The project manager cannot make necessary updates or modifications to business documents and can only make relevant suggestions.

Government or industry standards, market conditions, organizational culture and political climate

Risk thresholds, stakeholder expectations

The organization’s standard policies, processes and procedures

who drafted

who issued

Two effects

Whoever issued it has the right to modify it

Contents of the project charter

Assumptions

Constraints

Brainstorming

Interview

focus group

conflict management

guide

Conference management

Conduct meetings with key stakeholders to identify project objectives, success criteria, key deliverables, high-level requirements, overall milestones and other summary information

Distribute the project charter to ensure a shared understanding of the project purpose

Announce the candidate for the project manager and give an inaugural speech to announce the official launch of the project

Other sub-management plans

10 2 Sub plan

3 1 benchmark

3 components

approve

It means that startup is over and execution starts immediately

Introduce the project plan so that all relevant parties have a common understanding of the project

Gain stakeholder commitment to goals

Officially declare that the project has entered the execution stage

Corrective Actions, Preventive Actions, Defect Remediation, Updates

Deliverable products, deliverable documents

Clues to change: 1 Deliverables (direct and manage project work) 2 Verified deliverables (control quality) 3 Acceptance deliverables (confirmation scope) 4 Final deliverable handover (end project or phase)

Raw data collected during execution, usually at the lowest level of detail. Such as: planned time, actual time, progress, number of changes

1. Integrate and analyze original data to obtain work performance information

2. To make decisions, raise questions, take action or draw attention, Compile job performance information to form job performance reports

Source: (6 3 1) Control scope, control progress, control cost, control quality, control resources, control procurement, Supervise communication, supervise risks, supervise participation of relevant parties, Confirm scope

Clues of change (lines of work): 1 Job performance data (directing and managing project work) 2 work performance information (6 controls, 3 supervision, 1 confirmation) 3 Work performance report (supervise project work) 4Implement overall change control, manage team, manage communication, and control risks

One of the three major logs, in directing and managing project work (first created)

Logging and rooting all issues into project files

Content includes: type of question; who raised it and when; Description; priority; who is responsible for resolving the problem; Target problem solving; problem status; remarks

Concept: A formal proposal to modify any document, deliverable, or baseline

Any interested party can submit a change request

changed 4 types

If there are too many changes, the reasons must be found from the three constraints. Scope is the leader. First, review the scope.

Automated software tools for collecting and publishing a variety of data

Lessons Learned Register, Project Team Dispatch Work Orders, Resource Breakdown Structure, Stakeholder Register

The organization’s standard policies, processes and procedures, personnel management systems, Organizational communication requirements, knowledge sharing and information sharing procedures

Content: Challenges and Opportunities, Lessons Learned, Types, Action Plans and Recommendations

Methods used to promote employees to share tacit knowledge, integrate personal knowledge and cooperation, and create new knowledge

The transfer of tacit knowledge is the relationship between people. Face-to-face interaction is best for building the trusting relationships required for knowledge management

Interpersonal interactions, seminars, wrap-up sessions, storytelling, discussion forums such as focus groups

Work following and following guidance

Knowledge sharing activities such as lectures and conferences, interactive training

Various methods used to facilitate the sharing of explicit knowledge, belonging to the connection between people and knowledge

Methods for compiling explicit knowledge, registers of lessons learned

Library services, information collection, project management information systems

Active listening, guidance, leadership, interpersonal communication, political awareness

Compare actual execution with plan to identify deviations

Analyze deviations and make necessary change requests

Identify the extent of deviations, analyze causes, and predict future performance

For outsourced work, supervision of the contractor’s work is required

A document that compiles job performance information

Analysis of past performance, performance information on percent complete, Status information for each area (scope-schedule-cost-quality)

Summary of work completed during this period and changes approved during this reporting period

Current risk and issue status

Forecast analysis of work to be completed in the next period, time and cost

Purpose: To make decisions, take action or attract relevant attention

Deviation analysis

Alternatives Analysis

Cost-benefit analysis

Earned value analysis, root cause analysis, trend analysis

Includes: resource availability, schedule and cost data, earned value reports, burn charts or burndown charts

Change log

For example: change tracking software and version control software

Alternatives analysis, cost-benefit analysis

vote

autocratic decision making

Multi-criteria decision analysis

Convene change control meetings with the change control committee

Corrective Actions, Preventive Actions, Defect Remediation, Updates

Anyone who must do so in writing

Changes that have been implemented in an emergency, or if a team member is gold-plated, a change request must also be submitted

Changes to the project charter, the person who signed or approved the charter has the authority to approve

Changes to the baseline are approved by the Change Control Board CCB

The project manager has the authority to approve changes that do not change the project baseline or in emergency situations

Changes to terminate the project early can only be approved by the sponsor

triple constraints relation

When empowered: Be proactive - approve, deny or defer

When you have no authority: make suggestions after analysis and then report to superiors

Things that cannot be done outside the scope

A group composed of the project's key stakeholders that primarily approves changes to the baseline

Responsible for reviewing and evaluating decisions to approve, reject, and postpone changes

1. Identify changes (any changes should be reported to the project manager first) 2. Formally propose and record the change (the change request is updated to the change log first) 3. Analyze and evaluate changes; (first review the impact in the field and then conduct a comprehensive review) 4. The project manager submits the changes to the Change Control Board (CCB); (changes involving baselines) 5.CCB approves or rejects the change request and updates the change log; a written decision to approve, reject or suspend the change request 6. Update project management plan and project documents 7. Notify the relevant parties of the changes 8. Implement change requests 9. Review whether approved change requests are implemented in place 10. Summarize experiences and lessons learned.

Manage changes at source to reduce unnecessary changes

Communicate fully with customers, keep the same if possible, change as little as possible, and formally propose and implement the change process if changes are necessary.

During the change process and after the change is completed, relevant parties must be notified in a timely manner, and the change implementation status must be tracked and recorded.

During the implementation of the change process, continuous communication with relevant parties is required

Documents project success criteria, approval requirements, and who will sign off on project closure

Assumption log, project communication record, quality control measurement results, change log quality report, issue log (used to confirm that there are no unresolved issues) risk register, lessons learned register, risk report

Includes approved product specifications, delivery receipts and work performance documentation

Business case to determine whether the project achieves the expected results of the economic feasibility study

Benefit management plan, measuring whether the project has achieved planned benefits

Requirements for formal closing of procurement defined in contract terms

To close the contract, all procurement documents need to be collected and indexed

Handed over to designated parties to operate, maintain and support the product throughout its lifecycle

Summarize project performance with final report

Project or phase closing documents; if the project is terminated early, the reasons must be stated, and hand over completed/unfinished results

Project documents, operational and support documents, lessons learned knowledge base

Document analysis, summarizing lessons learned, sharing knowledge, and improving future projects

Regression analysis: Analyze the relationship between variables and results to improve future project performance

Trend analysis: Confirm the effectiveness of the organizational model and make adjustments for the future

Deviation Analysis: Analyze deviations to improve your organization’s measurements

Closing report meeting, customer summary meeting, experience and lesson summary meeting, celebration party, etc.