Action |
Results of Successful Performance |
Initiating
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1. Demonstrate project need and feasibility.
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A document confirming that there is a need for the project deliverables and describing, in broad terms: the deliverables, means of creating the deliverables, costs of creating and implementing the deliverables, benefits to be obtained by implementing the deliverables.
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2. Obtain project authorization.
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A "go/no go" decision is made by the sponsor.
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A project manager is assigned.
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A "project charter" is created which:
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Formally recognizes the project
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Is issued by a manager external to the project and at a high enough organizational level so that he or she can meet project needs
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Authorizes the project manager to apply resources to project activities
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3. Obtain authorization for the phase.
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A "go/no go" decision is made by the sponsor which authorizes the project manager to apply organizational resources to the activities of a particular phase
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Written approval of the phase is created which
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Formally recognizes the existence of the phase
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Is issued by a manager external to the project and at a high enough organizational level so that he or she can meet project needs
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Planning
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4. Describe project scope.
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Statement of project scope
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Scope management plan
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Work breakdown structure
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5. Define and sequence project activities.
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An activity list (list of all activities that will be performed on the project)
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Updates to the work breakdown structure (WBS)
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A project network diagram
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6. Estimate durations for activities and resources required.
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Estimate of durations (time required) for each activity and assumptions related to each estimate
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Statement of resource requirements
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Updates to activity list
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7. Develop a project schedule.
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Project schedule in the form of Gantt charts, network diagrams, milestone charts, or text tables
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Supporting details, such as resource usage over time, cash flow projections, order/delivery schedules, etc.
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8. Estimate costs.
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Cost estimates for completing each activity
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Supporting detail, including assumptions and constraints
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Cost management plan describing how cost variances will be handled
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9. Build a budget and spending plan.
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A cost baseline or time-phased budget for measuring/monitoring costs
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A spending plan, telling how much will be spent on what resources at what time
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10. Create a formal quality plan. (optional)
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Quality management plan, including operational definitions
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Quality verification checklists
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11. Create a formal project communications plan. (optional)
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A communication management plan, including:
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Collection structure
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Distribution structure
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Description of information to be disseminated
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Schedules listing when information will be produced
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A method for updating the communications plan
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12. Organize and acquire staff.
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Role and responsibility assignments
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Staffing plan
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Organizational chart with detail as appropriate
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Project staff
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Project team directory
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13. Identify risks and plan to respond. (optional)
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A document describing potential risks, including their sources, symptoms, and ways to address them
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14. Plan for and acquire outside resources. (optional)
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Procurement management plan describing how contractors will be obtained
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Statement of work (SOW) or statement of requirements (SOR) describing the item (product or service) to be procured
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Bid documents, such as RFP (request for proposal), IFB (invitation for bid),etc.
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Evaluation criteria -- means of scoring contractor's proposals
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Contract with one or more suppliers of goods or services
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15. Organize the project plan.
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A comprehensive project plan that pulls together all the outputs of the preceding project planning activities
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16. Close out the project planning phase.
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A project plan that has been approved, in writing, by the sponsor A "green light" or okay to begin work on the project
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17. Revisit the project plan and replan if needed.
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Confidence that the detailed plans to execute a particular phase are still accurate and will effectively achieve results as planned.
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Executing
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18. Execute project activities.
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Work results (deliverables) are created.
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Change requests (i.e., based on expanded or contracted project) are identified.
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Periodic progress reports are created.
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Team performance is assessed, guided, and improved if needed.
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Bids/proposals for deliverables are solicited, contractors (suppliers) are chosen, and contracts are established.
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Contracts are administered to achieve desired work results.
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Controlling
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19. Control project activities.
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Decision to accept inspected deliverables
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Corrective actions such as rework of deliverables, adjustments to work process, etc.
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Updates to project plan and scope
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List of lessons learned
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Improved quality
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Completed evaluation checklists (if applicable)
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Closing
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20. Close out project activities.
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Formal acceptance, documented in writing, that the sponsor has accepted the product of this phase or activity.
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Formal acceptance of contractor work products and updates to the contractor's files.
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Updated project records prepared for archiving.
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A plan for follow-up and/or hand-off of work products |
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