1. PMP – PMBOK 5TH EDITION
COMPLETE TUTORIAL SERIES

2. DEVELOP PROJECT CHARTER

3. DEVELOP PROJECT CHARTER
• IT IS THE VERY FIRST PIECE OF DOCUMENTATION FOR A PROJECT.
• PROJECT CHARTER IS A DOCUMENT ISSUED BY THE PROJECT SPONSOR/INITIATOR
THAT FORMALLY AUTHORIZES THE EXISTENCE OF A PROJECT & PROVIDES THE
PROJECT MANAGER WITH THE AUTHORITY TO APPLY ORGANIZATIONAL RESOURCES
TO PROJECT ACTIVITIES
• SOMEONE OTHER THAN THE PROJECT MANAGER, SUCH AS THE SPONSOR, A
CUSTOMER, THE PMO, A PORTFOLIO STEERING COMMITTEE OR A SENIOR
MANAGEMENT INITIATES THE PROJECT.
• THE INITIATOR MUST HAVE AUTHORITY CONSISTENT WITH THE SIZE & COMPLEXITY
OF THE PROJECT
• THE PROJECT CHATTER FORMALLY:
• IDENTIFIES THE PROJECT SPONSOR & THE PROJECT MANAGER
• DEMONSTRATES COMMITMENT TO THE PROJECT & FORMALIZES THE PM’S AUTHORITY
• LINKS THE PROJECT TO THE ORGANIZATIONAL STRATEGIC PLAN & HOW IT ALIGNS WITH

4. INPUTS TO DEVELOP PROJECT CHARTER
THERE ARE FIVE INPUTS TO THE DEVELOP PROJECT CHARTER”
1. PROJECT STATEMENT OF WORK (SOW)
• EXPLAINS THE BUSINESS NEEDS
• CLARIFIES THE PRODUCT OF THE PROJECT
• TELLS HOW THE PROJECT ALIGNS WITH ORGANIZATION’S STRATEGIC PLAN
2. BUSINESS CASE
• FINANCIAL BENEFITS – REVENUE, COST REDUCTION
• NON FINANCIAL BENEFITS – CUSTOMER LOYALTY, INNOVATION
3. AGREEMENT – IF THE PROJECT IS BASED ON CONTRACTUAL AGREEMENT LIKE MOU,
LETTER OF INTENT
• CONTRACT STATEMENT OF WORK
• CONTRACTUAL REQUIREMENT, TERMS & CONDITION
4. ENTERPRISE ENVIRONMENTAL FACTORS (EEF)
• INTERNAL EEF SUCH AS ORG STRUCTURE, HUMAN RESOURCE CAPABILITIES, PMO POLICIES, RISK
DATABASES
• EXTERNAL EEF SUCH AS COMPETITIONS, REGULATIONS, INDUSTRY STANDARDS, GOVT POLICIES,
MARKET ETC
5. ORGANIZATIONAL PROCESS ASSETS (OPA)
• POLICIES, PROCEDURES, TEMPLATES, PRIOR PROJECTS, INTRANETS, PAST PROJECT DOCUMENTS,

5. TOOLS & TECHNIQUES
• EXPERT JUDGMENT IS THE PRIMARY TECHNIQUE FOR ALL THE PROJECT INTEGRATION
MANAGEMENT PROCESSES.
• EXPERT JUDGMENT IS THE ACTIVITIES SPECIFIC APPROPRIATE JUDGMENT PROVIDED
BY THE SUBJECT MATTER EXPERT (SME) SUCH AS GROUP OF PERSON WITH
SPECIALIZED EDUCATION, KNOWLEDGE, SKILL, EXPERIENCE & TRAINING.
TWO TYPES OF SME
• INTERNAL EXPERTS
• SPONSORS, TEAM MEMBERS, PAST PM, OTHER STAKEHOLDER OR THE PMO
• EXTERNAL EXPERTS
• CONSULTANTS, INDUSTRY & PROFESSIONAL ASSOCIATION

