(1) Determine the project manager and stipulate the project manager’s powers. (2) Officially confirm the existence of the project and give the project a legal status. (3) Specify the overall goals of the project, including scope, time, cost and quality. (4) By describing the reasons for launching the project, link the project with the daily business operations and strategic plans of the executing organization. tie up

The project charter is issued by senior management to reflect the senior management’s principled approach to the project.

The project charter is the basis for the project manager to seek support from all major stakeholders.

The project manager can participate in and even draft the project charter, but the project charter is issued by an entity outside the project.

Generally, it remains unchanged. If it changes, it follows that "whoever issued it has the right to modify it." Only the management and the sponsor have the right to make changes. The project manager's modification of the project charter is not within his scope of authority.

Project Statement of Work (SOW): (1) Business needs (2) Product scope description (3) Strategic plan

Business Case: Managers and executives above the project level often use this document as a basis for deciding whether a project is worth investing in.

protocol

Organizational process assets: The organization's formal or informal policies, procedures, plans, and principles for managing projects. Organizational process assets also reflect the lessons and learnings the organization has learned from previous projects, such as completion schedules, risk data, implementation Value data, financial control procedures, historical information and lessons learned knowledge base, operating guides, etc.

business environment factors

Expert judgment and guidance technology

(1) Project and product description. (2) Purpose or reason for approving the project (3) Overall requirements of the project (4) Objectives and related success criteria. (Purpose-objective-requirements to be described) (5) Main risks (6) Milestone schedule (7) Overall budget (8) Approval requirements (risk-schedule budget needs approval) (9) Responsibilities and powers of project managers and sponsors. (Two powers)

(1) Provide basis for project inspection, supervision and control to guide project execution, monitoring and closing. (2) Provide benchmarks for project performance assessment and project control. (3) Record the assumptions underlying the project plan. (4) Record the relevant program choices in the process of formulating the project plan. (5) Promote communication among project stakeholders. (6) Specify the time, content and method for management to review projects

Project charter, outputs from other processes, organizational process assets, and enterprise environmental factors

Project management plan: It is a project document that will affect the project management work, but it is not part of the project management plan

Expert judgment and guidance technology

The process of leading and executing the work identified in the project management plan and implementing approved changes to achieve project objectives

project management plan

Approved change requests: Activities include: (1) Corrective actions. (2) Preventive measures. (3) Defect remedy.

Organizational process assets, business environment factors

Project management information system: schedule planning tool, work authorization system, configuration management system, information collection and release system

meetings, expert judgment

Deliverable: It is verifiable

Work performance data: The original observation results and measurement values ​​collected are used as inputs to each monitoring process. Work performance is obtained after analysis and comparison of each monitoring process.

Project Management Plan Update

Project file updates

Content: (1) Comparison of actual performance and plan. (2) Evaluate performance and recommend corrective or preventive measures. (3) Identify new risks and track existing risks. (4) Maintain and update the information database. (5) Provide information for reports and forecasts. (6) Make predictions (7) Supervise the implementation of changes. (8) Report progress and status

enter

Tools and techniques

output

(1) The overall change control process is implemented throughout the project and applied to all stages of the project. (2) The project manager has the final responsibility for this. (3) Any stakeholder in the project can submit a change request. Can be made orally but must be recorded in writing (4) CCB is a decision-making body that specifically reviews, approves, or rejects changes, and is not an executive body. (5) After specific changes are approved by the CCB, they may also require approval from the customer or sponsor (6) The project manager can be one of the members, but is usually not the team leader.

Project management plans, work performance reports, change requests, organizational process assets, and enterprise environmental factors

Change control tools, meetings, expert judgment

Approved change requests, change logs, project management plan updates, project document updates

Project management plan, accepted deliverables, organizational process assets

Analytical techniques, meetings, expert judgment

Transferred products, services or results, organizational process asset updates