A Guide to Project Management

Evm a technique used to integrate the projects scope

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Unformatted text preview: the value of the control provided with the cost of that control. For example, on many smaller projects, verbal authorizations will be adequate. .4 Status review meetings. Status review meetings are regularly scheduled meetings held to exchange information about the project. On most projects, status review meetings will be held at various frequencies and on different levels (e.g., the project management team may meet weekly by itself and monthly with the customer). .5 Project management information system. The PMIS is described in Section 4.1.2.3. .6 Organizational procedures. Any and all of the organizations involved in the project may have formal and informal procedures that are useful during project execution. A Guide to the A Guide to the 4.2.3 Outputs from Project Plan Execution .1 Work results. Work results are the outcomes of the activities performed to accomplish the project. Information on work results--which deliverables have been completed and which have not, to what extent quality standards are being met, what costs have been incurred or committed, etc.--is collected as part of project plan execution and fed into the performance reporting process (see Section 10.3 for a more detailed discussion of performance reporting). It should be noted that although outcomes are frequently tangible deliverables such as buildings, roads, etc., they are also often intangibles such as people trained who can effectively apply that training. .2 Change requests. Change requests (e.g., to expand or contract project scope, to modify cost [budgets], or schedule estimates [dates, etc.]) are often identified while the work of the project is being done. Project Project Management Management Body of Body of KnowledgeE L KnowledgeE PL MP AM SA S 4.3 INTEGRATED CHANGE CONTROL Integrated change control is concerned with a) influencing the factors that create changes to ensure that changes are agreed upon , b) determining that a change has occurred, and c) managing the actual changes when and as they occur. The original defined project scope and the integrated performance baseline must be maintained by continuously managing changes to the baseline, either by rejecting new changes or by approving changes and incorporating them into a revised project baseline. Integrated change control requires: Maintaining the integrity of the performance measurement baselines. Ensuring that changes to the product scope are reflected in the definition of the project scope. (The difference between product and project scope is discussed in the introduction to Chapter 5.) Coordinating changes across knowledge areas, as illustrated in Figure 4-2. For example, a proposed schedule change will often affect cost, risk, quality, and staffing. A Guide to the Project Management Body of Knowledge (PMBOK Guide) 2000 Edition 2000 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA NAVIGATION LINKS ACROYMNS LIST ACRONYMS LIST 47 ACROYMNS LIST Chapter 4--Project Int...
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