The process of writing a document that formally approves a project and authorizes the project manager to use organizational resources in project activities

1. Clarify what the project will do and confirm the main project deliverables

2. Analyze the reasons for starting the project and the feasibility of the project

3. Analyze the business value that the project brings to the organization

4. Clarify the overall goals and success criteria of the project

5. Analyze the internal and external environment of the project and high-level risks and assumptions

6. Determine the formal status of the project and the formal rights of the project manager

7. Approval by the sponsor and clear senior management support for the project. If the project charter does not approve it, the project manager should not do it.

8. The project charter should not be too rough (losing its guiding significance) or too detailed (so that minor changes during the implementation process will lead to revision of the charter)

1. Business case

2. Benefit management plan

3. Agreement

1. Project Charter

2. Hypothesis log

The process of identifying individuals, groups, or organizations that can affect project decisions, activities, or results, as well as individuals, groups, or organizations that are affected by project decisions, activities, or results, and analyzing and recording their relevant information.

1. Comprehensively identify powerful stakeholders throughout the project life cycle

2. Analyze the expectations of relevant parties for the project and evaluate the potential impact of relevant parties on the project

3. Classify the relevant parties according to multiple dimensions such as their influence on the project, the size of their authority, and the size of their interests.

4. Regularly carry out identification from the start-up process to the closing process, which is an iterative process

1. Project Charter

2. Business documents

3. Agreement

1. Related party register

2. Project management plan

3. Project files

4. Change request

The process of defining, preparing, and coordinating all subplans (scope, schedule, cost, quality, etc.) and integrating them into a comprehensive project management plan

1. Collect sub-plans in various areas such as scope, schedule, cost, quality, manpower, communication, risk, etc.

2. Integrate, coordinate and summarize the above sub-plans

3. Submit the plan to the main stakeholders for approval and form a guideline to guide the entire project work.

4. Let the people most familiar with the field prepare the plan to ensure a sense of mission for the plan

6. Involve as many relevant parties as possible in the preparation of the plan to obtain their commitment and support

1. Project charter: a description of high-level project goals and framework, which becomes the basis of the plan

2. Output of other processes: 10 major sub-plans and 3 major benchmarks in 9 other major areas

project management plan