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MindMap Gallery System Integration Project Management Engineer 3rd EditionSoft Test Midterm Chapter 13 Monitoring Process Group
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System Integration Project Management Engineer 3rd EditionSoft Test Midterm Chapter 13 Monitoring Process Group
System Integration Project Management Engineer 3rd Edition/Soft Test Midterm/Chapter 13 Monitoring Process Group. The monitoring process group is composed of 12 processes such as monitoring project execution and taking corrective measures when necessary, identifying necessary plan changes and initiating corresponding change procedures.
Edited at 2024-03-13 04:27:54
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System Integration Project Management Engineer 3rd EditionSoft Test Midterm Chapter 13 Monitoring Process Group
- bacteria
This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
- Plant asexual reproduction
This is a mind map about plant asexual reproduction, and its main contents include: concept, spore reproduction, vegetative reproduction, tissue culture, and buds. The summary is comprehensive and meticulous, suitable as review materials.
- Reproductive development of animals
This is a mind map about the reproductive development of animals, and its main contents include: insects, frogs, birds, sexual reproduction, and asexual reproduction. The summary is comprehensive and meticulous, suitable as review materials.
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- Outline
System Integration Project Management Engineer 3rd EditionChapter 7 Software and Hardware System Integration
- 22
System Integration Project Management Engineer 3rd EditionSoft Test SuccessChapter 2 Information Technology Development
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System Integration Project Management Engineer 3rd EditionSoft Test MidtermChapter 14 Closing Process Group
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Systems Integration Project Management Engineer 3rd EditionChapter 4 Information Systems Architecture
- 27
monitoring process group
summary
The monitoring process group is composed of 12 processes such as monitoring project execution and taking corrective measures when necessary, identifying necessary plan changes and initiating corresponding change procedures.
There are interactions between the processes and work is carried out in parallel. Supervision is the collection of project performance data, calculation of performance indicators, and reporting and dissemination of performance information. Controlling is comparing actual performance to planned performance, analyzing deviations, evaluating trends to improve processes, evaluating alternatives, and recommending necessary corrective actions.
The purpose of this process group is to regularly monitor and measure project performance to promptly realize deviations between actual conditions and the project management plan, develop preventive measures for anticipated problems that may arise, and control changes.
The monitoring and control process group not only monitors and controls the ongoing work of a certain process group, but also monitors and controls the results of the entire project.
Ongoing monitoring allows the project team and other interested parties to gain insight into the health of the project and identify areas that require additional attention. In the Monitoring Process Group, there is a need to monitor and control the work being done in each knowledge area, each process group, each life cycle phase, and throughout the project.
11 types of work need to be carried out
1. Compare execution with plans, analyze project performance (including scope performance, schedule performance, cost performance and quality performance), and identify and quantify performance deviations.
2. Analyze the extent and causes of deviations and predict future performance.
3. Based on analysis and prediction results (if control thresholds are exceeded), initiate change requests including corrective actions, defect remediation recommendations, plan modification recommendations, and preventive action recommendations.
4. According to the provisions of the change management plan, conduct a comprehensive review of the change request and make decisions such as approval, rejection or shelving.
5. In addition to managing project changes to achieve the established goals of the project, project changes must also be managed from the perspective of ensuring that the project continues to meet business needs, and change requests to modify project goals must be submitted to the change control committee for approval.
6. Timely review and handle various issues in the issue log recorded along with project execution to minimize the adverse impact of these issues on the project.
7. Timely check the quality of completed deliverables and timely accept deliverables with qualified quality to ensure that project deliverables can meet project requirements, achieve organizational changes and create business value.
8. Monitor team members and stakeholders' participation in the project to ensure it is conducive to project success.
9. Monitor project procurement activities to ensure procurement efforts are conducive to the achievement of project objectives.
10. Monitor both individual project risks and overall project risks, as well as the effectiveness of risk management efforts to reduce threats to project objectives and increase the chance of achieving project objectives.
11. Continuously summarize experiences and lessons for continuous improvement.
12 processes
一、 Control quality
I. definition
The process of monitoring and recording the results of quality management activities in order to evaluate performance and ensure that project outputs are complete, correct, and meet customer expectations.
II. effect
i. Verify that project deliverables and work have met the quality requirements of key stakeholders and are available for final acceptance.
ii. Determine whether project outputs meet their intended purpose by meeting all applicable standards, requirements, regulations and specifications.
III. This process needs to be carried out throughout the project.
IV. This process verifies consistency and compliance with the specifications described in the planning phase by measuring all steps, attributes, and variables. Quality control should be performed throughout the project, with reliable data demonstrating that the project has met the sponsor's and/or client's acceptance criteria.
V. The level of effort and execution required to control quality may vary depending on the industry and project management style. In agile or adaptive projects, control quality activities may be performed by all team members throughout the project life cycle; in waterfall or predictive projects, control quality activities are performed by specific team members at specific points in time or toward the end of the project or phase. time execution.
VI. ITO
i. enter
1. Project management plan
quality management plan
Defines how quality control will be carried out on projects.
2. Project Documents
（1） Lessons Learned Register
Lessons learned early in the project can be applied to later stages to improve quality control.
（2） quality measures
Designated to describe project or product attributes and how the control quality process will verify compliance.
（3） Test and Evaluation Documents
Used to evaluate the degree to which quality objectives are achieved.
3. Approved change requests
During the implementation of overall change control, the change log is updated to show which changes have been approved and which changes have not been approved. Approved change requests can include various revisions, such as defect remediation, revised work methods, and revised schedules. Incomplete or incorrect steps when completing local changes can lead to inconsistencies and delays. Implementation of approved change requests is subject to verification and requires confirmation of completeness, correctness, and retesting.
4. Deliverables
A deliverable is any unique and verifiable product, result, or service capability that must be produced when a process, phase, or project is completed. Deliverables output from the Direct and Manage project work process will be examined and compared to the acceptance criteria defined in the project scope statement.
5. job performance data
Work performance data includes product status data such as observations, quality measures, technical performance measures, and project quality information on schedule performance and cost performance.
6. Business environment factors
7. organizational process assets
ii. Tools & Techniques
1. Data collection
（1） Checklist
Helps in managing and controlling quality activities in a structured manner.
（2） Checklist
Also known as a counting table, it is used to arrange various items in a reasonable manner to effectively collect useful data on potential qualitative issues. When conducting inspections to identify defects, checklists are particularly convenient for collecting attribute data, such as data on the number or consequences of defects.
（3） statistical sampling
It refers to selecting some samples from the target population for inspection (such as randomly selecting 10 engineering drawings from 75 pieces). Samples are used for measurement control and confirmation of quality. The frequency and scale of sampling should be determined during the planning quality management process.
（4） Questionnaire
Can be used to collect data on customer satisfaction after a product or service has been deployed. Defect-related costs identified in the questionnaire can be considered external failure costs in the COQ model, with an impact on the organization beyond the cost itself.
2. Data analysis
（1） performance review
Review the quality measures defined in the planning quality management process against actual results by measuring, comparing and analyzing them.
（2） Root Cause Analysis (RAC)
Root cause analysis is used to identify the causes of defects.
3. Check
Inspection is the examination of work product to determine compliance with written standards. The results of inspections usually include relevant measurement data and can be conducted at any level, from the results of individual activities to the final product of a project. Inspections may also be called reviews, peer reviews, audits, or inspections, but in some application areas, these terms have narrower and more specific meanings. Inspections may also be used to confirm defect remediation.
4. Testing/Product Evaluation
Testing is an organized, structured investigation designed to provide objective information about the quality of the product or service being tested based on project needs. The purpose of testing is to identify errors, defects, vulnerabilities or other non-conformities in a product or service. The type, amount, and extent of testing used to evaluate each requirement is part of the project quality plan and depends on the nature of the project, time, budget, or other constraints. Testing can occur throughout the project, as different components of the project become available, or at the end of the project when the final deliverables are delivered. Early testing helps identify non-compliance issues and helps reduce the cost of patching non-compliant components. Different application areas require different tests.
