2.1.1. Developing a project charter is a document that formally approves a project or phase. The approval of the project charter marks the official launch of the project. The project charter is signed by the initiator, which means the project has been approved. By preparing the project charter, the project can be Links to the organization's strategic and day-to-day operational work.

2.1.2. The basis for the project charter process: agreement, project statement of work, business case, business environment factors, and organizational process assets. Tools and techniques used: expert judgment, guidance techniques. Result: Project Charter

2.1.3. Contents included in the project charter: project purpose or reason for approving the project; measurable project goals and related success criteria; overall requirements of the project; general project description; major risks of the project; overall milestone schedule; overall budget; project Approval requirements (what criteria will be used to evaluate project success, who will conclude the project is successful, and who will sign off on project closure); assigned project manager and his/her responsibilities and authorities; name and authority of the sponsor or other person approving the project charter

2.2.1. Agreement: The agreement defines the original intention for starting the project. Agreements can take many forms, including contracts, memorandums of understanding, service quality agreements, letters of agreement, letters of intent, oral agreements, emails or other written agreements.

2.2.2. Project statement of work: The statement of work is a written description corresponding to the products or services provided by the project. For external projects, the statement of work is part of the customer's bidding document, such as an invitation to propose, a request for information, an invitation to bid, or part of the contract. The statement of work includes: business requirements, product scope statement, and strategic plan.

2.2.3. Business case: A business case or similar document can provide the necessary information from a commercial perspective to decide whether a project is worth investing in. Business needs and cost-benefit analysis are usually included in the business case.

2.2.4. Business environment factors: When developing the project charter, any and all organizational business environment factors and systems that exist around the project and have an impact on the success of the project must be considered, including: the culture and structure of the organization or company; government or Industry standards (such as management department rules and regulations, product standards, quality standards and process standards); infrastructure (such as existing software and hardware infrastructure); existing human resources (such as skills, expertise and knowledge; such as design, development, legal, contracting and procurement); personnel management (such as hiring and firing guidelines, employee performance evaluation and training records); company work approval system; market conditions; project stakeholder risk tolerance; business database (such as standard costs Estimate data, industry risk research information and risk database); project management information system.

2.2.5. Organizational process assets: ① The process and procedures of organizing work: organizational standard process; standard guiding principles, work instructions, suggestion evaluation standards and implementation effect evaluation criteria; templates; guiding principles and guidelines for modifying the organization's standard process according to the specific needs of the project; organizational communication requirements; Project closing guidelines or requirements; financial control procedures; problem and defect management procedures for problem and defect control, problem and defect identification and resolution, and action tracking; change control procedures; risk control procedures; and procedures for approving and issuing work authorizations. ② The organization's overall information storage and retrieval knowledge base: process measurement database, used to collect and provide process and product measured data; project files; historical information and lessons learned knowledge base; problem and defect management database; configuration management knowledge base; financial database.

2.3.1. Expert judgment is often used to evaluate the basis needed to develop a project charter.

2.4.1. Determine which project the organization chooses

2.4.2. Generally divided into benefit measurement methods and mathematical models, the three main project financial value evaluation methods include net present value analysis, investment income and investment recovery rate analysis.

2.4.3. Net present value analysis NPV: Net present value analysis refers to converting all expected future cash inflows and outflows into present values ​​to calculate the expected net monetary gains and losses of a project.

2.4.4. Investment return analysis ROI: is the value obtained by dividing net income by the amount of investment. The bigger the ROI, the better

2.4.5. Investment payback period analysis: It is the time it takes to compensate the net investment with net cash inflow. In layman's terms, it means how long it takes for the cumulative benefits to exceed the cumulative costs and subsequent costs. The financial expectations of the project generally require that the investment payback period of the IT project be within 3 years or even 2 years.

2.5.1. The project kick-off meeting is generally organized and held by the project manager. The main purpose is to make the main stakeholders of the project clear the goals, scope, needs, background, and their respective responsibilities and authorities.

