Project Management Toolkit - Presentation
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Manage Projects Professionally
PROJECT MANAGEMENT TOOLKIT
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Important Stuff Setting Standards
What setting you want today? Formal or Informal?
What learning environment would you prefer? Lecture-based or interactive?
Would you like others to talk on the phone during the program?
Would you like to receive rewards for good performance?
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Important Stuff
Setting Standards Not a training program This is an EXPERIENCE
– Learning Experience for ALL of us
Be ready to give and receive constructive criticism
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Learning Contract
A contract between YOU and YOURSELF
Write ONLY what you want to remember later
Not more than 10 points
“The Only Barrier to Learning the Truth is to Assume You Already Know It” Confucius
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Why perform Project Management
Preparation
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Understanding the Expectation Game
Project Intro
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What is a Project Project Definition : "A temporary endeavor undertaken to create
a unique product, service or result" Features
Temporary: Has a finite duration, project ceases when its objective is achieved. Does not mean short duration. Normally, the product/service will outlive the project
Unique : Doing something that has not been done earlier Progressive Elaboration: "Developing in steps, and continuing in increments".
Development of details progressively Environment
Constantly changing Building and Dismantling Precedes Operations
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What is a Project Projects and Operations
Similarities: Performed by people Constrained by limited resources Planned, executed and controlled
Differences: Operations: Ongoing, repetitive, necessary for sustaining the business Projects: Temporary, unique.
Projects and Strategic Planning Projects are used to achieve strategic plans In response to market demands, customer requests, organizational needs,
technological advances, legal requirements.
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What is Project Management Application of
Knowledge (e.g. Domain areas - Pharmaceutical, construction, etc.)
Skills (Managing) Tools & Techniques (Software) Project activities (e.g Time
Management, Cost Management, etc.)
The GOAL Project objectives
PM is accomplished through processes Prepare – Plan – Execute - Close
Project work typically involves Identifying requirements Defining objectives Balancing the competing
demands for Scope, Time, Cost, and Quality
Managing stakeholders
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Why Project Management? To enhance the probability of project success To focus on objectives - Scope, Time, Cost, Quality & Risk For effective response to rapid changes To manage effective utilization of resources To address stakeholders interests To manage risks effectively Achieve Financial Efficiency
Project Cost Project Time Project Quality
Lessons Learnt Create re-usable data and information for future use
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Project Lifecycle No ‘ideal’ project lifecyle It defines
What work to do in each phase
What deliverables to be generated
Who all are involved in each phase
How to manage each phase
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Project Lifecycle Common characteristics
Phases are generally sequential
Cost and staffing are low at the start, peak in the middle and are low again
Risk is high at the start and slowly declines
Influence of stakeholders is highest at the start and declines slowly
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Project Phases Preparaing
Defines and authorizes the project or a project phase Panning
Defines and refines objectives, and plans the course of actions required to attain the objectives and scope that the project was undertaken to address
Executing Integrates people and other resources to carry out the project management plan for the
project Regularly measures and monitors progress to identify variances from the project
management plan so that corrective action can be taken when necessary to meet project objectives
Closing Formalizes the acceptance of the product, service or result, and brings the project or a
project phase to an orderly end
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Project Charter The document that formally authorizes the project Authorizes Project Manager to apply organizational
resources PM should be assigned at the earliest feasible, but
should always be assigned before start of the planning phase, or during charter development
The Initiator or Sponsor is external to the project organization at a level appropriate to funding the project
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Project Charter Project Charter should address the following
Requirements of the customers, sponsors and other stakeholders Business needs, project justification, strategic plan Assigned PM and authority (some other resources may also be pre-assigned) Product description/deliverables Summary milestone schedule Stakeholder influences Functional organization and its participation Constraints and assumptions relating to organization, environment and external
factorsSummary budget
Any change in the Project Charter should question the continuance of the project
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Well planned is almost done
Planning
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Project Activity Planning
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The Columbus Disease
He left but he didn’t know where he was going
When he got there he didn’t know where he was
When he got back he didn’t know where he had been
And he did this three times in seven years
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Project Planning
Planning is a process – not an outcome Planning should address
Setting the boundaries | Scope statement Activity planning Activity schedule development Cost planning Risk planning
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Scope Statement Project scope statement should address the following areas:
Project and product objectives Product/service requirements and characteristics Product acceptance criteria Project boundaries – What is included and what is not Project requirements and deliverables Project constraints Project assumptions Initial project organization Initial defined risks Schedule milestones Initial Work Breakdown Structure
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Project Activity Planning Steps to develop project activity schedule