5. Data performance
（1） cause and effect diagram
Used to identify quality defects and possible consequences of errors.
（2） Control Charts
Used to determine whether a process is stable or has predictable performance. Upper and lower specification limits are established based on requirements and reflect the maximum and minimum allowable values. Upper and lower control limits are different from specification limits. Control limits are determined by standard statistical calculations according to standard statistical principles and represent the natural range of fluctuations of a stable process. Based on the calculated control limits, the project manager and stakeholders can identify checkpoints that require corrective action to prevent performance that is not within the control limits. Control charts can be used to monitor various types of output variables. Although control charts are most commonly used to track repetitive activities in batch production, they can also be used to monitor cost and schedule deviations, yields, frequency of scope changes, or other management efforts to help determine whether the project management process is in control.
（3） Histogram
Defect counts can be presented by source or component.
（4） Scatter plot
Planned performance can be presented on one axis and actual performance on the other.
6. meeting
（1） Review approved change requests
All approved change requests are reviewed to verify that they have been implemented in the approved manner, confirm that partial changes have been completed, and that all parts have been executed, tested, completed and validated.
（2） Review/Lessons Learned
Meetings held by the project team
Aims to discuss the following:
1||| Project/phase success factors;
2||| areas for improvement;
3||| What can be added to current projects and future projects;
4||| What can be added to the organization's process assets, etc.
iii. output
1. Quality control measurement results
Measurements of control quality are a written record of the results of quality control activities and should be recorded in the format determined by the quality management plan.
2. Verified deliverables
One purpose of the control quality process is to determine the correctness of the deliverables. The results of conducting the Control Quality process are verified deliverables, which in turn are an input to the Validate Scope process for formal acceptance. If there are any change requests or improvements related to the deliverables, changes may be implemented, inspected and re-verified.
3. job performance information
Work performance information includes information about the achievement of project requirements, reasons for rejections, required rework, recommendations for corrective actions, a list of verified deliverables, the status of quality measurement indicators, and the need for process adjustments.
4. Change request
5. Project Management Plan Update
Quality Management Plan
6. Project file updates
（1） Problem log
（2） Lessons Learned Register
（3） risk register
（4） Test and Evaluation Documents
二、 Confirm scope
I. definition
The process of formal acceptance of completed project deliverables.
II. effect
Bring objectivity to the acceptance process; and increase the likelihood of acceptance of the final product, service, or result by validating each deliverable.
III. This process should be carried out regularly throughout the project as needed.
IV. Verified deliverables output from the control quality process are reviewed by key stakeholders, particularly the customer or sponsor, to confirm that these deliverables have been satisfactorily completed and formally accepted. The Validate Scope process provides validation and final acceptance of deliverables based on outputs obtained from corresponding processes in the Project Scope Management knowledge area (such as requirements documents or scope baselines), as well as work performance data obtained from execution processes in other knowledge areas.
V. Steps to confirm scope
Validation of scope should occur throughout the project. If the project scope is confirmed at each stage of the project, you should also consider how to reduce the frequency of project scope changes through project coordination to ensure that project scope changes are efficient and timely.
General steps to confirm scope include:
1. Determine when scope validation is required;
2. Identify what inputs are required for scope validation;
3. Determine the criteria and elements for the scope to be formally accepted;
4. Also determine the organizational steps for the scope confirmation meeting;
5. Organizational scope confirmation meeting.
Normally, before confirming the scope, the project team needs to perform quality control work first. For example, before confirming the scope of a software project, system testing and other work are needed to ensure the smooth completion of the confirmation work.
The difference between the confirm scope process and the control quality process is that the former focuses on the acceptance of deliverables, while the latter focuses on the correctness of the deliverables and whether they meet quality requirements. The Control Quality process usually precedes the Validate Scope process, but they can be performed simultaneously.
VI. Issues to check
1. Are the deliverables specific and confirmable?
2. Does each deliverable have clear milestones, and do milestones have clear, identifiable events? For example, written approval from the customer.
3. Are there clear quality standards? The delivery of deliverables must not only have a clear standard mark, but also whether it is completed in accordance with the requirements. Is there a clear connection between the deliverables and its standards?
4. Are reviews and commitments clearly communicated? The project sponsor must formally agree on the project boundaries, the products or services to be completed by the project, and the project-related deliverables. The project team must have a clear understanding of what the deliverables are. All of these must be expressed clearly and unanimously.
5. Does the project scope cover all activities that need to be completed for the product or service? Are there any omissions or errors?
6. Are the project scope risks too high? Can management reduce the impact on the project if the risk occurs?
VII. Differences in stakeholder focus
1. Management focuses primarily on project scope
It refers to the impact of scope on the progress, funds and resources of the project, whether these factors exceed the scope of the organization, and whether the input and output are reasonable.
2. Customers mainly focus on product range
Concerned about whether the project's deliverables are sufficient to complete the product or service.
3. Project managers focus primarily on project constraints
Concern whether the project deliverables are sufficient and must be completed, whether time, funds and resources are sufficient, the main potential risks and prepared solutions.
4. Project team members mainly focus on the elements in the project scope that they are involved in and responsible for.
Check whether your working time is sufficient by defining the time in the scope, whether you have multiple tasks within the project scope, and whether there are conflicts among these tasks.
VIII. ITO
i. enter
1. project management plan
（1） scope management plan
Defines how completed deliverables will be formally accepted.
（2） demand management plan
Describes how to identify project requirements.
（3） Scope Baseline
Compare the scope baseline to actual results to determine whether changes, corrective actions, or preventive actions are necessary.
2. project files
（1） requirements document
Compare requirements with actual results to determine whether changes, corrective actions, or preventive actions are necessary.
（2） Requirements Tracking Matrix
Contains information related to requirements, including how to confirm requirements.
（3） quality report
The report can include an overview of all quality assurance matters managed by the team or reported, suggestions for improvements, and issues discovered during the quality control process. All of these need to be reviewed before acceptance of the product.
（4） Lessons Learned Register
Lessons learned early in the project can be applied to later stages to improve the efficiency and effectiveness of acceptance of deliverables.
3. Verified deliverables
Verified deliverables are those that have been completed and checked as correct by the control quality process.
4. job performance data
This may include the degree of compliance with requirements, the number of inconsistencies, the severity of inconsistencies, or the number of validations performed within a certain time period.
ii. Tools & Techniques
1. examine
2. decision making
vote
iii. output
1. Deliverables for acceptance
Deliverables that meet the acceptance criteria should be formally signed off by the client or sponsor. Formal documentation should be obtained from the client or sponsor demonstrating formal acceptance of the project deliverables by stakeholders. These documents will be submitted to the closing project or phase process.
2. change request
3. job performance information
Work performance information includes project progress information, such as which deliverables have been accepted and which have failed and why. This information should be recorded and passed on to stakeholders.
4. Project file updates
（1） Lessons Learned Register
（2） requirements document
（3） Requirements Tracking Matrix
三、 Control range
I. definition
Monitor project and product scope status and manage the process of scope baseline changes.
II. effect
Maintain the scope baseline throughout the project.
III. This process needs to be carried out throughout the project.
IV. Controlling project scope ensures that all change requests, recommended corrective actions, or preventive actions are processed through the implementation of the overall change control process. The scope of control process is also required to manage changes when they actually occur. The control scope process should be conducted in coordination with other control processes.
V. scope creep
Uncontrolled expansion of product or project scope (without corresponding adjustments to time, cost, and resources).
VI. ITO
i. enter
1. project management plan
（1） scope management plan
Documented how to control project and product scope.
（2） demand management plan
Documents how to manage project requirements.
（3） change management plan
The process for managing project changes is defined.
（4） configuration management plan
It defines which configuration items are configuration items, which configuration items require formal change control, and the change control process for these configuration items.
（5） Scope Baseline
Compare the scope baseline to actual results to determine whether changes, corrective actions, or preventive actions are necessary.
