

effectiveness and efficiency of the project team’s work results.
lic
up
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ot

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N

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Control Quality Tools

tr
is
D
Data Data Data
Gathering Analysis Representation
or
e
• Checklists/Check • Performance • Cause-and-Effect
at

Sheets Reviews Diagram

• Statistical Sampling • Root Cause Analysis • Control Charts
lic

• Questionnaires and • Histograms

Surveys • Scatter Diagrams
up
D
ot

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N

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Data Gathering

tr
Questionnaires and Surveys

is
• Written set of questions, quickly accumulates information from a large number of
respondents.

D
• Useful for varied audiences, for quick turnaround, or geographical dispersion of
respondents

or
Checklists
e
• Check Sheets
at

A structured tool, usually component-specific

• Verifies performance of required steps or completion of requirements
• Used to organize facts to facilitate data collection about a potential quality problem
lic

• Useful for gathering attribute data while performing inspections for defects.
up

Statistical sampling
• Choosing part of a population of interest for inspection.
• Determine characteristics of an entire population based on measurement of
D

representative sample.
ot
N

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o
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Data Analysis

tr
is
Performance Reviews Root Cause Analysis

D
Technique that is used to measure, Analytical technique used to
compare, and analyze actual determine the basic underlying
performance of work in progress on
the project against the baseline.
or
reason that causes a variance,
defect, or a risk.
e
• Critical chain method • Using gathered data, identify
at

• Earned value management the cause of the problem.

• Trend analysis • Goal is to pinpoint the exact
lic

cause.
• Critical path method
• Follow issue back to the initial
up

trigger.
• Use RCA tools - Failure Modes
and Effects Analysis (FMEA), a
D

fishbone diagram, a Pareto

chart, a scatter diagram
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N

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o
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Data Representation

tr
(1 of 4)

is
D
Cause and Effect Diagram
Fishbone diagrams, why-why diagrams, or Ishikawa diagrams
or
Breaks down the causes of the problem statement identified into discrete branches, helping to
identify the main or root cause of the problem.
e
at

Example
lic

fishbone
diagram
up
D
ot

168
N

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o
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Data Representation

tr
(2 of 4)

is
Scatter Diagram

D
✓ A graph that shows the relationship
between two variables.
✓ Demonstrates a relationship between
or
any element of a process, environment,
e
or activity on one axis and a quality
at

defect on the other axis.

lic
up
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N

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Data Representation

tr
(3 of 4)

is
Control Chart

D
A tool used to determine the predictability, behavior and stability of a process over time.

✓ A graphic display of project data

against established control limits
or specification limit
to reflect both the maximum and
e
control limit
minimum values.
at

center line

✓ Gives visibility to where corrective

lic

actions can prevent further

problems.
up

✓ Ideal for repetitive processes with

predictable results.
D
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N

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Data Representation

tr
(4 of 4)

is
Pareto chart

D
✓ A histogram used to rank causes
of problems in a hierarchical
format.
or
✓ Use to help determine the most
e
frequent defects, complaints, or
at

other factors that affect quality.

✓ Demonstrates the frequency of
lic

occurrence
✓ Analyzes data sets related to a
up

specific problem or issue.

✓ Does not define the root cause of
D

a problem.
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N

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GUIDELINES

tr
Control Product Quality

is
D
• Conduct inspections to detect quality errors during project work.
• Use Pareto diagrams to focus corrective actions on the problems with the
greatest effect on quality. or
• Use control charts to analyze and communicate the variability of a process
or project activity over time.
e
• Identify ways to eliminate causes of unsatisfactory results.
at

• Use flowcharts to identify redundancies, missed steps, or the source of

lic

quality performance problems.

• Initiate process adjustments by implementing corrective or preventive
actions.
up

• Continue to monitor, measure, and adjust quality throughout project life

cycle.
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N

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tr
is
D
or
e
at
lic

Integrate Project Planning Activities

up

TOPIC F
D
ot
N

173

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Integration

ib
Management

tr
is
✓ Assessment and coordination of
all plans and activities that are

D
built, maintained, and executed
throughout a project.
or ✓ A holistic, integrated view ties
plans together, aligns efforts,
and highlights how they depend
e
on each other.
at

✓ An integrated view of all plans

can identify and correct gaps or
lic

conflicts.
✓ A consolidation of the plans
encapsulates the overall project
up

plan and its intended business

value.
D
ot

174
N

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Project Management Plan

tr
The document that describes how the

is
project will be executed, monitored,
controlled, and closed.

