The process of tracking, reviewing, and reporting project progress to achieve the performance objectives identified in the project management plan

Throughout the project work

Keep stakeholders informed of the current status of the project, steps taken, and forecasts of budget, schedule, and scope

（1） Compare actual project performance to the project management plan

（2） Evaluate project performance, determine whether corrective or preventive action is needed, and recommend necessary actions

（3） Identify new risks, analyze, track and monitor existing risks, ensure comprehensive identification of risks, report risk status, and implement appropriate risk response plans

（4） Maintain an accurate and up-to-date information base throughout the project to reflect project products and related documents

（5） Provide information for status reporting, progress measurement and forecasting

（6） Make forecasts to update current cost and schedule information

（7） Monitor the implementation of approved changes

（8） If the project is part of a program, project progress and status should also be reported to program management

enter Input

Tools & Techniques Tool&Technology

Output output

The process of reviewing all change requests, approving or rejecting changes, managing changes to deliverables, organizational process assets, project documents, and project management plans, and communicating the results of change processing

Throughout the project and applied at all stages of the project; the project manager has the ultimate responsibility for this

Any stakeholder in the project can submit a change request. Although they can be made verbally, all change requests must be documented in writing and included in the change management and configuration management systems

Each documented change request must be approved or rejected by a responsible person. This responsible person is usually the project sponsor or project manager and should be designated in the project management plan or organizational process. When necessary, the Change Control Board (CCB) should decide whether to implement the overall change control process.

Consider documented project changes from an integrated perspective, thereby reducing project risk from not considering the impact of changes on overall project goals or plans.

A formally constituted group responsible for reviewing, evaluating, approving, deferring, or rejecting project changes, and documenting and communicating change-handling decisions

Overall change control can be accomplished through CCB and change control systems. But overall change control is not just a matter of CCB, but also a matter of project managers and project teams.

CCB is a group composed of representatives of major project stakeholders (customers, users, sponsors, executives, leaders, managers, project managers, etc.). The project manager can be one of the members, but is usually not the team leader. The CCB is responsible for reviewing change requests and approving or rejecting them

Changes that may affect the project objectives must be approved by the Change Control Board (CCB) before they can be implemented; after CCB approval, they may also need to be approved by the customer or sponsor, unless they are already members of the CCB

A change control system refers to a series of formal written procedures for change management, including documentation, tracking systems, change approval levels, etc.

Configuration control

change control

1. Configuration identification

2. Configuration status logging

3. Configuration verification and auditing

（1） Identify changes that may occur and have occurred

（2） Relevant factors affecting overall change control to ensure that only approved changes are implemented

（3） Review and approve change requests

（4） Manage approved changes through a standardized change request process

（5） Manage the completeness of the baseline to ensure that only approved changes are integrated into the project product or service, and maintain configuration and planning documentation for the changes

（6） Review and approve all written corrective and preventive actions

（7） Control and update the project's scope, cost, budget, schedule and quality requirements based on approved changes. Changes must be coordinated from the perspective of the entire project.

（8） To document all impacts of change requests

（9） Verify correctness of defect fix

（10） Control project quality based on quality reports to ensure compliance with standards

enter Input

Tools & Techniques Tool&Technology

Output output

The process of completing and closing all activities of all project management process groups to formally close a project or project phase

This process includes completing all activities in the project process to formally close the entire project or phase; appropriately handing over completed or canceled projects or phases; verifying and documenting project deliverables; coordinating and cooperating with customers or funders to Formal acceptance of these deliverables

The main management content in the closing stage is closing management. The essence is to carry out the administrative closing of the project. In the process of ending the project, although it is also necessary to obtain the final acceptance of the project products, services or results from the project sponsor or customer, this acceptance is mainly a necessary procedure and is a formal acceptance rather than a substantive technical acceptance. True technical acceptance is accomplished as early as the scope verification process.

Summarize experiences and lessons learned, formally end project work, and release organizational resources for new work.

1. Administrative closing [Management Closing]

2. Contract closing

The relationship between the two

enter Input

Tools & Techniques Tool&Technology

Output output

When closing a project, the project manager needs to review closing information from previous phases to ensure that all project work has been completed and that project objectives have been achieved.

The project manager needs to review the scope baseline to ensure that project work is completed before declaring the project closed.

If a project is terminated prematurely before completion, closing the project or phase process will also require procedures to investigate and document the reasons for the premature termination.

The project manager should invite all appropriate stakeholders to participate in this process.