（6） performance measurement benchmarks
When using earned value analysis, performance measurement baselines are compared to actual results to determine whether changes, corrective actions, or preventive actions are necessary.
2. project files
（1） Lessons Learned Register
Lessons learned early in the project can be applied to later stages to improve scope control.
（2） requirements document
Used to identify any deviations from the agreed project or product scope.
（3） Requirements Tracking Matrix
It helps to explore the impact of any changes or any deviations from the scope baseline on the project objectives. It also provides the status of controlled requirements.
3. job performance data
Work performance data may include the number of change requests received, the number of change requests accepted, or the number of deliverables verified, validated, and completed.
4. organizational process assets
ii. Tools & Techniques
1. data analysis
（1） Deviation analysis
（2） trend analysis
iii. output
1. job performance information
The work performance information produced by the Control Scope process is interrelated and contextualized information about how project and product scope is performing against the scope baseline, including classification of changes received, scope deviations identified and their causes, deviations Impact on schedule and cost, and predictions of future scope performance.
2. change request
3. Project Management Plan Update
（1） scope management plan
（2） Scope Baseline
（3） progress baseline
（4） cost basis
（5） performance measurement benchmarks
4. Project file updates
（1） requirements document
（2） Requirements Tracking Matrix
（3） Lessons Learned Register
四、 control progress
I. definition
Monitor project status to update project progress and the process of managing changes to the schedule baseline.
II. effect
Maintain maintenance of schedule baseline throughout the project.
III. This process needs to be carried out throughout the project.
IV. To update the progress model, you need to know actual performance to date. Any changes to the schedule baseline must be approved through the implementation of the overall change control process.
V. Controlling progress As part of implementing an overall change control process, focus on:
1. Determine the current status of project progress;
2. exert influence on factors that cause schedule changes;
3. Reconsider necessary schedule reserves;
4. Determine whether the project schedule has changed;
5. Manage changes as they actually occur.
VI. If you adopt agile methods, pay attention to the following:
1. Determine the current status of project progress by comparing the total amount of work delivered and accepted in the previous time period to the estimate of work completed
2. Conduct retrospective reviews (regular reviews to record lessons learned) in order to correct and improve the process.
3. Reprioritize the remaining work plan (backlog items).
4. Confirm the speed with which deliverables are generated, verified and accepted within each iteration (the agreed work cycle duration, usually two weeks or one month).
5. Determine that the project schedule has changed.
6. Manage changes as they actually occur.
VII. When outsourcing work, getting regular status updates on milestones from contractors and suppliers is one way to ensure the work is progressing to the agreed schedule and helps ensure progress is controlled. At the same time, progress status reviews and inspections should be performed to ensure that contractor reports are accurate and complete.
VIII. ITO
i. enter
1. project management plan
（1） progress management plan
Describes the update frequency of progress, how to use progress reserves, and how to control progress.
（2） progress baseline
Compare progress baselines to actual results to determine whether changes or corrective or preventive actions are needed.
（3） Scope Baseline
The project WBS, deliverables, constraints, and assumptions in the scope baseline need to be explicitly considered.
（4） performance measurement benchmarks
When using earned value analysis, performance measurement baselines are compared to actual results to determine whether changes, corrective actions, or preventive actions are necessary.
2. project files
（1） Lessons Learned Register
Lessons learned early in the project can be applied to later stages to improve schedule control.
（2） Project Calendar
In a schedule model, more than one project calendar may be needed to forecast project progress because some activities require different work periods.
（3） Project schedule
is the latest version of the project schedule.
（4） Resource Calendar
Availability of team and physical resources is shown.
（5） progress data
Progress data needs to be reviewed and updated during the progress control process.
3. job performance data
Work performance data contains data about project status, such as which activities have been started, how they are progressing (such as actual time to go, time remaining to go, and actual percent complete), and which activities have been completed.
4. organizational process assets
ii. Tools & Techniques
1. data analysis
（1） Earned value analysis
Schedule performance measurement indicators such as schedule variance (SV) and schedule performance index (SP1) are used to evaluate the degree of deviation from the initial schedule baseline.
（2） Iterative burndown chart
This type of diagram is used to track the work that remains to be done in an iteration's backlog. It analyzes deviations from an ideal burndown chart. In a burndown chart, a diagonal line is first used to represent the ideal burnout situation, and then the actual remaining work is drawn every day. Finally, a trend line is calculated based on the remaining work to predict completion.
（3） performance review
Refers to measuring, comparing, and analyzing schedule performance against schedule baselines, such as actual start and finish dates, percent completed, and time remaining on current work.
（4） trend analysis
Examine project performance over time to determine whether performance is improving or deteriorating. Graphical analysis techniques help understand performance to date and compare it to future performance targets, expressed as completion dates.
（5） Deviation analysis
Focus on the deviation of actual start and finish dates from the plan, the deviation of the actual duration from the plan, and the deviation of the float. It includes determining the cause and extent of deviations from the schedule baseline, assessing the impact of these deviations on future work, and determining whether corrective or preventive action is required.
（6） What-if scenario analysis
Based on the outputs of the project risk management process, various scenarios are evaluated to align the schedule model with the project management plan and approved baselines.
2. critical path method
Checking the progress of the critical path helps determine the project progress status. Deviations on the critical path will have a direct impact on the project's end date. Evaluating the progress of activities on the sub-critical path can help identify schedule risks.
3. project management information system
4. Resource optimization
Resource optimization techniques are schedule planning of activities and the resources required by the activities while taking into account both resource availability and project time.
5. lead and lag
Adjust leads and lags in network analysis to try to bring lagging project activities back up to plan.
6. Progress compression
Use schedule compression techniques to bring project activities that are behind schedule up to schedule, and you can use fast follow-up or rush methods for the remaining work.
iii. output
1. job performance information
Work performance information includes how project work is being performed compared to schedule baselines. Start and finish date deviations as well as duration deviations can be calculated at the work package level and at the control account level. For projects using earned value analysis, schedule variance (SV) and schedule performance index (SP1) will be recorded in the work performance report.
2. progress forecast
Schedule forecast refers to the estimation or prediction of future project conditions and events based on existing information and knowledge. As the project executes, schedule forecasts should be updated and reissued based on work performance information, expected future performance based on corrective or preventive actions, which may include an earned value performance index, and schedule reserves that may impact the project in the future. information.
3. change request
4. Project Management Plan Update
（1） progress management plan
（2） progress baseline
（3） cost basis
（4） performance measurement benchmarks
5. Project file updates
（1） Hypothetical log
（2） Estimate basis
（3） Lessons Learned Register
（4） Project schedule
（5） Resource Calendar
（6） risk register
（7） progress data
五、 Control costs
I. definition
Monitor project status to update project costs and manage the process of cost baseline changes.
II. effect
Maintain maintenance of cost baseline throughout the project.
III. This process needs to be carried out throughout the project.
IV. To update your budget, you need to know actual costs to date. Budget increases can only be made with approval from the Implementation of Integrated Change Control process. Merely monitoring the expenditure of funds without considering the value of the work completed by these expenditures has no meaning for the project. At best, it can only be regarded as tracking the flow of funds. Therefore, in cost control, we should focus on analyzing the relationship between project capital expenditures and the corresponding work completed. The key to effective cost control is to manage the approved cost baseline.
V. The goals of project cost control include:
1. Influence factors that cause cost basis changes;
2. Ensure all change requests are processed promptly;
3. manage changes when they actually occur;
4. Ensure that cost expenditures do not exceed approved funding limits, neither allocated by time period, by WBS component, by activity, nor overall project limits;
5. Monitor cost performance and identify and analyze deviations from cost baselines;
6. Monitor work performance against fund expenditures;
7. Prevent unapproved changes in cost or resource usage reports;
8. Report all approved changes and their associated costs to stakeholders;
9. Try to control expected cost overruns within acceptable limits, etc.
VI. ITO
i. enter
1. project management plan
（1） cost management plan
Describe how to manage and control project costs.