D
or
e
at
lic
up
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ot

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N

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Project Integration

tr
Management Processes

is
D
Projects and project management are
integrative by nature. This is an
overview of the processes that project
managers need to know.
or
Also know that:
e
✓ These processes overlap and
at

interact with each other.

✓ The links among these processes
lic

are often iterative.

up
D
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N

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Project Management

tr
Information System

is
(PMIS)

D
An information system e.g.
Microsoft Project consisting of
the tools and techniques used to
gather, integrate, and
or
disseminate the outputs of
e
project management processes.
at

The PMIS enables quick and

efficient work.
lic
up
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N

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Project Management

tr
Plan Components

is
Subsidiary Plans
Scope

D
Requirements
✓ These are a combination of Schedule
essential and supporting Baselines
Cost
processes used to run a
project.
or
Scope
Schedule
Quality
Resource
Communications
Cost
Risk
✓ Ensure the essential plans and
e
Procurement
processes are in place.
at

Stakeholder
✓ Adapt and tailor the supporting
Additional
lic

plans and processes to your components

project. include:
Project Processes
up

✓ Consider the needs of the Work Explanation

project to determine which Agile Project Plan
Project approach
components of the project Change Management Plan
D

management plan are needed. Configuration

Management Plan
Management Reviews
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N

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Project Management Plan

tr
Tools and Techniques

is
Expert
Judgment

D
✓ Use expert judgment to make
critical decisions.

✓ Use meetings to facilitate

or Meetings

communication and understanding.

e
at

✓ Gather data to understand the Data

project Gathering
lic

✓ Leverage interpersonal and team

up

skills to be an effective leader. Interpersonal

and Team
Skills
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tr
is
D
or
Managing Change
e
at
lic
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Configuration Change

tr
is
Management Plan Management Plan

D
Identify and account for project Provides direction for managing the
artifacts under configuration control,
and how to record and report changes
to them.
or
change control process and documents
the roles and responsibilities of the
change control board (CCB).
e
at
lic

Identification, maintenance, status Identification, impact analysis,

up

reporting, and verification of documentation, and approving or

configurable items rejecting of change requests.
D
ot

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N

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Change Management Plan

tr
is
Answers the following questions:

D
• Who can propose a change?
• What exactly constitutes a change? or
• What is the impact of the change on project objectives?
• What are steps to evaluate a change request before approving or rejecting it?
e
• When a change request is approved, what project documents will record the
at

next steps (actions)?

lic

• How will you monitor these actions to confirm completion and quality?
up
D
ot

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N

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GUIDELINES

tr
Develop a Project Management Plan

is
D
• Review:
Project charter - for the high-level boundaries of the project
−

− Outputs from other processes

or
− EEFs and OPAs
e
• Use tools and techniques.
at

• Use facilitation techniques.

lic

• Document the project management plan.

• Assess incremental delivery options.
up
D
ot

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N

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Factoring in

tr
Dynamic Change

is
Highly dynamic and complex projects which are

D
very common, require a robust approach to
change.
Some Agile approaches for managing change:
Disciplined Agile (DA) - a hybrid tool kit that
or
harnesses hundreds of agile practices to devise
e
the best “way of working” (WoW) for your team or
at

organization.
Scrum of Scrums - A technique for operation of
lic

Scrum at scale for multiple teams working on the

same product, coordinating discussions of
progress on interdependencies, and focusing on
up

how to integrate the delivery of software,

especially in areas of overlap.
Scaled Agile Framework (SAFe®) - A knowledge
D

base of integrated patterns for enterprise-scale,

lean-agile development.
ot

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N

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tr
is
D
or
e
at
lic

Plan and Manage

Procurement
up

TOPIC G
D
ot
N

185

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STARTING THE PROJECT > PLAN AND MANAGE PROCUREMENT

tr
Deliverables and Tools

is
D
or
e
Statement of Work Make or Buy Analysis
at

Procurement Management Plan Market research

Source selection criteria Meetings
lic

Selected sellers Expert judgment

Change Control Log Proposal Evaluation Techniques
up

Agreement Negotiations
Change Requests Bidder Conferences
D

Change Control Process

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186
N

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Procurement Strategy

tr
is
The approach by the buyer to determine the project delivery method and the type of