Specify the individual activities (WBS) Determine the sequence of these activities (Activity Table) Draw a sequence diagram (AON or AOA) Estimate the completion time for each activity (Activity
Estimates) Identify the critical path (Using CPM) Create a schedule of activities Update the schedule / diagram as the project progresses
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Activity Identification Tool - WBS Deliverable-oriented hierarchical decompositions of project work Creates the required deliverables WBS organizes and defines the total scope of the project Subdivides the project work into smaller, more manageable
pieces of work Has descending levels with increasingly detailed definition of the
project work Lowest level WBS components are called work packages; they
can be scheduled, cost-estimated, monitored and controlled
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WBS Characteristics
Manageable (specific authority/responsibility assigned)
Independent (with respect to other elements o( projects)
Integrateable {so that the total package can be seen)
Measurable (each deliverable)
Purpose To simplify a complex project - it is a
summation of elements Planning can be better performed Duration, cost and budget can be
established Time, expenditure, and performance
can be tracked Network and Control Planning can be
initiated Responsibilities and Resources can be
assigned Omission/duplication of tasks can be
avoided Provide a common structure and
coding system
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Creating WBS Templates Decomposition
Subdivision of project deliverables into smaller chunks
Goal : create work packages May not be possible for
deliverables that are far into the future
Different deliverables may have different levels
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Sample WBS
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Sample WBS
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Task Sequencing
Identification of logical sequencing among schedule activities
Allows for a smooth flow of project activities
Helps to identify the most efficient way to reach project milestones
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Task Sequencing Tool - PDM Precedence Diagram Method Helps to develop project
schedule Identifies dependencies of
different activities to establish the fastest path to task completion
Most useful for complex projects Visual display helps to
communicate activity execution Identifies missing activities Also known as AON
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PDM Terms to remember
Events Activity Dependency
Four types of dependencies Finish to Start (most common) Start to Start Finish to Finish Start to Finish (rarely used)
Practice
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Building a PDM
List the activities and their
dependencies
Create a start node
Draw arrows from the
start node to the first
activity node
Sequentially arrange
all activities from the
start
Repeat process from
successors for all activities
Double-check for missed
relationships
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Task Sequencing Tool - ADM Arrow Diagram Method Another way to create a
schedule network diagram AOA – Activity on Arrow Difference
Activities are identified on arrows Activities connect on nodes to show
dependencies Only has Finish to Start dependency Can also have dummy nodes Less commonly used in project
planning
Sample ADM
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Practice
Perform Task Sequencing through PDM ADM
Sample Project Activities
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Duration Estimate Tools Parametric Estimate
Determined by multiplying the quantity of work by the productivity rate Construction work – per
square foot Design work – labor hour
per design Drilling – time taken per
cubic inch
Three-point Estimate Helps to consider the
amount of risk in the initial estimate
Considers 3 types of estimates Most likely Optimistic Pessimistic
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Schedule Development Outlines the proposed timelines
for the project activities
Is an iterative process
Is typically completed AFTER activity duration estimate
Serves as the baseline against which project progress can be tracked
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Schedule Development Tool - CPM Dupont developed the concept in 1957 – to address the shutting of
plants for maintenance Helps to identify the path of activities where any delay WILL cause a
delay in the project timeline For activities outside the Critical Path, there is tolerance for
Late start Late finish Early start
Used to be carried out by hand – now there are software available MS Project Primavera
Schedule activities on the Critical Path are called Critical Activities
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More on CPM Calculated by estimating the following 4 parameters for each activity
ES - Earliest start time Earliest time at which the activity can start given that its precedent activities must be completed
first EF - Earliest finish time
Equal to the earliest start time for the activity plus the time required to complete the activity LS - Latest start time
Equal to the latest finish time minus the time required to complete the activity LF - Latest finish time
Latest time at which the activity can be completed without delaying the project
Slack Time Time between its earliest and latest start time Amount of time that you can delay an activity without delaying the project schedule
Critical Path A path in which all activities have ES = LS and EF = LF
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Why CPM
CPM helps to identify Different activities that MUST be completed on time for
the project to stay on schedule Which activities can be delayed and their resources can
be reallocated Minimum duration of the project Early start and late start time for each activity in the
schedule
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Schedule Compression Tools Schedule Compression
Helps to shorten project schedule WITHOUT changing the project scope Compression techniques
Crashing Cost and Time tradeoffs are analyzed to determine the greatest amount of
project compression Often results in increased cost
Fast Tracking Sequenced activities are performed in parallel E.g. – foundation work is started before detailed architecture drawings are
complete Increases project risks
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Project Cost Planning
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Why Perform Cost Planning Helps to manage the cost of the
resources needed to complete schedule activities
Projects cash outflows at different stages of the project
Helps to highlight the risk of major cost over-runs
Establishes a baseline to compare with the actual project cost
