It is the document that officially approves the project.

Authorizes the project manager to use the organization's resources in project activities

The project manager should always be assigned before planning begins, preferably when developing the project charter

Issued externally by the project implementing organization

Develop a document that formally approves the project or phase

Marks the official launch of the project

Project managers should be identified and appointed as early as possible

The project manager should be involved in developing the project charter

Determine the project manager and define the project manager’s powers

Formal confirmation of the project’s existence and giving the project a legal status

Specify the overall goals of the project, including scope, time, cost, quality, etc.

By describing the reasons for starting the project, link the project with the daily business operations and strategic plans of the executing organization.

The purpose of the project or the reason for approving the project

Measurable project goals and associated success criteria

Overall requirements of the project

General project description

Main risks of the project

Overall milestone schedule

overall budget

Project approval requirements

Delegated project manager and his/her responsibilities and authorities

The name and authority of the sponsor or other person who approved the project charter

Approved by someone outside the project, such as the sponsor, project management office, or portfolio steering committee

The project initiator or sponsor should have certain authority and be able to provide funds for the project

They prepare the project charter themselves or authorize the project manager to prepare it on their behalf

When the project charter is signed by the initiator, the project is approved

By preparing a project charter, you can link the project to the organization's strategy and daily operations.

protocol

Project work statement

business case

business environment factors

organizational process assets

expert judgment

guidance technology

Project Charter

Generally organized and held by the project manager

Make the project's main stakeholders clear about the project's goals, scope, requirements, background, and their respective responsibilities and authorities

Determine the goals of the meeting

Make preparations before the meeting

Identify and inform people attending the meeting

Identify the main topics of the meeting

Take good notes

scope management plan

progress management plan

cost management plan

quality management plan

process improvement plan

staffing management plan

communication management plan

risk management plan

Procurement Management Plan

The project management plan can be detailed and may consist of one or more partial plans, as well as other matters.

Various project management processes selected by the project management team

The level of implementation of each selected process

A description of the tools and techniques used to implement these processes

Ways and means to use selected processes in managing specific projects, including dependencies and interactions between processes, as well as important evidence and results

Ways and means of performing work to achieve project goals

Ways and methods to monitor changes

Ways and means to use implementation performance measurement benchmarks and maintain integrity

Communication needs and techniques among project stakeholders

Selected project life cycle and project phases for multi-phase projects

A critical review of content, scope, and timing by senior management to expedite resolution of outstanding issues and outstanding decisions

Remember not to be idealistic and expect the project management plan to be completed in one step

Enable project management plans to be updated and modified through the overall change control process

Is the process necessary to identify, prepare, integrate and coordinate all partial plans into a project management plan

It is a basic source of information on how projects are planned, executed, monitored and concluded.

enter

tool

output

content

tool

The collection of formally documented processes for determining the ways, means, and methods of controlling, changing, and approving project deliverables and documents.

Is a subsystem of the configuration management system

In response to actual deviations that have occurred

for possible deviations in the future

Product or product component, defect remedy only addresses project quality issues

project management plan

Approved change request

business environment factors

organizational process assets

expert judgment

project management information system

Meeting

Deliverables

job performance data

change request

Project Management Plan Updates

Project file updates

project management plan

progress forecast

cost forecast

Confirmed changes

job performance information

business environment factors

organizational process assets

expert judgment

analytical skills

project management information system

Meeting

change request

job performance report

Project Management Plan Update

Project file updates

project management plan

job performance report

change request

business environment factors

organizational process assets

expert judgment

Meeting

change control tools

Approved and updated requests

Change log

Project Management Plan Update

Project file updates

Cover the entire project, and at the same time plan and prepare for the phased closure when each phase is completed; for internal purposes, document classification should be done, and externally declare that the project is over and can be transferred to the maintenance period, while summarizing experiences and lessons learned

Involves the settlement and suspension of contracts, procurement and buy-in agreements established for any project; also known as formal acceptance, product acceptance, according to the contract, the project team and the owner check to check whether all the requirements of the contract have been completed and whether the project can be transferred Finish

project management plan

Deliverables for acceptance

organizational process assets

expert judgment

analytical skills

Meeting

Handover of final product, service or result

Organizational process asset updates