D
legally binding agreement(s) that should be used to deliver the desired results.

or
e
Contract
at

Delivery Procurement
Payment
Method Phases
Types
lic
up
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N

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Delivery Solution

tr
is
The goal of procurement is the delivery of procured goods or

D
services by the supplier to the procuring organization.

Solution Delivery Phase

Planning and analysis

Description or
Customer requirements are documented
e
Detailed design Solution is documented
at

Implementation or installation Solution is implemented or installed

lic

Testing Solution is tested

Training Training is provided to the customer

up

Handover Solution is formally handed over to the customer

Support and maintenance Solution is transferred to customer support

D
ot

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N

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Make or Buy?

tr
Make-or-buy analysis - The process of

is
gathering and organizing data about
product requirements and analyzing them

D
against available alternatives including the
purchase or internal manufacture of the
product.
Make-or-buy decisions - Decisions made
or
regarding the external purchase or internal
e
manufacture of a product.
at

Make-or-buy decision considerations:

• What is the impact on cost, time, or quality?
lic

• Is there an ongoing need for the specific skill

set?
up

• How steep is the learning curve?

• Are required resources readily available
D

within the organization?

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N

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tr
Statement of Work (SOW)

is
D
or
DEFINITION
e
at

A narrative description of products, services, or

results to be delivered by the project.
lic
up
D
ot

190
N

190
o
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Procurement SOW

tr
summary

is
The Statement of Work (SOW)
scope

D
describes the procurement item in
sufficient detail to allow prospective
sellers to determine if they are capable deliverables
of providing the products, services, or
results.
or fees
e
✓ Distributed to potential vendors to
at

evaluate their capability to perform

the work or provide the services.
lic

✓ Serves as a basis to develop the

procurement documents during the
up

solicitation process.
✓ A project scope baseline is used to
create the procurement SOW.
D
ot

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N

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o
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tr
Procurement Management Plan

is
D
or
DEFINITION
e
A component of the project or program
at

management plan that describes how a project

team will acquire goods and services from
lic

outside of the performing organization.

up
D
ot

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N

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o
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Procurement

tr
Management Plan

is
D
✓ Specifies the types of contracts that
will be used
✓ Describes the process for obtaining
or
and evaluating bids
e
✓ Mandates standardized procurement
at

documents
✓ Describes how providers will be
lic

managed
up
D
ot

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N

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o
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✓ Overall or life-cycle cost
Source Selection

tr
✓ Understanding of need
Criteria

is
✓ Technical capability
A set of attributes desired by the buyer

D
✓ Management approach
which a seller is required to meet or
exceed to be selected for a contract. ✓ Technical approach
Some of these are: or
✓ Warranty
e
✓ Financial capacity
at

✓ Production capacity and interest

lic

✓ Business size and type

up

✓ Past performance of sellers

✓ References
D

✓ Intellectual property rights

ot

✓ Proprietary rights 194

N

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o
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Qualified Vendors

tr
is
D
✓ Vendors approved to deliver
products, services, or results based
on the procurement requirements
identified for a project.
or
e
✓ The list of qualified vendors can be
based on historical information
at

about the vendors.

lic

✓ If the required resources are new to

the organization, market research
can help to ”vet” them.
up
D
ot

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N

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o
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Bidder Conferences

tr
These are meetings with prospective sellers

is
prior to the preparation of a bid or proposal to
ensure all prospective vendors have a clear