（2） cost basis
Compare the cost baseline to actual results to determine whether changes or corrective or preventive actions are needed.
（3） performance measurement benchmarks
When using earned value analysis, performance measurement baselines are compared to actual results to determine whether changes, corrective actions, or preventive actions are necessary.
2. project files
A project document that can serve as input to the cost control process is the lessons learned register, where lessons learned early in the project can be applied to later stages to improve cost control.
3. Project funding requirements
Project funding requirements include estimated expenditures and estimated debt.
4. job performance data
Work performance data contains data on project status, such as which costs have been approved, incurred, paid, and invoiced.
5. organizational process assets
ii. Tools & Techniques
1. expert judgment
2. data analysis
（1） Earned Value Analysis (EVA)
A method of evaluating project performance and progress by considering scope, schedule, and resource performance together. It is a commonly used project performance measurement method. It integrates scope baseline, cost baseline and schedule baseline to form a performance measurement baseline so that the project management team can evaluate and measure project performance and progress. As a project management technique, political analysis requires the establishment of integrated baselines for measuring performance during the project. EVA principles apply to all projects in all industries.
For each work package and control account, it calculates and monitors the following metrics:
1||| Planned Value (PV)
The budgeted hours (or costs) required to complete the planned amount of work required at a certain stage of the project. PV mainly reflects the amount of work that should be completed in the schedule and does not include management reserves. The total planned value of the project is also known as the budget at completion (BAC).
2||| Actual Cost(AC)
The man-hours (or costs) consumed by the workload actually completed at a certain stage during the project implementation process mainly reflects the actual consumption indicators of project execution.
3||| Earned Value (EV)
The product of the actual workload completed at a certain stage during the project implementation process and the man-hours (or costs) calculated based on the budgeted quota.
（2） Deviation analysis
For projects that do not use earned value management, identify differences between the cost baseline and actual project performance by comparing planned costs to actual costs. Further analysis can be performed to determine the cause and extent of deviations from the schedule baseline and determine whether corrective or preventive action is required. Deviations from the original cost baseline can be evaluated through cost performance measurements. As the project work is gradually completed, the acceptable range of deviations (commonly expressed as a percentage) will gradually shrink.
1||| Schedule Variance (SV) and Schedule Performance Index (SPI)
Schedule variance is a measure of schedule performance that indicates whether a project is behind or ahead of the schedule baseline. Since all planned value will be realized (i.e., earned value) when the project is completed, the schedule variance will eventually equal zero.
SV calculation formula: SV=EV-PV
When SV>0, it means the progress is ahead of schedule
When SV<0, it means the progress is behind
When SV=0, it means that the actual progress is in line with the plan
The Schedule Performance Index is a measure of schedule efficiency that reflects how efficiently the project team uses their time and is sometimes used in conjunction with the Cost Performance Index (CPI) to predict final completion estimates. . Since the SPI measures the total project effort, performance on the critical path also needs to be analyzed separately to confirm whether the project will be completed earlier or later than the planned completion date.
SPI calculation formula: SPI=EV/PV
When SPI>1.0, it means the progress is ahead of schedule
When SPI <1.0, it means the progress is lagging behind
When SPI=1.0, it means that the actual progress is in line with the plan
2||| Cost Variance (CV) and Cost Performance Index (CPI)
Cost deviation is an indicator of project cost performance, indicating the relationship between actual performance and cost expenditure, indicating the budget deficit or surplus at a given point in time. The cost variance at the end of the project is the difference between the budget at completion (BAC) and the actual cost.
CV calculation formula: CV=EV-AC
When CV<0, it means cost overrun
When CV>0, it indicates cost savings
When CV=0, it means that the cost is equal to the budget
The cost performance index is a measure of project cost efficiency. It is used to measure the cost efficiency of work completed and can provide a basis for predicting the final structure of project cost and schedule.
CPI calculation formula: CPI=EV/AC
When CPI <1.0, it means cost overrun
When CPI>1.0, it indicates cost savings
When CPI=1.0, it means that the cost is equal to the budget
（3） trend analysis
Trend analysis is designed to examine changes in project performance over time to determine whether performance is improving or deteriorating. Graphical analysis techniques help understand performance to date and compare trends with future performance targets.
Trend analysis techniques include:
1||| chart
In earned value analysis, the two parameters of planned value, earned value and actual cost can be monitored and reported in stages (usually on a weekly or monthly basis), or on a cumulative basis.
2||| predict
As the project progresses, the project team can predict the completion estimate (CEAC) based on project performance. The forecast results may be different from the completion budget (BAC). If it is obvious that BAC is no longer feasible, the project manager should consider pre-flashing the EAC. Forecasting EAC is to predict future project situations and events based on currently available performance information and other knowledge. Forecasts are generated, updated, and reissued based on work performance data provided during project execution. Work performance information includes the past performance of the project, as well as any information that may have an impact on the project in the future.
When calculating EAC, the actual cost AC of the completed work is usually used, plus the estimate to complete of the remaining work (ETC), that is, EAC = AC ETC. The two most common methods of calculating ETC are:
ETC is calculated based on atypical deviations. This approach is often used when the current deviation is considered atypical and the project team anticipates that similar deviations will not occur in the future.
The calculation formula is: ETC=BAC-EV
ETC is calculated based on typical deviations. This approach can be used when current deviations are considered to be typical deviations that may be representative of future deviations.
The calculation formula is: ETC=(BAC-EV)/CPI, or EAC=BAC/CPI
If the predicted EAC value is not within the acceptable range, an early warning signal is sent to the project management team.
（4） Reserve analysis
In the process of cost control, reserve analysis can be used to monitor the use of contingency reserves and management reserves in the project to determine whether these reserves are still needed, or whether additional reserves need to be added. As project work progresses, these reserves may have been used to cover the costs of risks or other contingencies as planned; or, if a risk event does not occur as expected, unused contingency reserves may be deducted from the project budget. Free up resources for other projects or operations. Further risk analysis within the project may reveal the need to request additional reserves for the project budget.
3. Performance index to completion
The To-Complete Performance Index (TCP1) is a cost performance indicator that the use of remaining resources must achieve in order to achieve specific management goals. It is the ratio of the cost required to complete the remaining work to the remaining budget. TCPI refers to the cost performance indicator that the implementation of the remaining work must achieve in order to achieve specific management goals (such as BAC or EAC). If it is apparent that BAC is no longer feasible, the project manager should consider using EAC for TCPI calculations. Once approved, the BAC will be replaced with EAC.
TCPI formula based on BAC: TCPI=(BAC-EV)/(BAC-AC)
4. project management information system
It is often used to monitor the three earned value analysis indicators of PV, EV and AC, draw trend charts, and predict the possible range of final project results.
iii. output
1. job performance information
Work performance information includes information about the performance of project work (against the cost baseline), allowing assessment of deviations in work performed and work costs at both the work package level and the control account level. For projects using earned value analysis, CV, CPI, EAC, VAC, and TCPI will be recorded in the work performance report.
2. cost forecast
Whether it is a calculated EAC value or a bottom-up estimated EAC value, it needs to be recorded and communicated to stakeholders.
3. change request
4. Project Management Plan Update
（1） cost management plan
（2） cost basis
（3） performance measurement benchmarks
5. Project file updates
（1） Hypothetical log
（2） Estimate basis
（3） Cost Estimate
（4） Lessons Learned Register
（5） risk register
六、 Control resources
I. definition
The process of ensuring that physical resources are allocated to projects as planned and that actual resource usage is monitored against the resource usage plan and necessary corrective actions are taken.
II. effect
Ensure that allocated resources are available to the project at the right time and in the right place, and are released when no longer needed.
III. This process needs to be carried out throughout the project.
IV. The process of controlling resources should be carried out continuously during all project phases and throughout the project life cycle, and resources should be allocated and released at the right time, in the right place and in the right amount to enable the project to continue. The Control Resources process focuses on physical resources such as equipment, materials, facilities, and infrastructure.
