defining, planning, executing, closing

ends with the decision to accept or reject a project (to do or not to do?); project charter approved by sponsor

project requirements are gathered from the stakeholders and the project team identifies the work activities necessary to produce the project deliverables; ends when the approval of the project scope, budget, and schedule are approved; subject matter experts used to plan more accurately; work breakdown structure used to figure out precisely how much work/time needed

the team uses the plan to produce the project outcomes; is interrupted by an iterative process; if iterative process shows good progress, then work is continued...if not, then return to planning again to fix problems, once plan is approved, return to execution

occurs when monitoring and controlling processes are used to ensure that the project execution is going as planned; the triple constraints are used as a guide to rate progress

the completed project is turned over to the customer and the project reaches conclusion

contract for the project; defines and documents the project's existence; summarizes all of the key information about the project and authorizes the project manager to assemble the team and begin detailed planning

-Major project outcomes and deliverables (products/services)

See image

See image

See image

See image

See image

See image

See image

See image

See image

intermediate outcomes of a project; selecting a location for a new restaurant; anything that moves the project toward completion

end product/service

add functionality without caring about the impact the rest of the project; "It's a small thing," or "Wouldn't it be great if...?"; basically, adding more small ideas to the project to "make it better"...this can quickly be the downfall of the project

process of gathering information from the customer and stakeholders in order to define the high level project outcomes; helps the project team determine which processes and activities will need to occur in order to complete the project

-The date that a product needs to be ready for release to the market

See image

See image

See image

See image

See image

See image

describe customer requirements that identify precise and measurable characteristics of the project outcome;design and engineering requirements such as the finished weight of a product, physical dimensions, processing speed, response time for software and processes, or similar measurable characteristics of the project outcome

a written statement summarizing the work that will be completed to provide a project outcome that will meet the customer and/or sponsor's requirements

the person or organization providing the requirements that define the project outcomes receiving the benefits of the project; the customer may be part of the same company providing the project team (internal customer) or the project team and customer may be in two separate companies (external customer)

a statement explaining the business need for the project; helps tie the project back to the strategic and operational goals of the company and its mission

person who has authority to expend resources for the project

Integration Management Plan

See image

See image

See image

See image

See image

See image

See image

See image

See image

See image

See image

See image

See image

See image

See image

See image

See image

See image

See image

See image

See image

See image

See image

See image

See image

See image

See image

Add money and/or time and complete the additional request

See image

See image

if the PM detects that the project is not being executed as planned, she may need to intercede in order to correct the situation; happens during execution phase

1) Deliver Project Outcomes and Deliverables to the Customer and/or Sponsor, 2) Close all Procurement Activity, 3) Complete the Administrative Closeout

Confirm project final deliverables match customer and/or sponsor requirements

See image

See image

See image

See image

Pay all open invoices

See image

See image

See image

See image

See image

Complete team member performance reports

See image

See image

See image

See image

false; some companies will gain more experience along the execution phase and will need to go back to the planning phase when more knowledge is gained

comprehensive computer system that manages inventory, customer records, accounts receivable, accounts payable, general accounting, tax accounting, and human resources together

project is broken down into smaller projects; each phase has its own deliverables; each phase can require thousands of hours of work and more than a year to complete; each phase has the defining, planning, executing, and closing stages

go/no-go; a point of decision; at the end of phase 1 in a phased project, the decision to continue with the phased project or not is made; happen at the end of each phase once enough info is collected for management to make a decision

great for projects where there is a big lack of knowledge and a lot of uncertainty; the project as a whole is a big learning curve; the full project can be stopped at the end of any phase to stop more resources from being expended, helps save money; the company learns more and refines the scope of the project with each phase

the PM, advice and input from stakeholders, status reports,

during the planning phase of future projects

scope is the number and type of features or functions; quality is how well the feature meets requirements of a scope or function

Project objectives

See image

See image

See image

See image

See image

See image

See image

if the project scope escalates and work is being performed that was not originally budgeted, it puts a strain on all project resources and can cause the project to run over budget, behind schedule, or have lower quality

clearly define every aspect of the project including functions and features, quality expectations, and time constraints. There will be no ambiguity and nothing left to interpretation

false; quality is sometimes mandated by the government and decreased quality can cause injuries because of quality defects

beginning and end dates of a project; represented as a timeline on a calendar with milestones

project scheduling tool to help set milestones that need to be completed for a successful project

the path with the longest duration from the start of the project to its completion; can change during the project depending on actual time utilization and other unforeseen circumstances

opposite of the critical path; the amount of time an activity can be delayed without affecting the completion date of the project; can help the PM determine if there are any resources that may be available to be redirected to activities that may be "in trouble."

the sum total of all expenses directly charged to the project; can include:

See image

See image

See image

See image

See image

See image

See image

See image

business expenses:

See image

See image

See image

sale-cost=profit

-Government requirement, such as:

See image

See image

See image

See image

See image

See image

See image

includes expected scope, the expected cost, and the expected schedule to compare to actuals throughout the project so that the PM knows when the project is deviating from the expected outcomes