D
and common understanding of the
procurement.
Also known as contractor conferences, vendor
conferences, or pre-bid conferences.
or
e
✓ Buyer explains the requirements, proposed
at

terms, and conditions; buyer clarifies the

vendors’ queries.
lic

✓ Buyer ensures all prospective vendors have

a clear and common understanding of
up

technical and contractual requirements of

the procurement.
D
ot

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N

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o
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External Resource

tr
Requirements and

is
Needs

D
Sometimes you need to move beyond
the organization to secure services
and expertise from outside sources on
a contract or short-term basis.
or
e
External resource are used commonly.
at

It helps businesses to focus more on

their core competencies.
lic
up
D
ot

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N

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o
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Supplier and

tr
Contracts

is
D
Contract - A mutually binding agreement
that obligates the seller (supplier) to
provide the specified project or service or
result and obligates the buyer to pay for it.
or
e
✓ Customized for each agreement
at

✓ Contract types:
− Fixed-price
lic

− Cost-reimbursable

− Time-and-material (T&M)
up

✓ Agile contract types

− Capped Time and Materials Contracts

− Target Cost Contracts

D

− Incremental Delivery Contracts

ot

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N

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o
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Communicating with

tr
Suppliers and Vendors

is
✓ Critical component of the

D
procurement process due to the
people involved.

✓ Consult the Communications

or
Management Plan for provisions for
e
working with vendors or suppliers,
such as:
at

− Periodic progress reports of

lic

supplier activities.
− Advance notification of potential
supplier cost overruns or schedule
up

delays, and acknowledgement by

the project manager to the
supplier.
D

− Formal acceptance by the project

manager of supplier’s contract
ot

deliverables.
199
N

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o
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Components of

tr
Contracts

is
✓ Description of the work being procured

D
for the project, its deliverables, and
scope
or
✓ Delivery date and schedule information
✓ Identification of authority, where
e
appropriate
at

✓ Responsibilities of both parties

✓ Management of technical and business
lic

aspects
✓ Price and payment terms
up

✓ Provisions for termination

✓ Applicable guarantees and warranties
D
ot

200
N

200
o
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Traditional Contract Types

tr
is
D
Contract type Description
Fixed-price • An agreement that sets the fee that will be paid for a defined scope of work
regardless of the cost or effort to deliver it.
•
•
or
Also known as a lump sum contract.
Provides maximum protection to buyer but requires a lengthy preparation and
bid evaluation.
• Suited for projects with a high degree of certainty about their parameters.
e
Cost-reimbursable • A contract involving payment to the seller for the seller's actual costs, plus a fee
at

typically representing the seller's profit.

• Includes incentives for meeting certain objectives, such as costs, schedule, or
technical performance targets.
lic

• Suited for projects when parameters are uncertain.

Time and Material • A type of contract that is a hybrid contractual arrangement containing aspects
up

(T&M) of both cost-reimbursable and fixed-price contracts.

• Combines a negotiated hourly rate and full reimbursement for materials.
• Include not-to-exceed values and time limits to prevent unlimited cost growth.
• Suited for projects when a precise statement of work cannot be quickly
D

prescribed.
ot

201
N

201
o
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Agile Contract Types

tr
is
D
Contract Type Description

Capped Time and • Works like traditional Time and Materials contracts.
Materials Contracts •
•
•
or
However, an upper limit is set on customers’ payment.
Customers pay up for the capped cost limit.
Suppliers benefit in case of early time-frame changes.
e
Target Cost Contracts • Supplier and customer agree on final price during project cost
negotiation.
at

• Primarily for mutual cost savings if contract value runs below

budget.
lic

• These contracts may allow both parties to face additional costs

if it exceeds budget.
Incremental Delivery • Customers review contracts during the contract life cycle at pre-
up

Contracts negotiated designated points of the contract lifecycle.

• Customers can make required changes, continue or terminate the
project at these points.
D
ot

202
N

202
o
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tr
Control Procurements Process

is
D
or
DEFINITION
e
The process of managing procurement
at

relationships, monitoring contract performance,

making changes and corrections as appropriate,
lic

and closing out contracts.

up
D
ot

203
N

203
o
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Notify the appropriate entity

tr
(usually Accounts Payable)

is
when work has been fulfilled
and contracts can be paid.

