Attention Writing King: Analyze Project Risk Management Case Study

pmbok_5th_edition_100-105.pdf

Home >Business & Finance homework help >Operations Management homework help >Attention Writing King: Analyze Project Risk Management Case Study

4 - P R O J E C T I N T E G R AT I O N M A N A G E M E N T

4.5.3.2 Change Log

A change log is used to document changes that occur during a project. These changes and their impact to

the project in terms of time, cost, and risk, are communicated to the appropriate stakeholders. Rejected change

requests are also captured in the change log.

4.5.3.3 Project Management Plan Updates

Elements of the project management plan that may be updated include, but are not limited to:

Any subsidiary plans, and

Baselines that are subject to the formal change control process.

Changes to baselines should only show the changes from the current time forward. Past performance may not

be changed. This protects the integrity of the baselines and the historical data of past performance.

4.5.3.4 Project Documents Updates

Project documents that may be updated as a result of the Perform Integrated Change Control process include

all documents specified as being subject to the project’s formal change control process.

4.6 Close Project or Phase

Close Project or Phase is the process of finalizing all activities across all of the Project Management Process

Groups to formally complete the project or phase. The key benefit of this process is that it provides lessons learned,

the formal ending of project work, and the release of organization resources to pursue new endeavors. The inputs,

tools and techniques, and outputs of this process are depicted in Figure 4-12. Figure 4-13 depicts the data flow

diagram of the process.

Inputs Tools & Techniques Outputs

.1 Project management plan

.2 Accepted deliverables

.3 Organizational process assets

.1 Expert judgment

.2 Analytical techniques

.3 Meetings

.1 Final product, service, or result transition .2 Organizational process assets updates

Figure 4-12. Close Project or Phase: Inputs, Tools & Techniques, and Outputs

4 - P R O J E C T I N T E G R AT I O N M A N A G E M E N T

4.6 Close Project

or Phase

4.2 Develop Project Management

Plan

Project Integration Management

Enterprise/ Organization

Customer

5.5 Validate Scope

Figure 4-13. Close Project or Phase Data Flow Diagram

When closing the project, the project manager reviews all prior information from the previous phase closures to

ensure that all project work is completed and that the project has met its objectives. Since project scope is measured

against the project management plan, the project manager reviews the scope baseline to ensure completion before

considering the project closed. The Close Project or Phase process also establishes the procedures to investigate

and document the reasons for actions taken if a project is terminated before completion. In order to successfully

achieve this, the project manager needs to engage all the proper stakeholders in the process.

This includes all planned activities necessary for administrative closure of the project or phase, including step-

by-step methodologies that address:

Actions and activities necessary to satisfy completion or exit criteria for the phase or project;

Actions and activities necessary to transfer the project’s products, services, or results to the next phase

or to production and/or operations; and

Activities needed to collect project or phase records, audit project success or failure, gather lessons

learned and archive project information for future use by the organization.

4 - P R O J E C T I N T E G R AT I O N M A N A G E M E N T

4.6.1 Close Project or Phase: Inputs

4.6.1.1 Project Management Plan

Described in Section 4.2.3.1. The project management plan becomes the agreement between the project

manager and project sponsor, defining what constitutes project completion.

4.6.1.2 Accepted Deliverables

Described in Section 5.5. Accepted deliverables may include approved product specifications, delivery

receipts, and work performance documents. Partial or interim deliverables may also be included for phased or

cancelled projects.

4.6.1.3 Organizational Process Assets

Described in Section 2.1.4. The organizational process assets that can influence the Close Project or Phase

process include, but are not limited to:

Project or phase closure guidelines or requirements (e.g., administrative procedures, project audits,

project evaluations, and transition criteria); and

Historical information and lessons learned knowledge base (e.g., project records and documents, all

project closure information and documentation, information about both the results of previous project

selection decisions and previous project performance information, and information from risk management

activities).