2.5.2. To hold a good project kick-off meeting, you must do the following five aspects: determine the meeting goals; make preparations before the meeting; clarify and notify the people participating in the meeting; clarify the main topics of the meeting; and keep records.

2.6.1. Goals must be quantified and measurable

2.6.2. There are often contradictions or even conflicts between achievement goals and constraint goals. Generally speaking, constraint goals should give way to outcome goals,

2.7.1. Facilitation techniques can be used to guide the development of a project charter. Brainstorming, conflict management, problem solving, and meeting management are all key techniques that facilitators can use to help teams and individuals complete project activities.

3.1.1. The project management plan includes: the various project management processes selected by the project management team; the level of implementation of the selected processes; a description of the tools and techniques to be used in implementing these processes; the manner and methods for using the selected processes in managing specific projects , including dependencies and interactions between processes, as well as important basis and results; ways and methods of work performed to achieve project goals; ways and methods of monitoring changes; ways and methods of implementing configuration management; use of implementation effect measurement Ways and means to benchmark and maintain integrity; Communication needs and techniques among project stakeholders; Selected project life cycle and project phases for multi-phase projects; Top management's efforts to expedite resolution of unresolved issues and address outstanding issues decisions, critical review of content, scope and timing.

3.1.2. The project management plan determines the ways and means to execute, monitor, control and close the project.

3.2.1. Basis: project charter; outputs from other processes; enterprise environmental factors; organizational process assets

3.2.2. Tools and Techniques: Expert Judgment, Guidance Techniques

3.2.3. Result: Project Management Plan

3.3.1. Composed of planning system and control system

3.3.2. Configuration management system: used to submit change proposals, track the review and approval system for change proposals, determine the approval level of changes, and confirm the approved change methods. A configuration management system is also the collection of formally documented procedures that provide technical and administrative guidance and oversight for: identifying and documenting the functional and physical characteristics of a product or component; controlling all changes to those characteristics; and recording and reporting Each change and its implementation status; review of auxiliary products or components to verify compliance with requirements. Currently commonly used configuration management software tools: CVS, VSS, ClearCase

3.3.3. Change control system: The collection of formally documented processes that determine the ways and means of controlling, changing, and approving project deliverables and documents. Change control system is a subsystem of configuration management system

4.1.1. Project management plan: The main basis for executing the project plan is the project management plan

4.1.2. Approved Change Requests: Approved change requests are the output of the implementation of the overall change control process.

4.1.3. business environment factors

4.1.4. organizational process assets

4.2.1. Expert judgment: used to evaluate the input required to guide and manage the execution of the project management plan.

4.2.2. Project management information system: Provides schedule planning tools, work authorization systems, configuration management systems, information collection and release systems, or network interfaces to other online automation systems. Can also be used to automate the collection and reporting of key performance indicators (KPIs)

4.2.3. Meetings: Usually three types of atmosphere: exchanging information; brainstorming, program evaluation or program design; making decisions

4.3.1. Deliverables: A deliverable is any unique and verifiable product, result, or capability to provide services documented in the project management planning document that must be produced and delivered to complete the project.

4.3.2. Work performance data: are the raw observations and measurements collected from each activity being performed during the execution of the project work.

4.3.3. Change Request: A formal proposal to modify any document, deliverable, or baseline.

4.3.4. Project Management Plan Updates

4.3.5. Project document updates: requirements documents, project logs, risk registers, stakeholder registers.

5.1.1. project management plan

5.1.2. progress forecast

5.1.3. cost forecast

5.1.4. Confirmed changes

5.1.5. job performance information

5.1.6. business environment factors

5.1.7. organizational process assets

5.2.1. Expert judgment: The project management team uses expert judgment to interpret the information provided by each monitoring process.