V. When updating resource allocations, you need to know what resources have been used and what still needs to be acquired. To do this, resource usage to date should be reviewed.
VI. The control resource process focuses on:
1. Oversee resource expenditures;
2. Identify and address resource shortage/surplus situations in a timely manner;
3. Ensure resources are used and released according to program and project needs;
4. Notify appropriate stakeholders when resource-related issues arise;
5. Influence factors that can lead to changes in resource use;
6. Manage changes as they actually occur, etc.
VII. Any changes to the schedule baseline or cost baseline must be approved through an integrated change control process.
VIII. ITO
i. enter
1. Project management plan
resource management plan
Provides guidance on how to use, control, and ultimately release physical resources.
2. Project Documents
（1） Problem log
Used to identify issues related to lack of resources, delayed supply of raw materials, and low-grade raw materials.
（2） Lessons Learned Register
Lessons learned early in the project can be applied to later stages to improve physical resource control.
（3） material resource allocation sheet
Describes the expected use of the resource and details of the resource such as type, quantity, location, and whether it is internal to the organization or purchased.
（4） Project schedule
Shows what resources are needed for the project when and where.
（5） Resource breakdown structure
Provides a reference for when resources need to be replaced or reacquired during the project.
（6） Resource requirements
Materials, equipment, supplies, and other resources required for the project are identified.
（7） Risk Register
Individual risks that could affect equipment, materials, or supplies are identified.
3. job performance data
Work performance data contains data about the status of the project, such as the amount and type of resources used.
4. agreement
The agreement signed in the project is the basis for obtaining external resources from the organization. Relevant procedures should be defined in the agreement when new and unplanned resources are needed, or when problems arise with current resources.
5. organizational process assets
ii. Tools & Techniques
1. Data analysis
（1） Alternatives analysis
（2） cost benefit analysis
（3） performance review
（4） trend analysis
2. Problem solving
Problem solving may use a range of tools to help the project manager solve problems that arise in the process of controlling resources.
1||| Identify the problem: Clarify the problem.
2||| Define the problem: Break the problem down into manageable pieces.
3||| Survey: Collect data.
4||| Analysis: Find the root cause of the problem.
5||| Solution: Choose the most appropriate one from many solutions.
6||| Check the solution: Verify that the problem has been resolved.
3. Interpersonal and team skills
（1） negotiation
（2） Influence
4. Project management information system
iii. output
1. job performance information
2. Change request
3. Project Management Plan Update
（1） Resource Management Plan
（2） progress benchmark
（3） cost basis
4. Project file updates
（1） Hypothesis log
（2） Problem log
（3） Lessons Learned Register
（4） material resource allocation sheet
（5） resource breakdown structure
（6） risk register
七、 Supervise communication
I. definition
The process of ensuring that the information needs of the project and its stakeholders are met.
II. effect
Optimize the information transfer process as required by the communications management plan and stakeholder engagement plan.
III. This process needs to be carried out throughout the project.
IV. Monitor the communication process to determine how well planned communication methods and communication activities support project deliverables and expected results. The impact and results of project communications should be formally evaluated and monitored to ensure that the right content (understood by both sender and receiver) is delivered to the right audience through the right channel at the right time.
V. Supervisory communications may require a variety of methods, such as conducting customer satisfaction surveys, documenting lessons learned, conducting team observations, reviewing issue logs, and evaluating changes.
VI. Supervising the communication process may trigger iterations of planning communication management and management communication processes in order to modify the communication plan and carry out additional communication activities to improve the effectiveness of communication. This iteration reflects the continuity of each process of project communication management. Problems, key performance indicators, risks, or conflicts can immediately trigger iterations of these processes.
VII. ITO
i. enter
1. Project management plan
（1） resource management plan
By describing roles and responsibilities, along with a project organization chart, the resource management plan can be used to understand the actual project organization and any changes to it.
（2） communication management plan
A current plan for the timely collection, generation, and dissemination of information that identifies team members, stakeholders, and related tasks in the communication process.
（3） Stakeholder Engagement Plan
The communication strategy planned to guide stakeholder engagement is identified.
2. Project Documents
（1） Problem log
Provides historical information on the project, records of stakeholder involvement in issues, and how they were resolved.
（2） Lessons Learned Register
Lessons learned early in the project can be used in later stages of the project to improve communication.
（3） Project communication record
Provide information on communications that have taken place.
3. job performance data
Contains data on the type and amount of communication that took place.
4. Business environment factors
5. organizational process assets
ii. Tools & Techniques
1. Expert judgment
2. project management information system
3. Data performance
Stakeholder Engagement Assessment Matrix
4. Interpersonal and team skills
observe/talk
5. meeting
iii. output
1. job performance information
2. Change request
3. Project Management Plan Update
（1） communication management plan
（2） Stakeholder Engagement Plan
4. Project file updates
（1） Problem log
（2） Lessons Learned Register
（3） Stakeholder register
八、 Oversight risk
I. definition
The process of overseeing the implementation of the agreed risk response plan, tracking identified risks, identifying and analyzing new risks, and evaluating the effectiveness of risk management throughout the project period
II. effect
Base project decisions on current information about overall project risk and individual project risk
III. This process needs to be carried out throughout the project.
IV. To ensure that the project team and key stakeholders understand the current level of risk, project work should be continuously monitored through the Monitor Risks process, with ongoing attention to emerging, changing, and obsolete individual project risks.
V. The monitoring risk process uses performance information generated during project execution to determine:
1. Whether the implemented risk responses are effective;
2. Whether the overall project risk level has changed;
3. Whether the status of identified individual project risks has changed;
4. Whether new individual project risks arise;
5. Whether the risk management approach is still appropriate;
6. Whether the project assumptions still hold;
7. whether risk management policies and procedures have been followed;
8. Whether cost or schedule contingency reserves need to be revised;
9. Whether the project strategy is still valid, etc.
VI. ITO
i. enter
1. Project management plan
risk management plan
It specifies how and when risks should be reviewed, what policies and procedures should be followed, the arrangements for roles and responsibilities related to oversight of this process, and the reporting format.
2. Project Documents
（1） Problem log
Used to check whether open issues are updated and make necessary updates to the risk register and make necessary updates to the risk register.
（2） Lessons Learned Register
Risk-related lessons learned early in the project can be used in later phases.
（3） risk register
The main content includes: identified individual project risks, risk owners, agreed risk response strategies, and specific response measures. It may also provide additional details including controls used to assess the effectiveness of response plans, symptoms and early warning signs of risks, residual and secondary risks, and a watch list of low-priority risks.
（4） risk report
Includes an assessment of current overall project risk portals and agreed-upon risk response strategies. It also describes important individual project risks and their response plans and risk owners.
3. job performance data
Contains information about project status, such as risk responses implemented, risks that have occurred, those that are still active, and those that have been closed.
4. job performance report
It can provide information about project work performance by analyzing performance measurement results, including deviation analysis results, earned value data and forecast data. This information is required when monitoring performance-related risks.
ii. Tools & Techniques
1. Data analysis
（1） Technical performance analysis
Conduct a technical performance analysis to compare the technical results achieved during project execution with the plan to achieve related technical results. It requires the definition of objective, quantitative measures of technical performance against which actual results can be compared with planned requirements. Technical performance measures may include processing time, number of defects, and storage capacity. The extent to which actual results deviate from plans can represent the potential impact of a threat or opportunity.
（2） Reserve analysis
Throughout project execution, certain individual project risks may occur that have a positive or negative impact on budget and schedule contingency reserves. Reserve analysis refers to comparing the remaining contingency reserve with the amount of remaining risk at any point in the project to determine whether the remaining reserve is still reasonable. Various graphs (such as burndown charts) can be used to show the depletion of contingency reserves.
2. Audit
risk audit
Is a type of audit that can be used to evaluate the effectiveness of risk management processes. The project manager is responsible for ensuring that risk audits are conducted at the frequency specified in the project risk management plan. Risk audits can be carried out in daily project review meetings and risk review meetings, and the team can also hold special risk audit meetings. Before conducting an audit, the procedures and objectives of the risk audit should be clearly defined.