4.6.2 Close Project or Phase: Tools and Techniques

4.6.2.1 Expert Judgment

Expert judgment is applied when performing administrative closure activities. These experts ensure the project

or phase closure is performed to the appropriate standards. Expertise is available from many sources, including

but not limited to

Other project managers within the organization,

Project management office (PMO), and

Professional and technical associations.

4 - P R O J E C T I N T E G R AT I O N M A N A G E M E N T

4.6.2.2 Analytical Techniques

Described in Section 4.4.2.2. Examples of analytical techniques used in project closeout are:

Regression analysis, and

Trend analysis.

4.6.2.3 Meetings

Described in Section 4.3.2.3. Meetings may be face-to-face, virtual, formal, or informal. This may include project

team members and other stakeholders, involved in or affected by the project. Types of meetings include, but are not

limited to lessons learned, closeout, user group, and review meetings.

4.6.3 Close Project or Phase: Outputs

4.6.3.1 Final Product, Service, or Result Transition

This output refers to the transition of the final product, service, or result that the project was authorized to

produce (or in the case of phase closure, the intermediate product, service, or result of that phase).

4.6.3.2 Organizational Process Assets Updates

The organizational process assets that are updated as a result of the Close Project or Phase process include,

but are not limited to:

4 - P R O J E C T I N T E G R AT I O N M A N A G E M E N T

Project files—Documentation resulting from the project’s activities, for example, project management

plan; scope, cost, schedule, and project calendars; risk registers and other registers; change management

documentation; planned risk response actions; and risk impact.

Project or phase closure documents—Project or phase closure documents, consisting of formal

documentation that indicates completion of the project or phase and the transfer of the completed

project or phase deliverables to others, such as an operations group or to the next phase. During project

closure, the project manager reviews prior phase documentation, customer acceptance documentation

from the Validate Scope process (Section 5.4), and the contract (if applicable), to ensure that all project

requirements are completed prior to finalizing the closure of the project. If the project was terminated

prior to completion, the formal documentation indicates why the project was terminated and formalizes

the procedures for the transfer of the finished and unfinished deliverables of the cancelled project to

others.

Historical information—Historical information and lessons learned information are transferred to the

lessons learned knowledge base for use by future projects or phases. This can include information on

issues and risks as well as techniques that worked well that can be applied to future projects.

5 - P R O J E C T S C O P E M A N A G E M E N T

PROJECT SCOPE MANAGEMENT

Project Scope Management includes the processes required to ensure that the project includes all the work

required, and only the work required, to complete the project successfully. Managing the project scope is primarily

concerned with defining and controlling what is and is not included in the project.

Figure 5-1 provides an overview of the Project Scope Management processes, which include the following:

5.1 Plan Scope Management—The process of creating a scope management plan that documents how

the project scope will be defined, validated, and controlled.

5.2 Collect Requirements—The process of determining, documenting, and managing stakeholder needs

and requirements to meet project objectives.

5.3 Define Scope—The process of developing a detailed description of the project and product.

5.4 Create WBS—The process of subdividing project deliverables and project work into smaller, more

manageable components.

5.5 Validate Scope—The process of formalizing acceptance of the completed project deliverables.

5.6 Control Scope—The process of monitoring the status of the project and product scope and managing

changes to the scope baseline.

These processes interact with each other and with processes in other Knowledge Areas as described in detail

in Section 3 and Annex A1.

In the project context, the term scope can refer to:

Product scope. The features and functions that characterize a product, service, or result; and/or

Project scope. The work performed to deliver a product, service, or result with the specified features and

functions. The term project scope is sometimes viewed as including product scope.

The processes used to manage project scope, as well as the supporting tools and techniques, can vary

by project. The scope baseline for the project is the approved version of the project scope statement, work

breakdown structure (WBS), and its associated WBS dictionary. A baseline can be changed only through formal

change control procedures and is used as a basis for comparison while performing Validate Scope and Control

Scope processes as well as other controlling processes.