| Action |
Results of Successful Performance |
| 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
(the project Charter).
|
| 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.
|
- Quality management plan, including operational
definitions
- Quality verification checklists
|
| 11. Create a formal project communications
plan. |
- 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.
|
- 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
|