3. meeting
risk review meeting
Risk reviews should be regularly scheduled to examine and document the effectiveness of risk responses in addressing overall project risks and identified individual project risks. In a risk review, you can also identify new individual project risks (including secondary risks arising from agreed responses), reassess current risks, close obsolete risks, discuss issues raised by the occurrence of risks, and summarize the available Lessons learned for subsequent phases of the current project or similar projects in the future. Depending on the provisions of the risk management plan, risk reviews can be an agenda item during regular project status meetings or a dedicated risk review meeting can be held.
iii. output
1. job performance information
It is information about the performance of project risk management that is obtained by comparing the actual occurrence and the expected occurrence of a single risk. It can illustrate the effectiveness of risk response planning and response implementation processes.
2. Change request
3. Project Management Plan Update
any component
4. Project file updates
（1） Hypothetical log
（2） Problem log
（3） Lessons Learned Register
（4） risk register
（5） risk report
5. Organizational process asset updates
九、 Control purchasing
I. definition
Manage procurement relationships, monitor contract performance, implement necessary changes and corrections, and process for closing contracts.
II. effect
Ensure that buyers and sellers fulfill legal agreements and meet project needs.
III. This process should be carried out throughout the project as needed.
IV. Both buyers and sellers have similar purposes in administering procurement contracts, and each party must ensure that both parties fulfill their contractual obligations and that their respective legal rights are protected. The legal nature of the contractual relationship requires that the project management team must understand the legal consequences of any actions taken during control procurement. For larger projects with multiple suppliers, an important aspect of contract management is managing communication between the various suppliers. Given its legal significance, many organizations view contract management as an organizational function separate from projects. Although the Procurement Manager can be a project team member, he or she usually reports to the Contract Management Manager in another department.
V. In controlling the procurement process, appropriate project management processes need to be applied to the contractual relationship, and the outputs of these processes need to be integrated for the overall management of the project. When multiple sellers are involved, as well as multiple products, services, or outcomes, this integration often needs to occur at multiple levels.
VI. Contract management activities may include:
1. Collect data and manage project records, including maintaining detailed records of physical and financial performance and establishing measurable procurement performance indicators;
2. Improve procurement plans and progress plans;
3. Establish mechanisms for the collection, analysis and reporting of procurement-related project data and prepare regular reports for the organization;
4. Monitor the procurement environment to guide or adjust implementation;
5. Pay the seller
VII. The quality of control procurement, including the independence and credibility of procurement audits, is a key determinant of procurement system reliability. An organization's code of ethics, in-house legal counsel and external legal advice, including an ongoing anti-corruption program, all contribute to the achievement of appropriate procurement controls.
VIII. In controlling the procurement process, financial management is required, including monitoring payments to sellers. This is to ensure that the payment terms in the contract are followed and that payment is linked to the progress of the seller's work as specified in the contract. An important point to focus on is ensuring there is a strong relationship between the payment to the seller and the amount of work the seller has actually completed. If the contract stipulates that payment is based on project outputs and deliverables, rather than on project inputs (such as work hours), then procurement control can be carried out more effectively.
IX. Before the conclusion of the contract, if both parties reach a consensus, the agreement can be modified at any time according to the change control clause in the agreement. Modifications to the agreement are usually documented in writing.
X. ITO
i. enter
1. project management plan
（1） demand management plan
Describe how contractor requirements will be analyzed, documented, and managed.
（2） risk management plan
Describe how seller-initiated risk management activities are structured and implemented.
（3） Procurement Management Plan
Specifies the activities that need to be carried out in the control procurement process.
（4） change management plan
Contains information on how to handle changes initiated by the seller.
（5） progress baseline
If the seller's schedule slippage affects the overall schedule performance of the project, the schedule may need to be updated and approved to reflect current expectations.
2. project files
（1） Hypothetical log
Assumptions made during the procurement process are documented.
（2） Lessons Learned Register
Lessons learned early in the project can be used in the future of the project to improve contractor performance and procurement processes.
（3） Milestone List
A list of key milestones explains when the seller needs to deliver results.
（4） quality report
Used to identify non-conforming seller processes, procedures or products.
（5） requirements document
May include, first, technical requirements that the seller needs to meet; second, requirements with contractual and legal significance, such as health, safety, security, performance, environment, insurance, intellectual property, equal employment opportunities, licenses, permits, and other non-technical requirements. Require.
（6） Requirements Tracking Matrix
Connect product requirements from source to deliverables that satisfy the requirements.
（7） risk register
Each selected seller presents unique risks depending on the seller's organization, the duration of the contract, the external environment, the project delivery method, the type of contract selected, and ultimately the price agreed upon.
（8） Stakeholder register
Include information about identified stakeholders, such as contract team members, selected sellers, specialists who signed the contract, and other stakeholders involved in the procurement.
3. protocol
An agreement is reached by two parties and includes a unanimous understanding of the obligations of each party. Check the relevant agreement to confirm compliance with its terms and conditions.
4. Procurement documents
Procurement documents contain complete supporting records used to manage the procurement process, including statements of work, payment information, contractor work performance information, plans, drawings, and other correspondence.
5. Approved change request
6. job performance data
Work performance data contains vendor data related to project status, for example, technical performance, activities started, in progress, or completed, and costs incurred or invested. Work performance data may also include instances where payments have been made to sellers.
7. business environment factors
8. organizational process assets
ii. Tools & Techniques
1. expert judgment
When controlling procurement, the opinions of individuals or groups with expertise or training in: relevant functional areas such as finance, engineering, design, development and supply chain management should be sought; legal, regulatory and compliance requirements; Claims management, etc.
2. Claims management
If the buyer and seller cannot agree on compensation for the change, or disagree on whether the change should occur, then the requested change becomes a contested change or a potential constructive change. Such disputed changes are called claims. If not properly resolved, they can become disputes and eventually lead to grievances. Throughout the contract life cycle, claims are typically recorded, processed, monitored and managed in accordance with the terms of the contract. If the parties to the contract are unable to resolve the claim themselves, they may have to use alternative dispute resolution (ADR) in accordance with the procedures specified in the contract. Negotiation is the preferred method of resolving all claims and disputes.
3. data analysis
（1） performance review
Measure, compare and analyze quality, resource, schedule and cost performance against agreement to review performance of contract work. This includes determining whether the work package is ahead of or behind schedule, over or under budget, and whether there are resource or quality issues.
（2） Earned Value Analysis (EVA)
Used to calculate schedule and cost variance, as well as schedule and cost performance indices to determine the degree of deviation from targets.
（3） trend analysis
Can be used to prepare estimates of completion (CEAC) on cost performance to determine whether performance is improving or deteriorating.
4. examine
An inspection is a structured review of the work being performed by the contractor and may involve a simple review of the deliverables or an on-site review of the work itself. In construction, engineering and infrastructure projects, inspections involve joint visits by the buyer and contractor to the site to ensure both parties have a shared understanding of the work being done.
5. audit
An audit is a structured review of the procurement process. Rights and obligations related to auditing should be clearly defined in the procurement contract. Project managers on both the buyer and seller side should pay attention to the audit results so that necessary adjustments can be made to the project.
iii. output
1. Procurement closed
The buyer, usually through its authorized purchasing administrator, provides the seller with formal written notice that the contract has been completed. The requirements for formally closing a procurement are usually set out in the terms and conditions of the contract, including in the procurement management plan.
Generally speaking, these requirements include:
1||| All deliverables have been delivered on time, with quality and according to technical requirements;
2||| There are no outstanding claims or invoices and all final payments have been made.
The project management team should approve all deliverables before closing the procurement.
2. Procurement document updates
3. job performance information
Work performance information is the performance of the work being performed by the seller, including the completion of deliverables and achievement of technical performance compared with contract requirements, as well as the cost generation and recognition of completed work compared with the SOW budget.
