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. |
|
| 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 |
|