5.2.2. Analytical techniques: In project management, analytical techniques are used to predict potential consequences based on possible changes in project or environmental variables and their relationships with other variables. Analysis techniques that can be used on projects include: regression analysis; grouping methods; causal analysis; root cause analysis; predictive methods (such as time series, scenario building, simulation, etc.); failure mode and effects analysis; fault tree analysis; reserve analysis; trend analysis ; Earned value management; gap analysis.

5.2.3. Project Management Information System: The project management team uses a project management information system to monitor the execution of activities in the project management plan and schedule. The project management information system is also used to make new forecasts when necessary.

5.2.4. Meetings: Meetings can be in-person or virtual, formal or informal. Attendees may include project team members, stakeholders, and others involved in or affected by the project. Types of meetings include (but are not limited to) user group meetings and user review meetings.

5.3.1. Change Requests: By comparing actual conditions with planned requirements, change requests may be required to expand, adjust, or reduce project scope and product scope, or to increase, adjust, or decrease quality requirements and schedule or cost baselines. Changes may include (but are not limited to): corrective actions, purposeful activities undertaken to bring the performance of project work back into compliance with the project management plan; preventive actions, purposeful activities undertaken to ensure that future performance of project work is consistent with the project management plan Activities; Defect Remediation, purposeful activities performed to correct inconsistent products or product components.

5.3.2. Job Performance Report: A physical or electronic project document that compiles job performance information for the purpose of making decisions, taking action, or raising concerns.

5.3.3. Project Management Plan Updates: Changes proposed during monitoring of project work may impact the overall project management plan.

5.3.4. Project document updates: schedule and cost forecasts, work performance reports, issue logs

6.1.1. Project management plan: scope change procedures in the scope management plan; product definition in the scope baseline; change management plan.

6.1.2. Work performance reports: resource availability, schedule and cost data, earned value management reports, burn charts or burndown charts

6.1.3. Change requests: All monitoring processes and many execution processes will output "change requests"

6.1.4. Business Environmental Factors: Project Management Information Systems

6.1.5. organizational process assets

6.2.1. Expert Judgment: Expert judgment and expertise are available in a variety of technical and management issues and are available from a variety of sources.

6.2.2. Meeting: Usually referred to as a change control meeting. Depending on project needs, the Change Control Board may meet to review change requests and make approval, rejection, or other decisions.

6.2.3. Change control tools: To facilitate configuration and change management, some manual or automated tools can be used. Tools are available to manage change requests and subsequent decisions.

6.3.1. Approved change request

6.3.2. Change log: The change log is used to record changes that occur during the project. Rejected change requests should also be recorded in the change log.

6.3.3. Project Management Plan Updates: Individual subplans; baseline subject to formal change control process. Changes to the baseline can only be based on future situations, not past performance, which helps protect the integrity of the baseline and historical performance data.

6.3.4. Project Document Updates: All documents subject to the project’s formal change control process

7.1.1. Project Management Plan: A project management plan is an agreement between the project manager and the project sponsor that sets out the standards for project completion.

7.1.2. Deliverables for acceptance: Approved product specifications, delivery receipts, and work performance documentation.

7.1.3. Organizational process assets: project or phase closure guidelines or requirements (such as administrative procedures, project audits, project evaluation and handover criteria); knowledge base of historical information and lessons learned (such as project records and documents, complete project closure information and documents, information about the past the results of project selection decisions and information on past project performance, as well as information derived from risk management activities)

7.2.1. Expert judgment is used to conduct administrative closeout activities. Relevant experts ensure that project or phase closure complies with applicable standards.

7.2.2. Analysis techniques: regression analysis, trend analysis.

7.2.3. Meeting

7.3.1. Final product, service or achievement handover: The formal acceptance and handover of the final product, service or achievement submitted by the authorized project.

7.3.2. Organizational process asset update: project archives, various documents generated during project activities; project or phase closing documents; historical information, historical information and lessons learned information are stored in the lessons learned knowledge base for use in future projects or phases.

job performance data

job performance information

job performance report

Deliverables

Verified deliverables

Deliverables for acceptance

final product, result or service