4. change request
5. Project Management Plan Update
（1） risk management plan
（2） Procurement Management Plan
（3） progress baseline
（4） cost basis
6. Project file updates
（1） Lessons Learned Register
（2） Resource requirements
（3） Requirements Tracking Matrix
（4） risk register
（5） Stakeholder register
7. Organizational process asset updates
十、 Oversee stakeholder engagement
I. definition
Supervise the relationship between project stakeholders and guide stakeholders to reasonably participate in the project process by revising participation strategies and plans.
II. effect
As the project progresses and the environment changes, maintain or improve the efficiency and effectiveness of stakeholder participation activities.
III. This process needs to be carried out throughout the project.
IV. ITO
i. enter
1. project management plan
（1） resource management plan
Determined how to manage team members.
（2） communication management plan
Describes the communication plan and strategy for project stakeholders.
（3） Stakeholder Engagement Plan
A plan for managing stakeholder needs and expectations is defined.
2. project files
（1） Problem log
Documented all known issues related to the project and stakeholders.
（2） Lessons Learned Register
Lessons learned early in the project can be used in later stages of the project to improve the efficiency and effectiveness of stakeholder engagement.
（3） Project communication record
Records of project communication with stakeholders according to the communication management plan and stakeholder engagement plan.
（4） risk register
Risks associated with stakeholder engagement and interactions are documented, including their classification, and potential responses.
（5） Stakeholder register
Various stakeholder information is recorded, mainly including stakeholder list, evaluation results and classification status.
3. job performance data
Contains project status data such as which stakeholders support the project and their level and type of involvement.
4. business environment factors
5. organizational process assets
ii. Tools & Techniques
1. data analysis
（1） Alternatives analysis
When the effect of stakeholder participation does not meet the expected requirements, an alternatives analysis should be carried out to evaluate various alternatives for dealing with deviations.
（2） Root Cause Analysis
Conduct a root cause analysis to identify the root causes why stakeholder engagement did not achieve the desired results.
（3） Stakeholder analysis
Determine the status of stakeholder groups and individuals at any given time on the project.
2. decision making
（1） Multi-criteria decision analysis
Examine the criteria for successful stakeholder participation in the project and identify the most appropriate options based on their prioritization and weighting.
（2） vote
Vote on the best solution to deal with deviations in stakeholder participation levels.
3. Data performance
Stakeholder Engagement Assessment Matrix
Monitor stakeholder engagement using the Stakeholder Engagement Assessment Matrix to track changes in each stakeholder's level of engagement.
4. communication skills
（1） feedback
Used to ensure that information sent to stakeholders is received and understood.
（2） Demo
Provide clear information to stakeholders.
5. Interpersonal and team skills
（1） active listening
Reduce misunderstandings and communication errors through active listening.
（2） cultural awareness
Cultural awareness and sensitivity help project managers analyze the cultural differences and cultural needs of stakeholders and team members and plan communications.
（3） leadership
Successful stakeholder engagement requires strong leadership skills to communicate the vision and inspire stakeholders to support the project work and outcomes.
（4） interpersonal communication
Learn about stakeholder engagement levels through interpersonal interactions.
（5） policy awareness
Policy awareness helps understand organizational strategy, understand who can exercise power and influence, and develop the ability to communicate with these stakeholders.
6. Meeting
Types of meetings that can be used to monitor stakeholder engagement include status meetings, stand-ups, retrospectives, and any other meetings specified in the stakeholder engagement plan to monitor and evaluate the level of stakeholder engagement. Meetings are no longer limited to face-to-face or voice interaction. While face-to-face interaction is ideal, it can be costly. Teleconferencing and telecommunications technologies can reduce costs and provide a wealth of contact methods and communication options.
iii. output
1. job performance information
Work performance information includes information about the status of stakeholder engagement, such as the current level of stakeholder support for the project as compared to the desired level of engagement as determined by a stakeholder engagement assessment matrix, stakeholder cube, or other tool.
2. change request
3. Project Management Plan Update
（1） resource management plan
（2） communication management plan
（3） Stakeholder Engagement Plan
4. Project file updates
（1） Problem log
（2） Lessons Learned Register
（3） risk register
（4） Stakeholder register
十一、 Monitor project work
I. definition
The process of tracking, reviewing, and reporting overall project progress toward achieving the performance objectives identified in the project management plan.
II. effect
Keep stakeholders informed of the current status of the project and buy-in on actions taken to address performance issues, as well as keep stakeholders informed of future project status through cost and schedule forecasts.
III. This process needs to be carried out throughout the project.
IV. Supervision is one of the project management activities that occurs throughout the project and includes collecting, measuring, and analyzing measurements and predicting trends to drive process improvements. Ongoing monitoring allows the project management team to gain insight into the progress of the project and identify areas that require special attention. Controlling includes developing corrective or preventive actions or re-planning and tracking the implementation of action plans to ensure they effectively resolve the problem.
V. Monitoring the project work process mainly focuses on:
1. Compare actual project performance to the project management plan;
2. Regularly evaluate project performance, determine whether corrective or preventive actions are needed, and recommend necessary actions;
3. Check the status of individual project risks;
4. Maintain an accurate and up-to-date information base throughout the project to reflect product and documentation status;
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;
9. Ensure that projects are consistent with business needs, etc.
VI. ITO
i. enter
1. project management plan
any component
2. project files
（1） Hypothetical log
Contains information about assumptions and constraints that will affect the project.
（2） Estimate basis
Explain how different estimates are derived and used to decide how to deal with biases.
（3） cost forecast
Based on the project's past performance, determine whether the project remains within budget tolerance and identify any necessary changes.
（4） Problem log
Used to document and monitor who is responsible for resolving specific issues within target dates.
（5） Lessons Learned Register
May include effective ways to respond to deviations as well as corrective and preventive actions.
（6） Milestone List
List specific milestone achievement dates to check whether planned milestones have been achieved.
（7） quality report
Contains quality management issues, suggestions for improvements to processes, projects, and products, suggestions for corrective actions (including rework, defect (loophole) remediation, 100% inspection, etc.), and an overview of situations discovered during the quality control process.
（8） risk register
Documented and provided relevant information on various threats and opportunities that occurred during project execution.
（9） risk report
Information on overall project risks and individual risks is recorded and provided.
（10） progress forecast
Based on the project's past performance, determine whether the project remains within schedule tolerances and identify any necessary changes.
3. job performance information
Work performance data is collected during work execution and passed to the control process for further analysis. Work performance information is generated by comparing work performance data to project management plan components, project documents, and other project variables. This comparison provides insight into how well the project is performing.
Specific work performance measures for scope, schedule, budget, and quality are specified in the project management plan at the outset of the project. Performance data is collected during the project through the control process and compared to plans and other variables to provide context for job performance.
4. protocol
A purchase agreement includes terms and conditions and may also include other items such as stipulations by the buyer regarding the work to be performed or the products to be delivered by the seller. If a project outsources portions of the work, the project manager will need to oversee the contractor's work to ensure that all agreements comply with the project's specific requirements, as well as the organization's procurement policies.
5. business environment factors
6. organizational process assets
ii. Tools & Techniques
1. expert judgment
2. data analysis
（1） Alternatives analysis
Used to select corrective actions or a combination of corrective and preventive actions to be implemented when deviations occur.
（2） Cost-benefit analysis
Helps identify the most cost-effective corrective action when deviations occur.
（3） Earned value analysis
Conducted a comprehensive analysis of scope, schedule and cost performance.
（4） Root Cause Analysis
Focusing on identifying the main causes of problems, it can be used to identify why deviations occurred and the areas where the project manager should focus to achieve project goals.
（5） trend analysis
By predicting future performance based on past results, it can predict project schedule delays. Trend analysis should be performed early enough in the project time. Necessary preventive measures can be recommended based on the results of trend analysis.
