|
Action
|
Results
of Successful Performance
|
|
Initiating
|
| 1. Demonstrate
project need and feasibility. |
- A document confirming that there is a need
for the project deliverables and describing,
in broad terms: the deliverables, means of creating
the deliverables, costs of creating and implementing
the deliverables, benefits to be obtained by
implementing the deliverables.
|
| 2. Obtain project
authorization. |
- A "go/no go" decision is made by
the sponsor.
- A project manager is assigned.
- A "project charter" is created which:
- Formally recognises the project
- Is issued by a manager external to the
project and at a high enough organisational
level so that he or she can meet project
needs
- Authorises the project manager to apply
resources to project activities
|
| 3.
Obtain authorization for the phase. |
- A go no go decision is made by the sponsor
which authorizes the project manager to apply
organizational resources to the activities of
a particular phase /li>
- Written approval of the phase is created which
- Formally recognizes the existence
of the phase
- Is issued by a manager external to the
project and at a high enough organizational
level so that he or she can meet project
need
|
|
Planning
|
| 4. Describe
project scope. |
- Statement of project scope
- Scope management plan
- Work breakdown structure
|
| 5. Define and
sequence project activities. |
- An activity list (list of all activities that
will be performed on the project)
- Updates to the work breakdown structure (WBS)
- A project network diagram
|
| 6. Estimate
durations for activities and resources required.
|
- Estimate of durations (time required) for
each activity and assumptions related to each
estimate
- Statement of resource requirements
- Updates to activity list
|
| 7. Develop
a project schedule. |
- Project schedule in the form of Gantt charts,
network diagrams, milestone charts, or text
tables
- Supporting details, such as resource usage
over time, cash flow projections, order/delivery
schedules, etc.
|
| 8. Estimate
costs. |
- Cost estimates for completing each activity
- Supporting detail, including assumptions and
constraints
- Cost management plan describing how cost variances
will be handled
|
| 9. Build a
budget and spending plan. |
- A cost baseline or time-phased budget for
measuring/monitoring costs
- A spending plan, telling how much will be
spent on what resources at what time
|
| 10. Create
a formal quality plan. (optional) |
- Quality management plan, including operational
definitions
- Quality verification checklists
|
| 11.
Create a formal project communications plan. (optional)
|
- A communication management plan, including:
- Collection structure
- Distribution structure
- Description of information to be disseminated
- Schedules listing when information will
be produced
- A method for updating the communications
plan
|
| 12.
Organize and acquire staff. |
- Role and responsibility assignments
- Staffing plan
- Organizational chart with detail as appropriate
- Project staff
- Project team directory
|
| 13.
Identify risks and plan to respond. (optional)
|
- A document describing potential risks, including
their sources, symptoms, and ways to address
them
|
| 14.
Plan for and acquire outside resources. (optional)
|
- Procurement management plan describing how
contractors will be obtained
- Statement of work (SOW) or statement of requirements
(SOR) describing the item (product or service)
to be procured
- Bid documents, such as RFP (request for proposal),
IFB (invitation for bid),etc.
- Evaluation criteria -- means of scoring contractor's
proposals
- Contract with one or more suppliers of goods
or services
|
| 15. Organize
the project plan. |
- A comprehensive project plan that pulls together
all the outputs of the preceding project planning
activities
|
| 16. Close
out the project planning phase. |
- A project plan that has been approved, in
writing, by the sponsor A "green light"
or okay to begin work on the project
|
| 17.
Revisit the project plan and replan if needed. |
- Confidence that the detailed plans to execute
a particular phase are still accurate and will
effectively achieve results as planned.
|
|
Executing
|
| 18.
Execute project activities. |
- Work results (deliverables) are created.
- Change requests (i.e., based on expanded or
contracted project) are identified.
- Periodic progress reports are created.
- Team performance is assessed, guided, and
improved if needed.
- Bids/proposals for deliverables are solicited,
contractors (suppliers) are chosen, and contracts
are established.
- Contracts are administered to achieve desired
work results.
|
|
Controlling
|
| 19. Control
project activities. |
- Decision to accept inspected deliverables
- Corrective actions such as rework of deliverables,
adjustments to work process, etc.
- Updates to project plan and scope
- List of lessons learned
- Improved quality
- Completed evaluation checklists (if applicable)
|
|
Closing
|
| 20. Close
out project activities. |
- Formal acceptance, documented in writing,
that the sponsor has accepted the product of
this phase or activity.
- Formal acceptance of contractor work products
and updates to the contractor's files.
- Updated project records prepared for archiving.
- A plan for follow-up and/or hand-off of work
products
|
|
From The Project Manager's Partner © Copyright
1996, Michael Greer & HRD Press
This article (C) Copyright 1999 from Michael Greer's
Project Management Resources web site.
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