6. OUTPUT OF DEVELOP PROJECT CHARTER
THE END RESULT OF A DEVELOP PROJECT CHARTER PROCESS IS THE PROJECT
CHARTER!!
CHARTER CONTENT ITEM WHAT IT DOES
PURPOSE & JUSTIFICATION REASON FOR THE PROJECT – MAY REFER TO BUSINESS CASE, STRATEGIC OBJECTIVES OR EXTERNAL
FACTORS
OBJECTIVES MULTIPLE OBJECTIVES FOR THE SCOPE, SCHEDULE, COST, QUALITY, CUSTOMER SATISFACTION, ETC
SUCCESS CRITERIA MEASUREABLE CRITERIA TO INDICATE SUCCESSFUL COMPLETION OF EACH OBJECTIVE
HIGH LEVEL REQUIREMENTS INITIAL HIGH LEVEL BUSINESS & COMPLIANCE REQUIREMENTS THAT MEETS CUSTOMER
EXPECTATIONS
ASSUMPTIONS & CONSTRAINTS INTIAL ASSUMPTION ABOUT SCOPE, RESOURCES, FUNDING, LIMITATION, BUDGET OR FIXED DUE
DATE
HIGH LEVEL PROJECT DESCRIPTION SUMMART OF THE PROJECT’S DELIVERABLES & APPROACH TO BUDGETS
HIGH LEVEL RISKS INITIAL RISK THAT WILL LATER BE PROGRESIVELY ELABORATED
SUMMARY MILESTONE SIGNIFICANT EVENTS OF DELIVERABLES: PHASE COMPLETION, DELIVERABLES & ACCEPTANC
SUMMARY BUDGET INITIAL RANGE OF EXPENDITURES ESTIMATE
STAKEHOLDER LIST INITIAL LIST OF PEOPLE WHO CAN INFLUENCE OR BE INFLUENCED BY THE PROJECT
APPROVAL REQUIREMENTS WHO CAN APPROVE & SIGN OFF ON EACH DELIVERABLE & CRITERIA FOR ACCEPTANCE
PM AUTH ON STAFFING, TECHNICAL
DECISION, CONFLICT RESOLUTION,
BUDGET MGMT
AUTHORITY TO HIRE, FIRE, DISCPLINE, ACCEPT OR REJECT. AUTH TO MAKE TECHNICAL DECISIONS
OR APPROACH, TO RESOLVE CONFLICT WITHIN TEAMS OR EXTERNAL STAKEHOLDERS & TO COMMIT
& MANAGE FUNDS VARIANCE
SPONSOR, PM & OTHER RELEVENT DEMONSTRATE COMMITMENT & APPROVAL FOR THE PROJECT

7. OUTPUT
ENTERPRISE
ENVIRONMENT
AL
FACTOR (EEF)
CONTRACT
(IF ANY)
BUSINESS
CASE
PROJECT
STATEMENT
OF WORK
(SOW)
ORGANIZATIONAL
PROCESS
ASSETS
(OPA)
TOOLS &
TECHNIQUES
INTERNAL SMEs
EXPERTS JUDGMENTS
&
EXTERNAL SMEs
EXPERTS JUDGMENTS &
FACILITATION TECHNIQUES

8. DEVELOP PROJECT
MANAGEMENT PLAN

9. DEVELOP PROJECT MANAGEMENT PLAN
• THE PROJECT MANAGEMENT PLAN IS THE MASTER DOCUMENT WHERE ALL SUBSIDIARY
PLANS & THE PROJECT APPROACH ARE DOCUMENTED.
• IT CONTAINS STANDARD INFORMATION TO USE FOR THE PROJECT
• IT DESCRIBES HOW THE PROJECT WILL BE EXECUTED, MONITORED & CONTROLLED.
• THE INFORMATION IN THE PROJECT MANAGEMENT PLAN COMES FROM ALL THE PLANNING
PROCESSES (EXCEPT CHANGE MANAGEMENT PLAN & CONFIGURATION MANAGEMENT
PLAN)
• PROJECT MANAGEMENT PLAN IS NOT A SCHEDULE!
• THE PROJECT MANAGEMENT PLAN IS A COLLECTION OF OTHER PLANS
• ALTHOUGH IT IS A SINGLE DOCUMENT, IT’S BROKEN INTO SEVERAL SUBSIDIARY PLANS.
• THERE’S ONE SUBSIDIARY PLAN FOR EACH OF THE OTHER KNOWLEDGE AREAS:
SCOPE MANAGEMENT, TIME MANAGEMENT, COST MANAGEMENT, QUALITY MANAGEMENT,
HUMAN RESOURCE MANAGEMENT, COMMUNICATIONS MANAGEMENT, RISK
MANAGEMENT, AND PROCUREMENT MANAGEMENT.

