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Please move the cursor over each ITTO for a description

Statement of Work [SOW] :

  • A high-level description of the project to be undertaken, is scope and info on the deliverable/s.
  • Fundamental idea of the project around which rest of the parameters are built – expanded scope, time required to complete, cost involved, quality standards to me met, personnel required, risk involved, stakeholders impacted, profits to be expected and the like.
  • Depending on who initiates the project, sponsor or the customer creates SOW and gives it to the performing organization.

Business Case :

  • Reason for undertaking the project - based on customer request, market demand, technological advancement, legal requirement, social need, business need etc.
  • Looks at cost-benefit analysis, cash-flow analysis – IRR [internal rate of return], NPV [Net Present Value], ROI [Return On Investment], Payback period. All are assessed by people above and beyond the PM.
  • Uses mathematical models for calculation – linear, non-linear programming methods.

Agreements/Contracts :

  • An official understanding between the buyer and the seller.
  • Needed only if the work is performed for an external organization.
  • Provides information on the cost of contracts.

Enterprise Environmental Factors :

  • All factors that govern the project but beyond the control of the project - project is controlled by these factors but project cannot control these factors..
  • Laws, rules, regulations etc. that influence the project, and where it is done.
  • Risk appetite of all concerned stakeholders, and the organization as a whole.
  • Performing organizations structure, culture, willingness to respect the work ethics etc.
  • An important input to the Planning processes.

Organizational Process Assets :

  • Maintained and Provided by the Project Management Office, PMO
  • Templates the company has developed
  • Company guidelines
  • Knowledge base
  • Historical information, if any, on the project
  • Compilation of lessons learned from previous projects, opportunities and threats

Expert Judgment :

  • Subject Matter Experts, SMEs, who share their knowledge and expertise on similar projects.
  • Used in  a number of planning processes
  • Favorite option on the exam
  • Experts could be individuals or departments, internal or external, free or paid services.

Facilitation techniques :

  • Sharing of expert opinion with the concerned people on the project
  • Uses brainstorming techniques, [fill-in rest].

Develop Project Charter 

  • The first official process for the entire project.
  • Details why the project is being undertaken
  • Has high-level information on scope, schedule, cost, and other aspects of the project.
  • [Tools and Techniques are used to process the input to get the desired output.]

Project Charter :

  • The very first official document for any project.
  • Contains all high-level info on scope, schedule, cost.
  • Serves as the BASIS for further planning, initiates the project.
  • Contains the justification of the project being undertaken, info on final deliverables, high-level assumptions, limitations, key stakeholders, project statement of work, etc.
  • Signed, and approved, by senior management and sponsor
  • Names, and Authorizes the PM to utilize the resources – man, material, and monitory resources.
  • No project charter, no official project. Project does not exist without the project charter.
  • For use of internal purpose only, not to be shared with the customer.
  • Input to : develop project management plan, plan scope management, collect requirements, define scope, plan schedule management, plan cost management, plan risk management and identify stakeholders processes.

ITTO for Develop Project Charter Process.

Inputs

Tools and techniques

Outputs

Statement of Work

 

 

Business Case

 

Project Charter

Agreements

Expert Judgment

 

Enterprise Environmental Factors

Facilitation Techniques

 

Organizational Process Assets

 

 

 

NOTES :

  • Integration Management is the only knowledge area that covers all the process groups, from initiating to closing.
  • Int. Mgt. is a very broad view of the entire project  and integrates all the groups, while the rest of the knowledge areas focus only on that particular knowledge area.
  • Integration management covers the entire spectrum of the project.
  • PM mainly responsible for project integration, bringing together all aspects of the project
  • Deming’s PDCA - Plan, Do, Check, Act is in full force here.  PDCA cycle repeated until everything is in line with the plan, and then moves onto the closing phase.
  • If any aspect of the project is deviating from the original plan, issues are revisited and brought back in-line with our expectations, either by corrective or preventive action.
  • Corrective and preventive actions might need to go thro’ change requests, depending on the degree of change. NOTE : PM has the authority to approve some of the changes if it does not affect the scope,  schedule, and cost baselines.
  • Changes to project management plan are always done thro’ change requests and with approval of the change control board, CCB – which is made up of some of the key stakeholders.

Statement of Work [SOW] :

  • A high-level description of the project to be undertaken, is scope and info on the deliverable/s.
  • Fundamental idea of the project around which rest of the parameters are built – expanded scope, time required to complete, cost involved, quality standards to me met, personnel required, risk involved, stakeholders impacted, profits to be expected and the like.
  • Depending on who initiates the project, sponsor or the customer creates SOW and gives it to the performing organization.

Business Case :

  • Reason for undertaking the project - based on customer request, market demand, technological advancement, legal requirement, social need, business need etc.
  • Looks at cost-benefit analysis, cash-flow analysis – IRR [internal rate of return], NPV [Net Present Value], ROI [Return On Investment], Payback period. All are assessed by people above and beyond the PM.
  • Uses mathematical models for calculation – linear, non-linear programming methods.

Agreements/Contracts :

  • An official understanding between the buyer and the seller.
  • Needed only if the work is performed for an external organization.
  • Provides information on the cost of contracts.

Enterprise Environmental Factors :

  • All factors that govern the project but beyond the control of the project - project is controlled by these factors but project cannot control these factors..
  • Laws, rules, regulations etc. that influence the project, and where it is done.
  • Risk appetite of all concerned stakeholders, and the organization as a whole.
  • Performing organizations structure, culture, willingness to respect the work ethics etc.
  • An important input to the Planning processes.

Organizational Process Assets :

  • Maintained and Provided by the Project Management Office, PMO
  • Templates the company has developed
  • Company guidelines
  • Knowledge base
  • Historical information, if any, on the project
  • Compilation of lessons learned from previous projects, opportunities and threats

Tools and Techniques :

Expert Judgment :

  • Subject Matter Experts, SMEs, who share their knowledge and expertise on similar projects.
  • Used in  a number of planning processes
  • Favorite option on the exam
  • Experts could be individuals or departments, internal or external, free or paid services.

Facilitation techniques :

  • Sharing of expert opinion with the concerned people on the project
  • Uses brainstorming techniques, [fill-in rest].

Develop Project Charter

  • The first official process for the entire project.
  • Details why the project is being undertaken
  • Has high-level information on scope, schedule, cost, and other aspects of the project.
  • [Tools and Techniques are used to process the input to get the desired output.]
  •  

Project Charter :

  • The very first official document for any project.
  • Contains all high-level info on scope, schedule, cost.
  • Serves as the BASIS for further planning, initiates the project.
  • An agreement between the senior management, sponsor and PM.
  • Contains the justification of the project being undertaken, info on final deliverables, high-level assumptions, limitations, key stakeholders, project statement of work, etc.
  • Signed, and approved, by senior management and sponsor
  • Names, and Authorizes the PM to utilize the resources – man, material, monitory resources.
  • No project charter, no official project. Project does not exist without the project charter.
  • For use of internal purpose only, not to be shared with the customer.
  • Input to : develop project management plan, plan scope management, collect requirements, define scope, plan schedule management, plan cost management, plan risk management and identify stakeholders processes.