Process Objectives Flashcards
There is a business justification for initiating the project (documented in an outline business case)
Starting Up a Project
All the necessary authorities exist for initiating the project
Starting Up a Project
Sufficient information is available to define and confirm the scope of the project (in the form of a project brief)
Starting Up a Project
The various ways the project can be delivered are evaluated and a project approach selected
Starting Up a Project
Individuals are appointed who will undertake the work required in project initiation and/or will take significant project management roles in the project
Starting Up a Project
The work required for project initiation is planned (documented in a stage plan)
Starting Up a Project
Time is not wasted initiating a project based on unsound assumptions regarding the project’s scope, timescales, acceptance criteria, and constraints.
Starting Up a Project
There is authority to initiate the project
Directing a Project
There is authority to deliver the project product
Directing a Project
Management direction and control are provided throughout the project’s life
Directing a Project
The project remains viable
Directing a Project
Corporate, programme management, or the customer has an interface to the project
Directing a Project
There is authority to close the project
Directing a Project
Plans for realising the post-project benefits are managed and reviewed.
Directing a Project
The reasons for doing the project, the benefits expected, and the associated risks
Initiating a Project Process
The scope of what is to be done and the products to be delivered
Initiating a Project Process
How and when the project product will be delivered and at what cost
Initiating a Project Process
Who is to be involved in the project decision-making
Initiating a Project Process
How the quality required will be achieved
Initiating a Project Process
How baselines will be established and controlled
Initiating a Project Process
How risks, issues, and changes will be identified, assessed, and controlled
Initiating a Project Process
How progress will be monitored and controlled
Initiating a Project Process
Who needs information, in what format, and at what time
Initiating a Project Process
How the corporate, programme management, or customer method will be tailored to suit the project
Initiating a Project Process
Attention is focused on delivery of the management stage’s products. Any movement away from the direction and products agreed at the start of the management stage is monitored to avoid uncontrolled change and loss of focus.
Controlling a Stage process
Risks and issues are kept under control
Controlling a Stage process
The business case is kept under review
Controlling a Stage process
The agreed products for the management stage are delivered to stated quality standards, within cost, effort, and time agreed, and ultimately in support of the achievement of the defined benefits.
Controlling a Stage process
The project management team is focused on delivery within the tolerances laid down.
Controlling a Stage process
Work on products allocated to the team is authorised and agreed
Managing Product Delivery process
Team managers, team members, and suppliers are clear as to what is to be produced and what is the expected effort, cost, or timescales
Managing Product Delivery process
The planned products are delivered to expectations and within tolerance
Managing Product Delivery process
Accurate progress information is provided to the PM at an agreed frequency to ensure that expectations are managed
Managing Product Delivery process
Assure the project board that all products in the stage plan for the current management stage have been completed and approved
Managing a Stage Boundary process
Prepare the stage plan for the next management stage
Managing a Stage Boundary process
Review and, if necessary, update the PID; in particular, the business case, project plan, project approaches, project management team structure and role descriptions
Managing a Stage Boundary process
Provide the information needed for the project board to assess the continuing viability of the project
Managing a Stage Boundary process
Record any information or lessons that can help later management stages of this project and/or other projects
Managing a Stage Boundary process
Request authorisation to start the next management stage.
Managing a Stage Boundary process
Review and, if necessary, update the PID; in particular the customer’s quality expectations, project approaches and controls, and role descriptions
Managing a Stage Boundary process
Provide the information needed for the project board to assess the continuing viability of the project
Managing a Stage Boundary process
Prepare an exception plan as directed by the project board
Managing a Stage Boundary process
Seek approval to replace the project plan or stage plan for the current management stage with the exception plan
Managing a Stage Boundary process
Verify user acceptance of the project product
Closing a Project Process
Ensure that the host site is able to support the products when the project is disbanded
Closing a Project Process
Review the performance of the project against its baselines
Closing a Project Process
Assess any benefits that have already been realised and update the benefits management approach to include any post-project benefit reviews
Closing a Project Process
Ensure that provision has been made to address all open issues and risks, with follow-on action recommendations
Closing a Project Process