Helps the sponsors to decide whether to continue or shut the project
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Cost Planning Tools
Bottom-up Estimating Starts from Work Packages – from bottom level activities Add up their costs and work upwards Aggregate the costs to reach a final figure Pros and Cons
Upside – is more accurate, cost changes can be recorded easily
Downside – takes more time, requires detailed knowledge
Parametric Estimating (discussed earlier)
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Cost Planning Tools Top-down Estimating (Analogous Estimating)
Takes cost inspiration from similar projects, tasks Starts from the top and work downwards Divide the cost figures among different sub-projects or tasks Pros and Cons
Upside – quick and easy to use, good for early-stage planning Downside – often is very inaccurate, can mislead if used at a later stage
Reserve Analysis Contingency factor – what-if scenario Downside – can over-state the cost estimate of schedule activity Remedy – aggregate reserves for a group of activity and assign it to a dummy
task
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Inputs for Cost Planning Enterprise Environment Factors Organizational Process Assets Project Scope Statement Work Breakdown Structure WBS Dictionary Project Management Plan Schedule Management Plan Staffing Management Plan Risk Register
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Project Risk Planning
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What is Project Risk Probability of an uncertain event or condition with a positive or
negative effect on any one of the following project objectives Scope Cost Time Quality
Examples Probability of delay in acquiring a permit from the government for an aspect
of the project Probability of unavailability of adequate resources assigned for a particular
task Probability of increase in resource cost
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Understand Risk Types of risks
Known risks – something we can plan for Unknown risks – we are caught off guard
Risks – threats or opportunities? Taking risk against profitable gain
Using Fast Tracking to shorten project timeline Risks that offer opportunities
Lowering of taxes on project resources, brining cost down
Attitude toward risk? Fear and avoid Accept and face
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Risk Planning Process
Identify risks
Qualitative Risk
Analysis
Quantitative Risk Analysis
Risk Response Planning
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Risk Identification Documenting which risks might affect the project Is an iterative process
PM should decide the frequency of review Leads commonly to qualitative analysis Grouping of risks with respect
How they relate to each other How they impact the project objectives Their probability
Risk Register A collection of all types of risks and their characteristics This is the output of the process
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Risk Identification Tools Brainstorming
Gather with different stakeholders in separate groups
Collect the risks they identify Consolidate
Delphi Technique Asks a group of experts
anonymously a set of questions about potential risks
Consolidate data Send it to the experts again and
seek comment Repeat 3-5 times
SWOT Analysis Strengths Weaknesses Opportunities Threats (these are your risks)
Checklist Analysis Historical data Risk Register from another
project Use the data gathered to
prepare a checklist
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Sample Risk Register
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Risk Impact Scales
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Qualitative Risk Analysis Helps to prioritize project
risks Sets you up for the next step
Either quantitative risk analysis Or risk response planning
Main ingredients Risk probability Risk impact Risk tolerance for Scope, Cost,
Quality and Time
Advantages Easy and simple to use Gives a ballpark figure
of risk impact value Disadvantages
Too simple for complex projects
May be inaccurate
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Tool | Risk Matrix
Helps you to Visualize the effect of
different risks Gives you the ‘big’
picture Charts risks
X-axis – Risk Impact Y-axis – Risk Probability
High Probability – Low Impact
High Probability – High Impact
Low Probability – Low Impact
Low Probability – High Impact
Risk Matrix
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Tool | Probability-Impact Matrix Risk probability
Likelihood that a certain probability will occur Risk impact
Potential effect of a certain risk on any of the four project objectives: scope, time, quality and cost
Assesses both positive as well as negative risk Positive risk – opportunities Negative risk – threats
Risk Factor Result of multiplying risk probability with risk impact Gives the final impact of a certain risk
Risk data quality Ask experts – avoid bias – look at historical data
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Sample | Probability-Impact Matrix Project Objective
To establish a new territorial office
Potential Risks Inflation higher than
estimated Project team members
leaving before project completion
Changes in project scope Security situation of the area
Risk Name
Probability
ImpactP * I = Final Risk
Higher Inflation
0.4 0.7 0.28
Higher Turnover (Project Team)
0.1 0.2 0.02
Scope Change
0.2 0.6 0.12
Security Situation
0.5 0.5 0.25
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Qualitative Risk Analysis | Output
Qualitative analysis results in Ranking of different risks Grouping of risks List of risks requiring response in the near-term / long-
term List of risks for additional analysis
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Risk Response Planning
Process of developing responses to Enhance opportunities Reduce threats
Should address risks based on their Risk Factor or priority
Helps to create some cushion by Allocating extra budget Allocating extra time
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Tools | Risk Response Strategies Responding to Threats
Avoid Change the PM plan to avoid a
risk Transfer
Shifting the impact and ownership of risk to third party (insurance policy)
Mitigate Work to reduce the probability
or impact of a risk (test marketing, prototyping)
Proactive Vs Reactive
Responding to Opportunities Exploit
Seek to face the risk head on (assigning better talent to a task)
Share Sharing the ownership with a
third party (JVs) Enhance
Seek to increase the probability or impact of the positive risk
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Executing to Perfection
Executing
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Communicating What Needs Execution
Project Communication Management
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Communications Management
