| 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 |
|
