A Guide to Project Management

Is of major importance to a project because the

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Unformatted text preview: Solicitation (12.3)--obtaining quotations, bids, offers, or proposals as appropriate. Source Selection (12.4)--choosing from among potential sellers. Contract Administration (12.5)--managing the relationship with the seller. 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 35 ACROYMNS LIST Chapter 3--Project Management Processes Figure 37 | 3.4 Controlling Processes Communications Integration 10.3 Performance Reporting 4.3 Integrated Change Control To the Planning Processes (Figure 3-5) Time 6.5 Schedule Control Facilitating Processes Scope Scope 5.5 Scope Change Control From the Executing Processes (Figure 3-6) 5.4 Scope Verification To the Executing Processes (Figure 3-6) Cost 7.4 Cost Control Quality 8.3 Quality Control Risk 11.6 Risk Monitoring and Control ment ment To the Closing Processes (Figure 3-8) Figure 37. Relationships among the Controlling Processes geE L geE PL P 3.3.4 Controlling Processes Project performance must be monitored and measured regularly to identify variances from the plan. Variances are fed into the control processes in the various knowledge areas. To the extent that significant variances are observed (i.e., those that jeopardize the project objectives), adjustments to the plan are made by repeating the appropriate project planning processes. For example, a missed activity finish date may require adjustments to the current staffing plan, reliance on overtime, or tradeoffs between budget and schedule objectives. Controlling also includes taking preventive action in anticipation of possible problems. The controlling process group contains core processes and facilitating processes. Figure 3-7 illustrates how the following core and facilitating processes interact: Integrated Change Control (4.3)--coordinating changes across the entire project. Scope Verification (5.4)--formalizing acceptance of the project scope. Scope Change Control (5.5)--controlling changes to project scope. Schedule Control (6.5)--controlling changes to the project schedule. Cost Control (7.4)--controlling changes to the project budget. Quality Control (8.3)--monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance. Performance Reporting (10.3)--collecting and disseminating performance information. This includes status reporting, progress measurement, and forecasting. Risk Monitoring and Control (11.6)--keeping track of identified risks, monitoring residual risks and identifying new risks, ensuring the execution of risk plans, and evaluating their effectiveness in reducing risk. 36 NAVIGATION LINKS ACROYMNS LIST ACRONYMS LIST ACROYMNS LIST A Guide to the Project Management Body of Knowledge (PMBOK Guide) 2000 Edition 2000 Project Management Institute, Four Campus Boulevard, Newtown Square,...
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This document was uploaded on 09/27/2013.

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