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We provide a solid foundation for improving Project Management throughout
Corporate Computer Resources by the consistent application of the Project
Management Process and the use of common terminology for those projects.
The
overall model is represented below:
All the phases are described
pictorially as follows:
Initiating:
Formally recognizing that a new project should begin, or that an existing project should continue to the next phase
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Planning:
We divide
the overall planning activity into following action
areas:
| Scope
Planning |
Developing
a written scope statement as the basis for future
project decisions
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| Scope
Definition |
Subdividing
the major project deliverables into smaller, more
manageable components (Work Breakdown Schedule)
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| Activity
Definition |
Identifying
the specific activities that must be performed to
produce the various project deliverables
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| Activity
Sequencing |
Identifying
and documenting interactivity dependencies
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| Resource
Planning |
Determining
what resources (people, equipment, materials0 and
what quantities of each should be used to perform
project activities
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| Activity
Duration Estimating |
Estimating
the number of work periods that will be needed to
complete individual activities
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| Cost
Estimating |
Developing
an approximation (estimate) of the costs of the
resources needed to complete the project
activities
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| Schedule
Development |
Analyzing
activity sequences, activity durations and
resource requirements to create the project
schedule
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| Cost
Budgeting |
Allocating
the overall cost estimate to individual work items
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| Project
Plan Development |
Taking
the results of other planning processes and
putting them into a consistent, coherent document
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Executing:
Executing
Process: Core Processes
| Project
Plan Execution |
Controlling
work-in-progress to see that it is carried out
according to the plan, providing feedback to
project stakeholders, processing changes, and
taking whatever corrective action is necessary
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Executing
Process: Facilitating Processes
| Information
Distribution |
Making
needed information available to the project
stakeholders in a timely manner
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| Team
Development |
Enhancing
the ability of the stakeholders to contribute as
individuals, as well as enhancing the ability of
the team to function as a team
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| Quality
Assurance |
Executing
the planned and systematic activities
implemented within the quality system to provide
confidence that the project will satisfy the
relevant quality standards
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| Solicitation |
Obtaining
quotations, bids, offers or proposals from
prospective sellers on how projects can be met
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| Source
Selection |
Selecting
a provider by applying evaluation criteria to
the bids or proposals received
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| Contract
Administration |
Ensuring
the seller's performance meets contractual
requirements
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| Scope
Verification |
Formalizing
the acceptance of the project scope by the
project stakeholders
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Controlling:
Controlling
Process: Core Processes
| Performance
Reporting |
Collecting
and disseminating performance information in
order to provide stakeholders with information
about how resources are being used to achieve
project objectives. This
includes:
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Status
Reporting
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Progress
Reporting
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Forecasting
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| Overall
Change Control |
Influencing
the factors that create changes to ensure that
the changes are beneficial, determining that a
change has occurred, and managing the actual
changes when and as they occur
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Closing:
Closing
Process: Core Processes
| Contract
Close Out |
Completion
and settlement of the contract, including any
resolution of any items
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| Administrative
Closure |
Generating,
gathering and disseminating information to
formalize the phase or project completion
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