Objective To ensure timely and appropriate generation, collection,
distribution, storage, retrieval and ultimate disposition of project information
Processes for communication management Information distribution Performance reporting Stakeholder communication management
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Information Distribution
Broad Strategy Need-to-know basis
Restricts access – Keeps security intact – Maintains strong lines of separation – Keeps the focus of the members intact
Want-to-know basis Opens access – Risks information proliferation – Allows for
involvement – May increase distraction
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Information Distribution | Tools Distribution Triggers
Time-based reports / meetings Frequency
Event-based reports / meetings Event significance identification
Style Formal
Standard templates Informal
No specific formats
Methods Isolated meetings Project team meetings E-sharing thru project
management systems E-mails and file sharing systems
Content High-level
Less details Focuses on output / deliverable
Low-level More details Focuses on processes
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Performance Reporting
Purpose To continuously assess current project performance
against project estimated baselines related to Scope Quality Time Cost
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Performance Reporting | Tool
KPI – Key Performance Indicator Why
“Numbers don’t lie” Helps to measure performance objectively
Remember that KPIs should Connect with either one of the four project objectives (SCTQ) Measure live project performance Should be designed so they result in numbers or % Will measure the performance result against baseline
estimates
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Stakeholder Communication Management
Purpose To satisfy the needs of and resolve issues with project
stakeholders Suggested Strategy
“Need to know basis” – well-defined lines of communication separation
Active engagement – answer before they question
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Communicating What Needs Execution
Risk Management
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Risk Management
Objective Executing the risk plans and reassessing them to meet
project objectives Risk Monitoring and Control
Assess the assumption of earlier identified risks Monitor the progress of risk response execution Identify and analyze new risks
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Risk Management | Tool Risk Audit
Examines and documents the risk responses and compares it against the established baselines
Subjective activity – helps to see the trend and reassess the risk responses Variance Analysis
Identifies how much the actual progress has deviated from the baseline estimates
Statistical method Provides an objective analysis
Reserve Analysis Risks will occur – your reserves will get consumed, but how much? Analyze the use of reserves consumption
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Quality Management
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Quality Management Quality
Degree to which a set of inherent characteristics meet requirements Purpose
To ensure the baseline quality targets are met through Achieved through
Quality Assurance To ensure that processes are being followed as planned and proposed
Quality Control To ensure specific project deliverables meet the quality standard that
was planned and proposed
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Quality Assurance Application of planned and systematic activities to ensure that
processes are in line to meet the project objectives Negates “Don’t fix it if it isn’t broken” philosophy
Setup A separate designated team Quality Circles
Members from within the team are assigned and rotated to perform QA
Benefits Checks deviations before they result in bad quality deliverable Paves way for Continuous Improvement (Kaizen?) Helps to develop stronger standards for processes
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QA | Tools Quality Audits
Structured review activity to check whether project processes comply with organizational / project policies and procedures
Shouldn’t be announced – best when done without prior notice Conducted by trained in-house personnel
Process Analysis A scheduled activity to systematically review processes in view
of the deliverables and project objectives Feedback from project members
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Quality Control Monitoring of specific project deliverables to check whether they
comply with planned / proposed quality standards Setup
An independent team performs quality checks Done through sampling Statistical analysis – to identify patterns and then identify root cause
Benefits Keeps poor quality deliverables from reaching in the hands of the customer or
sponsor Helps to identify poor inputs into activities Arrests trends that could lead to further deterioration in quality of the
deliverables
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Change Management
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Change Management Purpose
To assess, record and incorporate any changes to the project objectives mainly T-Q-S-C
Is performed from inception to completion Is important as projects seldom get executed exactly
as planned Is often a result of a risk being materialized
Positive risk – positive change Negative risk – negative change
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Change Management
Steps to perform control and manage changes Identify the need for a change in the project objectives Review request for changes Assessing the effects of proposed changes to SCTQ Inform and review the proposed changes with
stakeholders If approved, document and update all SCTQ baselines
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The Destination
Closing
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Closing Project
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Closing Project Structured process Ensure that deliverables are handed over to project
sponsors or customers Document and archive project records for future
projects Ensure project deliverables are accepted by sponsors /
customers Perform comparative analysis of initial baseline
estimates and final output
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Documentation Purpose
To ensure that all important activities, policies, processes and deliverables are documented for review
Benefit Facilitates project performance analysis Allows for comparative analysis between projected and actual Makes templates available for future projects Some policies and processes can be utilized by other
departments in organizations Provides important data for operations
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Thanks