D
or
e
at
lic
up
D
ot

204
N

204
o
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Contract Change

tr
Control System

is
D
The system used to collect, track,
adjudicate, and communicate changes to
a contract.
✓ Might be a component of the
integrated change control system or a
or
separate system.
e
✓ Specifically dedicated to control
at

contract changes.
lic

✓ Specifies the process by which project

contract changes can be made.
✓ Includes the documentation, dispute-
up

resolution processes, and approval

levels to authorize the changes to
contract specifications.
D
ot

205
N

205
o
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Types of Contract Changes

tr
is
D
Component Description

Administrative changes Non-substantive changes, usually about the way the contract is
administered.

Contract modification
or
A substantive change to the contract requirements such as a
new deadline or a change to the product requirements.
e
at

Supplemental agreement An additional agreement related to the contract but negotiated

separately.
lic

Constructive changes Changes that the buyer may have caused through action or
inaction.
up

Termination of contract A contract may be terminated due to vendor default or for

customer convenience. Defaults are due to nonperformance,
such as late deliveries and poor quality, or nonperformance of
some or all project requirements.
D
ot

206
N

206
o
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Legal Concepts when Managing

tr
Disputes

is
Seek legal advice if the terms of a contract have not been met.

D
Negotiate settlements to arrive at a final equitable settlement of all outstanding issues, claims,
and disputes by negotiation.

Legal Issue Description

or
e
at

A promise, explicit or implied, that goods or services will meet a pre-determined

Warranty
standard. The standard may cover reliability, fitness for use, and safety.
lic

Waiver The giving up of a contract right, even inadvertently.

up

Failure to meet some or all of the obligations of a contract. It may result in damages
Breach of contract
paid to the injured party, litigation, or other ramifications.
D

A letter sent to an individual or a business to stop (cease) allegedly illegal activities

Cease and desist (C&D)
and to not undertake them again (desist). Often used as a warning of impending legal
letter
action if it is ignored.
ot

207
N

207
o
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GUIDELINES

tr
Handle Disputes

is
D
• Be aware of important legal terms e.g. ’warranty’, ’waiver’, and ‘breach of
contract’ that can, if ignored, have a significant impact on the project.
or
• Consult with the legal department or an outside legal expert so you
thoroughly understand any contracts that affect your project.
e
• If your contract isn't written specifically to exclude inadvertent waivers,
avoid waiving your contract rights by:
at

− Accepting a product that fails to meet standards for quality or

lic

performance.
− Accepting late deliveries.

− Overlooking an aspect of nonconformance to contractual obligations.

up
D
ot

208
N

208
o
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GUIDELINES

tr
Manage Suppliers and Contracts

is
• Index and store all contract correspondence for ease of retrieval.

D
• Develop and implement an effective contract change control system.
or
• Evaluate the risk of each contract change request.
• Document all contract changes and incorporate any effects of the changes
into the project plan.
e
• Develop and implement an effective performance reporting system for the
at

seller.
• Specify any performance reporting criteria to apply to the seller.
lic

• Set performance milestones to monitor project progress.

• If work is performed at another site, conduct site visits to determine how
up

the seller’s work is progressing.

• Submit approved invoices for payment in accordance with the contract and
the project’s payment system.
D
ot

209
N

209
o
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tr
is
D
or
e
at
lic

Establish Project Governance

Structure
up

TOPIC H
D
ot
N

210

210
o
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STARTING THE PROJECT > ESTABLISH PROJECT GOVERNANCE STRUCTURE

tr
Deliverables and Tools

is
D
or
e
Stakeholder Artifacts Meetings
at

Leverage Organizational Process Assets

PMIS
lic

Update documents
up
D
ot

211
N

211
o
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Project Governance

tr
is
D
or
e
at
lic
up
D
ot

212
N

212
o
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tr
Project Governance

is
D
or
DEFINITION
e
The framework, functions, and processes that
guide project management activities in order to
at

create a unique product, service, or result to

meet organizational, strategic, and operational
lic

goals.
up
D
ot

213
N

213
o
D

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Project Governance

tr
Components:

is
✓ Project success and deliverable acceptance
criteria

D
✓ Process to identify, escalate, and resolve issues
✓ Relationship between project team,
or
organizational groups, and external
stakeholders
✓ Project organization chart with project roles
e
✓ Communication processes and procedures
at