10. TOOLS & TECHNIQUES
• EXPERT JUDGMENTS ARE NEEDED IN:
• TAILORING THE COMPONENTS IN THE PROJECT MANAGEMENT PLAN TO MEET PROJECT’S NEEDS
• DEFINING THE CHANGE CONTROL PROCESS
• PROVIDING TECHNICAL DETAILS & INFO FOR THE PROJECT MANAGEMENT PLAN
• PROVIDING INPUTS FOR THE APPROPRIATE LIFE CYLE
• IDENTIFY RESOURCES & SKILL LEVELS NEEDED TO GET THE JOB DONE
• IDENTIFY ITEMS THAT BELONGS TO CONFIGURATION CONTROL
• FACILITATION TECHNIQUES
• BRAINSTORMING
• PROBLEM SOLVING
• CONFLICT RESOLUTION
• MEETING MANAGEMENT

11. CHANGE CONTROL SYSTEM
• THE PROJECT MANAGEMENT PLAN INCLUDES BASELINES OF THE SCOPE,
SCHEDULE, AND BUDGET THAT CAN BE CHANGED. THUS WHEN CHANGE IS
ENCOUNTERED, THE PROJECT MANAGEMENT PLAN MUST BE CONSULTED FIRST
TO DECIDE HOW TO PROCEED.
• CHANGE CONTROL SYSTEM IS A SET OF PROCEDURES THAT DESCRIBES HOW
MODIFICATION TO THE PROJECT DELIVERABLES & DOCUMENTATION ARE
MANAGED & CONTROLLED
• HOW CHANGE REQUESTS TO BE MADE,
• THE PROCESS TO EVALUATE THE REQUESTS
• WHO SHOULD SIT ON THE CHANGE CONTROL BOARD
• LEVELS OF AUTHORITY FOR APPROVING CHANGES

12. CONFIGURATION MANAGEMENT SYSTEM
• A SUBSYSTEM OF THE OVERALL PROJECT MANAGEMENT SYSTEM.
• COLLECTION OF FORMAL DOCUMENTED PROCEDURES USED TO APPLY TECHNICAL &
ADMINISTRATIVE DIRECTIONS & SURVEILLANCE TO:
• IDENTIFY & DOCUMENT THE FUNCTIONAL & PHYSICAL CHARACTERISTIC OF THE PROJECT
OUTPUT
• CONTROL ANY CHANGES TO SUCH CHARACTERISTICS
• RECORD & REPORT EACH CHANGE & ITS IMPLEMENTATION STATUS
• SUPPORT THE AUDIT OF THE PROJECT OUTPUT TO VERIFY CONFORMANCE TO
REQUIREMENTS
• INCLUDES DOCUMENTATION, TRACKING SYSTEM & DEFINED APPROVAL LEVELS NECESSARY
FOR AUTHORIZING & CONTROLLING CHANGES

13. OUTPUT
ENTERPRISE
ENVIRONMENT
AL
FACTOR (EEF)
PROJECT
CHARTER
ORGANIZATIONAL
PROCESS
ASSETS
(OPA)
TOOLS &
TECHNIQUES
EXPERT JUDGEMENTS &
SCHEDULE
MGMT
PLAN
REQUIRE
MT
MGMT
PLAN SCHEDUL
E
BASELINE
COST
MGMT
PLAN
SCOPE
BASELINE
PROJECT
SCOPE
STMNT
SCOPE
MGMT
PLAN
COMM
MGMT
PLAN
QUALITY
MGMT
PLAN PROCESS
IMPRVMN
T
PLAN
PRCRMNT
MGMT
PLAN
RISK
MGMT
PLAN
HUMAN
RESOURCE
PLAN
COST
PRFRMNC
E
BASELINE
STKHOL
DR
MGMT
PLAN
THESE ARE ALL THE OUTPUTS
FROM VARIOUS PLANNING
PROCESSES – THEY ARE NOW
INPUTS TO THE DEVELOPMENT
OF
THE PROJECT MANAGEMENT
PLAN
FACILITATION TECHNIQUES