（6） Deviation analysis
Cost estimates, resource usage, resource rates, technical performance and other measurements. In the process of monitoring project work, a comprehensive analysis of cost, time, technology and resource deviations is conducted through deviation analysis to understand the overall deviation of the project.
3. decision making
vote
Including using the following methods to make decisions: unanimous consent, majority consent or the principle of relative majority.
4. Meeting
iii. output
1. job performance report
Job performance information may be consolidated, recorded and distributed in physical or electronic form. Based on work performance information, work performance reports are prepared in physical or electronic form to make decisions, take actions, or draw attention. Send work performance reports to project stakeholders through the communication process according to the project communication management plan.
The difference between data, information and reports
The contents of work performance reports generally include status reports and progress reports. Work performance reports can include earned value charts and information, trend lines and forecasts, reserve burndown charts, defect histograms, contract performance information, and risk profile overviews.
It can also be represented as dashboards, large visible charts, task boards, burn charts, etc. that draw attention, make decisions, and take action.
1||| dash board
Information is collected electronically and graphs are generated that describe status, allowing for in-depth analysis of the data, and are used to provide high-level summary information, with accompanying textual explanations for any metric that exceeds established thresholds.
Dashboards include traffic light charts (also called RAG charts, where RAG is the abbreviation for red, yellow, and green), bar charts, pie charts, and control charts.
2||| Large visible chart
Large Visible Charts (BVC), also known as information emitters, are visible physical display tools that provide metric information and results to members within the organization and support timely knowledge sharing. BVC is not limited to publishing information in progress tools or reporting tools, but more often in places where people can easily see it. BVC should be easy to update and update frequently. Generally speaking, BVC is not electronically generated but maintained manually, so it is often "low tech high touch". The figure below shows the BVC related to completed work, remaining work and risks.
3||| task board
The task board is a visual representation of work that is ready to be started (to-do), ongoing and completed work. It is a visual representation of planned work and can help project members understand the status of each task at any time. . Use sticky notes in different colors to represent different types of work.
4||| combustion chart
Burn charts (including burn-up or burn-down charts) are used to show the "velocity" of a project team, which is a measure of the project's productivity. A burn-up chart can track the amount of work completed against the plan, as shown in the figure below, and a burn-down chart can show the amount of work remaining (such as story points in a project using an adaptive approach) or the amount of risk that has been reduced.
The figure below is an example of budget threshold setting. The curve that exceeds the planned expenditure rate by 10% is 1, and the curve that exceeds -20% is 2 and 3, which represent actual expenditures. The chart shows that in January, spending exceeded the 10% tolerance limit, which would trigger the diagnostic plan.
Rather than waiting for a critical threshold to be breached before taking action, project teams can proactively address deviations in advance if they can be predicted through trends or new information. A diagnostic plan is a set of actions to be taken when a threshold or prediction is exceeded. The importance of a diagnostic plan is to discuss the problem and develop a plan for what needs to be done, and then follow up to ensure the plan is implemented and to determine whether the plan is effective.
2. change request
3. Project Management Plan Update
any component
4. Project file updates
（1） cost forecast
（2） progress forecast
（3） Problem log
（4） Lessons Learned Register
（5） risk register
十二、 Implement holistic change control
I. definition
The process of reviewing all change requests, approving changes, managing changes to deliverables, organizational process assets, project documents, and project management plans, and communicating the results of change processing.
II. This process reviews all requests for changes to project documents, deliverables, or the project management plan and determines the disposition of the change requests.
III. effect
Ensure a comprehensive review of documented changes in the project.
IV. Implementing changes without considering their impact on overall project goals or plans often increases overall project risk.
V. This process needs to be carried out throughout the project.
VI. The overall change control process is implemented throughout the project, for which the project manager has ultimate responsibility. A change request may affect the project scope, product scope, and any project management plan component or any project document. At any time throughout the project life cycle, any stakeholder involved in the project can submit a change request.
VII. Changes do not need to be formally controlled and an overall change control process implemented before baselines are established. Once the project baseline is established, change requests must be handled by implementing an overall change control process. Although changes may be made verbally, all change requests must be documented in writing and incorporated into the change management and/or configuration management system. Before approving a change, it may be necessary to understand the change's impact on schedule and impact on cost. A formal overall change control process is required whenever a change request could affect any project baseline. Each documented change request must be approved, deferred, or denied by a responsible person, usually the project sponsor or project manager. This responsible person should be designated in the project management plan or organizational procedures, and the CCB should conduct the overall change control process when necessary. After the change request is approved, new (or revised) cost estimates, activity sequencing, schedule dates, resource requirements, and/or risk response analysis may be required. These changes may require adjustments to the project management plan and other project documents.
VIII. Configuration control and change control have different concerns:
1. Configuration control focuses on deliverables and technical specifications of each process;
2. Change control focuses on identifying, documenting, approving, or rejecting changes to project documents, deliverables, or baselines.
IX. Configuration management activities that change control tools need to support include:
1. Identify configuration items
Identify and select configuration items to provide the basis for defining and verifying product configurations, labeling products and documents, managing changes and clarifying responsibilities.
2. Record and report configuration item status
Record and report information on each configuration item.
3. Verify and audit configuration items
Through configuration verification and auditing, ensure the correctness of the project's configuration item composition, and the corresponding changes are registered, evaluated, approved, tracked and correctly implemented, ensuring that the functional requirements specified in the configuration file have been achieved.
X. Change management activities that change control tools also need to support include:
1. Identify changes
Identify and select changes to process or project documents.
2. Record changes
Document changes as appropriate change requests.
3. Make a decision to change
Reviews changes and approves, rejects, defers, or makes other decisions on changes to project documents, deliverables, or baselines.
4. Track changes
Confirm changes are registered, evaluated, approved, tracked and final results communicated to relevant parties.
XI. Tools can also be used to manage change requests and subsequent decisions, while paying extra attention to communication to help members of the change control board fulfill their responsibilities and communicate decisions to relevant parties.
XII. ITO
i. enter
1. project management plan
（1） change management plan
Provide guidance for managing the change control process and document the CCB's roles and responsibilities.
（2） configuration management plan
Describe the project's configuration items, identify configuration items that should be recorded and updated, and maintain the consistency and effectiveness of the project's products.
（3） Scope Baseline
Provide project and product definitions.
（4） progress baseline
Used to evaluate the impact of changes on the project schedule.
（5） cost basis
Used to evaluate the impact of changes on project costs.
2. project files
（1） Estimate basis
Indicate how duration, cost, and resource estimates are derived, and calculate the impact of changes on time, budget, and resources.
（2） Requirements Tracking Matrix
Helps evaluate the impact of changes on project scope.
（3） risk report
Provides information on sources of project risk associated with change requests.
3. job performance report
Work performance reports that are particularly useful in implementing an integrated change control process include: resource availability, schedule and cost data, earned value reports, and burn charts or burndown charts.
4. change request
Many processes during project execution will output change requests. Change requests may contain corrective actions, preventive actions, defect remediation, and updates to formally controlled project documents or deliverables. Changes may or may not affect the project baseline, and the decision to change is usually made by the project manager.
For changes that affect the project baseline, the cost of performing the change, required schedule date modifications, resource requirements, and associated risks should generally be stated in the change request. Such changes shall be approved by the CCB (if any) and the client or sponsor, unless they are themselves members of the CCB. Only approved changes can be incorporated into the revised baseline.
5. business environment factors
6. organizational process assets
ii. Tools & Techniques
1. expert judgment
2. change control tools
3. data analysis
（1） Alternatives analysis
（2） Cost-benefit analysis
4. decision making
（1） vote
（2） autocratic decision making
（3） Multi-criteria decision analysis
5. Meeting
iii. output
1. Approved change request
The project manager, CCB or designated team member handles change requests according to the change management plan and makes decisions to approve, defer or deny. Approved change requests shall be implemented through the Direct and Manage project work process. For postponed or rejected change requests, the individual or group making the change request should be notified.
2. Project Management Plan Update
any component
3. Project file updates
Change log