✓ Processes for project decision-making

✓ Guidelines for aligning project governance and
lic

organizational strategy
✓ Project life cycle approach
up

✓ Process for stage gate or phase reviews

✓ Process for review and approval of changes
above the project manager's authority
D

✓ Process to align internal stakeholders with

project process requirements
ot

214
N

214
o
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Project Phases

tr
is
D
A collection of logically related Produce one or more
deliverables in a
project activities that culminates in phase
the completion of one or more
deliverables. or
e
Can be performed
sequentially or can
at

overlap
lic

Outputs from one

up

phase are generally

inputs to the next
phase
D
ot

215
N

215
o
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Apply Governance to

tr
the Project Life Cycle

is
D
✓ At the beginning of a phase, verify and
validate the former assumptions made
to the project, analyze risks, and provide
detailed explanation of the phase's
deliverables.
or
✓ After the phase’s key deliverables are
e
produced, a review ensures
at

completeness and acceptance.

✓ A phase can be closed, or the project
lic

terminated when huge risks are

involved for the project or when the
objectives are no longer required.
up
D
ot

216
N

216
o
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Phase Gates

tr
A review at the end of a phase in which a decision is made to continue to the next

is
phase, to continue with modification, or to end a project or program.

D
Synonyms include governance gate, tollgate, and kill point.
Used to check if each phase has fulfilled the exit criteria and is eligible to move to
the next step.
or
Software development projects use a specialized type of phase gate called a quality
gate.
e
at
lic

Final
G G G G G
Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Project
1 2 3 4 5
Deliverable
up
D

G = Phase gate
n
ot

217
N

217
o
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Phase-to-Phase
Relationships

tr
is
Sequential relationships contain

D
consecutive phases that start
only when the previous phase is
orcomplete. This relationship
reduces the level of uncertainty,
which may eliminate the option
e
for shortening a project's
at

schedule.
Overlapping relationships contain
lic

phases that start prior to the

previous phase ending. This
relationship increases the level of
up

risk and may cause rework if

something from the previous
D

phase directly affects the next

phase.
ot

218
N

218
o
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GUIDELINES

tr
Determine Appropriate Governance for a

is
Project

D
• Involve the organization’s decision managers i.e. senior managers.
or
• Choose the most appropriate governance goals and try to keep them
simple.
e
• Select a group of experienced individuals to be responsible for all
governance activities.
at

• Practice governance for projects, programs, and portfolios.

lic

• Keep the governance process transparent to the project stakeholders.

• Remember that governance is an evolutionary process and take advantage
up

of the lessons you have learned during it.

D
ot

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N

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o
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tr
is
D
or
e
at
lic

Plan and Manage Project/Phase

Closure
up

TOPIC I
D
ot
N

220

220
o
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STARTING THE PROJECT > PLAN AND MANAGE PROJECT/PHASE CLOSURE

tr
Deliverables and Tools

is
D
or
e
Definition of Done Nil
at

Accepted Deliverables
lic
up
D
ot

221
N

221
o
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Close Project or

tr
Phase

is
D
Several important activities occur
during closeout:
✓ The planned work is completed.
✓ Project or phase information is
or
e
archived.
at

✓ Project team resources are

released to pursue other
endeavors.
lic
up
D
ot

222
N

222
o
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Close Project or Phase

tr
Criteria

is
Closure Reasons:

D
• The project or phase successfully met its
completion objectives.
or
• Requirements changed during execution and the
project is no longer feasible.
• Funding is no longer available to complete the
e
requirements.
at

• Significant risks make the successful completion

of the project impossible.
lic

• The organization no longer needs the project

deliverables.
up

• External factors eliminate the need for the project.

Examples of these factors include:
− Change in laws or regulations.
D

− Merger or acquisition that affects the

organization.
ot

− Global or national economic changes.