14. DIRECT & MANAGE
PROJECT WORK

15. DIRECT & MANAGE PROJECT WORK
• PROCESS OF PERFORMING THE WORK DEFINED IN THE PROJECT MANAGEMENT PLAN &
IMPLEMENTING APPROVED CHANGES TO ACHIEVE PROJECT’S OBJECTIVES.
• IT PROVIDES OVERALL MANAGEMENT OF THE PROJECT WORK
• DIRECT & MANAGE PROJECT WORK ACTIVITIES INCLUDES:
• PERFORM ACTIVITIES TO ACCOMPLISH PROJECT OBJECTIVES
• CREATE PROJECT DELIVERABLES TO MEET THE PLANNED PROJECT WORK
• PROVIDE, TRAIN & MANAGE TEAM MEMBERS ASSIGNED TO THE PROJECT
• OBTAIN, MANAGE & USE RESOURCES
• IMPLEMENT PLANNED METHODS & STANDARDS
• ESTABLISH COMMUNICATION CHANNELS
• GENERATE WORK PERFORMANCE DATA SUCH AS COST, SCHEDULE, TECHNICAL & QUALITY
PROGRESS
• ISSUE CHANGE REQUEST & IMPLEMENT THE APPROVED CHANGES
• MANAGE RISK & IMPLEMENT RISK RESPONSE ACTIVITIES
• MANAGE STAKEHOLDERS’ ENGAGEMENT
• COLLECT & DOCUMENTS LESSONS LEARNED

16. OUTPUTS
PROJEC
T
MGMT
PLAN
ORGANIZATION
AL
PROCESS
ASSETS
(OPA)
TOOLS &
TECHNIQU
ES
EXPERT
JUDGEMENTS &
MEETINGS
APPROVED
CHANGE
REQUESTS
PROJECT
MANAGEMENT
INFORMATION SYSTEM
DELIVERABLES
WORK
PERFORMANC
E
DATA
CHANGE
REQUESTS
PROJECT
MNAGEMENT
PLAN
UPDATES
PROJECT
DOCUMENTS
UPDATES
ENTERPRISE
ENVIRONMENTA
L
FACTOR (EEF)

17. DELIVERABLES
WORK
PERFORMANCE
DATA
CHANGE
REQUESTS
PROJECT
MNAGEMENT
PLAN UPDATES
PROJECT
DOCUMENTS
UPDATES
UNIQUE & VERIFIABLE PRODUCT, RESULT OR CAPABILY TO PERFORM A
SERVICE THAT IS REQUIRED TO BE PRODUCED TO COMPLETE A PROCESS,
PHASE OR PROJECT.
IT IS A TANGIBLE COMPONENT
RAW OBSERVATIONS & MEASUREMENTS IDENTIFIED DURING PERFORMANCE
OF ACTIVITIES TO CARRY OUT PROJECT WORK.
EX: KPI, TECHNICAL PERFORMANCE, START & FINISH DATES, # OF DEFECTS,
ACTUAL COST
FORMAL PROPOSAL TO MODIFY ANY DOCUMENT, DELIVERABLE OR
BASELINE. AN APPROVED CHANGE REQUEST WILL REPLACE PREVIOUS
DOCUMENT OR BASELINE.
THEY CAN BE: 1. CORRECTIVE ACTION, 2. PREVENTATIVE ACTION, 3. DEFECT REPAIR
& 4. UPDATES
UNIQUE & VERIFIABLE PRODUCT, RESULT OR CAPABILY TO PERFORM A
SERVICE THAT IS REQUIRED TO BE PRODUCED TO COMPLETE A PROCESS,
PHASE OR PROJECT.
IT IS A TANGIBLE COMPONENT
UNIQUE & VERIFIABLE PRODUCT, RESULT OR CAPABILY TO PERFORM A
SERVICE THAT IS REQUIRED TO BE PRODUCED TO COMPLETE A PROCESS,
PHASE OR PROJECT.
IT IS A TANGIBLE COMPONENT

