A Guide to Project Management

Planning 52 developing a written scope statement as

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Unformatted text preview: PA 19073-3299 USA Chapter 3--Project Management Processes Closing Processes From the Controlling Processes (Figure 3-7) Procurement 12.6 Contract Closeout Communications 10.4 Administrative Closure Figure 38. Relationships among the Closing Processes 3.3.5 Closing Processes Figure 3-8 illustrates how the following core processes interact: Contract Closeout (12.6)--completion and settlement of the contract, including resolution of any open items. Administrative Closure (10.4)--generating, gathering, and disseminating information to formalize phase or project completion, including evaluating the project and compiling lessons learned for use in planning future projects or phases. A Guide to the A Guide to the 3.4 CUSTOMIZING PROCESS INTERACTIONS The processes and interactions in Section 3.3 meet the test of general acceptance--they apply to most projects most of the time. However, not all of the processes will be needed on all projects, and not all of the interactions will apply to all projects. For example: An organization that makes extensive use of contractors may explicitly describe where in the planning process each procurement process occurs. The absence of a process does not mean that it should not be performed. The project management team should identify and manage all the processes that are needed to ensure a successful project. Projects that are dependent on unique resources (commercial software development, biopharmaceuticals, etc.) may define roles and responsibilities prior to scope definition, since what can be done may be a function of who will be available to do it. Some process outputs may be predefined as constraints. For example, management may specify a target completion date, rather than allowing it to be determined by the planning process. An imposed completion date may increase project risk, add cost, and compromise quality. Larger projects may need relatively more detail. For example, risk identification might be further subdivided to focus separately on identifying cost risks, schedule risks, technical risks, and quality risks. On subprojects and smaller projects, relatively little effort will be spent on processes whose outputs have been defined at the project level (e.g., a subcontractor may ignore risks explicitly assumed by the prime contractor), or on processes that provide only marginal utility (e.g., there may be no formal communications plan on a four-person project). Project Project Management Management Body of Body of KnowledgeE L KnowledgeE PL MP AM SA S 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 37 ACROYMNS LIST Chapter 3--Project Management Processes Figure 39 | Section II Process Groups Initiating Planning Executing Controlling Closing Knowledge Area 4. Project Integration Management 5. Project Scope Management 6. Project Time Management 5.1 In...
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This document was uploaded on 09/27/2013.

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