A document that formally approves a project and authorizes the project manager to use organizational resources in project activities

The project manager should be identified and appointed as early as possible, preferably when the project charter is developed, but at the latest before planning begins

The project charter may be prepared by the sponsor, or by the project manager in collaboration with the sponsoring agency. The project manager should be involved in the development of the project charter to better understand the project

Confirm that the project meets the needs of the organization's strategy and daily operations by preparing a project charter

Business documents (regular review)

agreement (contract)

Business environment factors, organizational process assets

expert judgment

Brainstorming

focus group

guide

Conference management

Project Charter

Hypothetical log

The process of integrating and binding into a comprehensive project management plan

Plans need to be progressively detailed through ongoing updates, and these updates need to be controlled and approved

Subplans and baselines output from other planning processes

Project Charter

Check List

guide

Meeting: kick-off meeting is the last thing to do in the planning stage

project management plan

Execute the work identified in the project management plan

The process of implementing approved changes

project management plan

Approved change request

PMIS system

Deliverables

job performance data

Problem log

change request

Use existing knowledge and generate new knowledge to achieve project goals and help organize the learning process

explicit knowledge

tacit knowledge

Lessons Learned Register

knowledge management

information management

Lessons Learned Register

Integrate work performance information into work performance reports to let stakeholders understand the current and future status of the project

job performance information

cost forecast

progress forecast

Alternatives Analysis

Cost-benefit analysis

Root Cause Analysis

Earned value analysis

Deviation analysis

trend analysis

job performance report

change request

Throughout the project, the project manager has ultimate responsibility

Can be made by anyone, can be made orally, but all change requests must be documented in writing

Designate a responsible person in the project management plan or organizational procedures to approve, defer or reject changes (default submitted to CCB)

Changes do not need to be formally controlled by the Implementation Integrated Change Control process until the baseline is established. Once the project baseline is established, change requests must be processed through this process.

Understand the reasons for changes and prevent unnecessary changes. Follow the process: 1. Record 2. Evaluate 3. Submit (project manager submits to CCB) 4. Update 5. Notify

change request

project management plan

change control tools

Approved change request

Project file updates

Normal ending

Project terminated early

1. Releasing resources is the last step in closing. If the closing has been completely completed: If a problem or defect occurs, the project manager only needs to coordinate the operation department's intervention in a timely manner. If customers need new features, they can suggest opening a new project. 2. If the finishing touches have not been completely completed: When problems or defects are encountered, the project manager must actively deal with them, and may even need to go through the change process. When encountering new features, you generally have to go through the change process. 3. If closing the current project and starting a new project occur at the same time, give priority to closing the current project.

Project Charter

Deliverables for acceptance

organizational process assets

Contracts, business documents, etc.

Meeting

Handover of final product, service or result

final report

organizational process assets

Determine the appropriate governance structure for the project Define the path and threshold for reporting issues

Survey benefits identified Document relevant knowledge so benefits can be realized over time Confirm whether to establish a measurement system for benefit tracking Evaluate delivery options to demonstrate value Assess stakeholder value capture progress

Identify key information needs Collect and analyze data to make informed project decisions Analyze aggregated data Integrate project or phase plans Evaluate post-merge plan dependencies

Determine a strategy for handling change Anticipate and accept the need for change (e.g. follow change management practices) Execute change management strategy according to methodology Determine response to changes

Discuss responsibilities within the team Outline expectations for the work environment Identify methods for knowledge transfer and exchange

Criteria for project validation and closure Confirm handover preparations Carry out closing activities to close the project or phase