223
N

223
o
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Close Procurements

tr
is
D
✓ Close procurements when the
contract terms of a procurement
have been satisfied by both
buyer and seller.
✓ This occurs throughout the life of
or
the project, not during project
e
closure.
at

✓ Keep contracts open only for the

necessary period, to avoid
lic

erroneous or unintentional
charges against the contract.
up
D
ot

224
N

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o
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Acceptance of

tr
Project Deliverables

is
D
✓ Project deliverables are deemed
accepted when acceptance criteria
have been met.
✓ These criteria generally refer to
or
some or all of the requirements that
e
were established at the beginning
at

of the project (and which might

have been modified during the
project’s life cycle).
lic

✓ Deliverables that meet these

acceptance criteria are formally
up

signed off and approved by the

customer or sponsor.
D
ot

225
N

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Payments

tr
is
✓ Payments made to a supplier or vendor

D
are made in accordance with the terms of
the contract between the buyer and the
supplier or vendor. or
✓ Unless a contract is closed at the
e
completion of the project or phase,
payment will most likely have been made
at

at the time of contract closure.

lic

✓ It should not be delayed until project or

phase closure (unless specified in the
up

contract), to avoid the potential for

accidental charges to the contract.
D
ot

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N

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o
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Knowledge
Knowledge

tr
Management

is
Management

D
or
e
at
lic
up
D
ot

227
N

227
o
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Use the Lessons-Learned

tr
Register

is
D
Considerations:
✓ Scheduling lessons learned
✓ Conflict management lessons learned or
✓ Sellers lessons learned
e
✓ Customer lessons learned
at

✓ Strategic lessons learned

lic

✓ Tactical lessons learned

✓ Any other aspects of lessons learned
up
D
ot

228
N

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o
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Knowledge

tr
Management

is
D
or
DEFINITION
e
at

A store of historical information about lessons

learned in projects.
lic
up
D
ot

229
N

229
o
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Knowledge

tr
Management

is
D
✓ Knowledge management during
project or phase closure consists of
or finalizing the lessons-learned
register, which is compiled
throughout the project life cycle.
e
✓ This document should then be
at

added to the lessons-learned

repository, which is a database of
lic

lessons learned from multiple

projects.
up

✓ At the close of the project – the

lessons learned should be added to
the Knowledge
D

Management/Lessons Learned
repository
ot

230
N

230
o
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Transition

tr
Planning Artifacts

is
D
Coordination and strategy about how to
best deliver and transition the product
and other deliverables is needed. or
Releasing and deploying deliverables in
e
the most suitable manner ensures end-
at

user awareness and increases the

proper usages and adoption of outputs.
lic

Preparation of artifacts includes:

✓ Training
up

✓ Documentation

✓ Communication
D

✓ Support
ot

231
N

231
o
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Transition

tr
Readiness

is
D
Releasing, delivering, and deploying the
project’s work into an environment that is
not ready may negate its value.
Examine the readiness of all parties and
prepare them for delivery, including:
or
✓ End users
e
✓ The business
at

✓ The physical resources

✓ The project team

lic

Most critical in situations where there is

an upgrade or improvement to an existing
up

product or service.
Assess the readiness of all parties,
implement the transition plans
D

accordingly, and capture lessons learned

for the next release or project.
ot

232
N

232
o
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GUIDELINES

tr
Close Out a Project or Phase

is
• Review the project management plan.

D
• If applicable, use a project termination checklist.
or
• Gather and organize performance measurement documentation, product
documentation, and other relevant project records.
• Confirm project's products meet compliance requirements.
e
• Release project resources.
at

• Update records to ensure that they reflect final specifications.

• Be sure to update the resource pool database to reflect new skills and
lic

increased levels of proficiency.

• Analyze project success and effectiveness and document lessons learned.
up

• Prepare lessons-learned reports and a final project report.

• Obtain project approval and formal project acceptance.
D

• Archive a complete set of indexed project records.

• Celebrate the success of the project with the team and
ot

other stakeholders. 233

N

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o
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tr
is
D
or
End of
e
Module 2
at
lic
up
D
ot

234
N

234
o
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