Action | Deliverables |
Initiating |
1. Demonstrate project need and feasibility. | | 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. | |
2. Obtain project authorization. | | A "go/no go" decision is made by the sponsor. | | A project manager is assigned. | | A "project charter" is created which: | Formally recognizes the project | | 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 | | Authorizes the project manager to apply resources to project activities | | |
3. Obtain authorization for the phase. | | 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 | | Written approval of the phase is created which | Formally recognizes the existence of the phase | | 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 | | |
Planning |
4. Describe project scope. | | Statement of project scope | | Scope management plan | | Work breakdown structure | |
5. Define and sequence project activities. | | An activity list (list of all activities that will be performed on the project) | | Updates to the work breakdown structure (WBS) | | A project network diagram | |
6. Estimate durations for activities and resources required. | | Estimate of durations (time required) for each activity and assumptions related to each estimate | | Statement of resource requirements | | Updates to activity list | |
7. Develop a project schedule. | | Project schedule in the form of Gantt charts, network diagrams, milestone charts, or text tables | | Supporting details, such as resource usage over time, cash flow projections, order/delivery schedules, etc. | |
8. Estimate costs. | | Cost estimates for completing each activity | | Supporting detail, including assumptions and constraints | | Cost management plan describing how cost variances will be handled | |
9. Build a budget and spending plan. | | A cost baseline or time-phased budget for measuring/monitoring costs | | A spending plan, telling how much will be spent on what resources at what time | |
10. Create a formal quality plan. (optional) | | Quality management plan, including operational definitions | | Quality verification checklists | |
11. Create a formal project communications plan. (optional) | | A communication management plan, including: | Collection structure | | Distribution structure | | Description of information to be disseminated | | Schedules listing when information will be produced | | A method for updating the communications plan | | |
12. Organize and acquire staff. | | Role and responsibility assignments | | Staffing plan | | Organizational chart with detail as appropriate | | Project staff | | Project team directory | |
13. Identify risks and plan to respond. (optional) | | A document describing potential risks, including their sources, symptoms, and ways to address them | |
14. Plan for and acquire outside resources. (optional) | | Procurement management plan describing how contractors will be obtained | | Statement of work (SOW) or statement of requirements (SOR) describing the item (product or service) to be procured | | Bid documents, such as RFP (request for proposal), IFB (invitation for bid),etc. | | Evaluation criteria -- means of scoring contractor's proposals | | Contract with one or more suppliers of goods or services | |
15. Organize the project plan. | | A comprehensive project plan that pulls together all the outputs of the preceding project planning activities | |
16. Close out the project planning phase. | | A project plan that has been approved, in writing, by the sponsor A "green light" or okay to begin work on the project | |
17. Revisit the project plan and replan if needed. | | Confidence that the detailed plans to execute a particular phase are still accurate and will effectively achieve results as planned. | |
Executing |
18. Execute project activities. | | Work results (deliverables) are created. | | Change requests (i.e., based on expanded or contracted project) are identified. | | Periodic progress reports are created. | | Team performance is assessed, guided, and improved if needed. | | Bids/proposals for deliverables are solicited, contractors (suppliers) are chosen, and contracts are established. | | Contracts are administered to achieve desired work results. | |
Controlling |
19. Control project activities. | | Decision to accept inspected deliverables | | Corrective actions such as rework of deliverables, adjustments to work process, etc. | | Updates to project plan and scope | | List of lessons learned | | Improved quality | | Completed evaluation checklists (if applicable) | |
Closing |
20. Close out project activities. | | Formal acceptance, documented in writing, that the sponsor has accepted the product of this phase or activity. | | Formal acceptance of contractor work products and updates to the contractor's files. | | Updated project records prepared for archiving. | | A plan for follow-up and/or hand-off of work products | |
* From The Project Manager's Partner © Copyright 1996, 2001 Michael Greer & HRD Press |
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