A Guide to Project Management

Project management processes to the process groups

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Unformatted text preview: h base documents, such as the WBS, and the supporting detail. Many projects will also require application area-specific inputs (e.g., most major projects will require a cash-flow forecast). .2 Historical information. The available historical information (e.g., estimating databases, records of past project performance) should have been consulted during the other project planning processes. This information should also be available during project plan development to assist with verifying assumptions and assessing alternatives that are identified as part of this process. .3 Organizational policies. Any and all of the organizations involved in the project may have formal and informal policies whose effects must be considered. Organizational policies that typically must be considered include, but are not limited to: Quality management--process audits, continuous improvement targets. Personnel administration--hiring and firing guidelines, employee performance reviews. Financial controls--time reporting, required expenditure and disbursement reviews, accounting codes, standard contract provisions. .4 Constraints. A constraint is an applicable restriction that will affect the performance of the project. For example, a predefined budget is a constraint that is highly likely to limit the team's options regarding scope, staffing, and schedule. When a project is performed under contract, contractual provisions will generally be constraints. .5 Assumptions. Assumptions are factors that, for planning purposes, are considered to be true, real, or certain. Assumptions affect all aspects of project planning, and are part of the progressive elaboration of the project. Project teams frequently identify, document, and validate assumptions as part of their planning process. 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 43 ACROYMNS LIST Chapter 4--Project Integration Management 4.1.2 | 4.1.3.2 For example, if the date that a key person will become available is uncertain, the team may assume a specific start date. Assumptions generally involve a degree of risk. ment ment geE L geE PL P 4.1.2 Tools and Techniques for Project Plan Development .1 Project planning methodology. A project planning methodology is any structured approach used to guide the project team during development of the project plan. It may be as simple as standard forms and templates (whether paper or electronic, formal or informal) or as complex as a series of required simulations (e.g., Monte Carlo analysis of schedule risk). Most project planning methodologies make use of a combination of "hard" tools, such as project management software, and "soft" tools, such as facilitated startup meetings. .2 Stakeholder skills and knowl...
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This document was uploaded on 09/27/2013.

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