18. CHANGE REQUESTS
DIRECT & MANAGE PROJECT WORK ALSO REQUIRES REVIEW OF THE IMPACT OF ALL
PROJECT CHANGES & THE IMPLEMENTATION OF THE APPROVED CHANGES SUCH AS:
• CORRECTIVE ACTION – INTENTIONAL ACTIVITY THAT REALIGNS THE PERFORMANCE
OF THE PROJECT TO THE PROJECT MANAGEMENT PLAN
• PREVENTIVE ACTIONS – INTENTIONAL ACTIVITY THAT ENSURES THE FUTURE
PERFORMANCE OF THE PROJECT WORK IS ALIGNED TO THE PROJECT MANAGEMENT
PLAN
• DEFECT REPAIR – INTENTIONAL ACTIVITY TO MODIFY A NONCONFORMING PRODUCT
OR PRODUCT COMPONENT
• UPDATES – CHANGES TO FORMALLY CONTROLLED PROJECT DOCUMENTS, PLANS,
ETC TO REFLECT MODIFIED OR ADDITIONAL IDEAS OR CONTENT

19. MONITOR & CONTROL
PROJECT WORK

20. MONITOR & CONTROL PROJECT WORK
• PROCESS OF TRACKING, REVIEWING & REPORTING THE PROGRESS TO MEET
PERFORMANCE OBJECTIVES DEFINED IN THE PROJECT MANAGEMENT PLAN.
• ALLOWS STAKEHOLDERS TO UNDERSTAND THE CURRENT STATE OF THE PROJECT,
STEPS TAKEN, BUDGET, SCHEDULE & SCOPE FORECAST
• MONITORING IS PERFORMED THROUGHOUT THE PROJECT & IS CONCERNED WITH:
• COMPARING ACTUAL PERFORMANCE WITH THE PROJECT MANAGEMENT PLAN
• ASSESSING PERFORMANCE TO SEE IF ANY CORRECTIVE OR PREVENTIVE ACTIONS ARE NEEDED
• IDENTIFYING, ANALYZING & TRACKING NEW RISKS TO CREATE APPROPRIATE RISK RESPONSE PLANS
• MAINTAIN ACCURATE & TIME INFO BASE ON THE PROJECT
• PROVIDING INFO TO SUPPORT STATUS REPORTING, PROGRESS MEASUREMENT & FORECASTING
• PROVIDING FORECAST TO UPDATE CURRENT COST & SCHEDULE INFO
• MONITORING IMPLEMENTATION OF APPROVED CHANGES AS THEY OCCUR
• PROVIDING APPROPRIATE REPORTING ON PROJECT PROGRESS TO PROGRAM MANAGEMENT WHEN
APPLICABLE

21. OUTPUTS
PROJEC
T
MGMT
PLAN
ORGANIZATION
AL
PROCESS
ASSETS
(OPA)
TOOLS &
TECHNIQU
ES
1. EXPERT
JUDGEMENTS
SCHEDULE
FORECAST
S
3. PROJECT MANAGEMENT
INFORMATION SYSTEM
4. MEETINGS
WORK
PERFORMANCE
REPORTS
CHANGE
REQUESTS
PROJECT
MNAGEMENT
PLAN UPDATES
PROJECT
DOCUMENTS
UPDATES
ENTERPRISE
ENVIRONMENTA
L
FACTOR (EEF)
2. ANALYTICAL
TECHNIQUES
COST
FORECAST
VALIDATE
D
CHANGES
WORK
PERFORMAN
CE INFO

22. ELABORATION OF THE NEW INPUTS
• SCHEDULE FORECAST ARE DERIVED FROM PROGRESS AGAINST THE SCHEDULE
BASELINE & COMPUTED TIME ESTIMATE TO COMPLETE (ETC) TYPICALLY EXPRESSED IN
TERMS OF SCHEDULE VARIANCE (SV) & SCHEDULE PERFORMANCE INDEX (SPI)
THE FORECAST MAY BE USED TO DETERMINE IF THE PROJECT IS STILL WITHIN
DEFINED TOLERANCE
• COST FORECAST ARE DERIVED FROM PROGRESS AGAINTS THE COST BASELINE &
COMPUTED TIME ESTIMATE TO COMPLETE (ETC) TYPICALLY EXPRESSED IN TERMS OF
COST VARIANCE (CV) & COST PERFORMANCE INDEX (CPI).
AN ESTIMATE AT COMPLETION (EAC) CAN BE COMPARED TO BUDGET AT
COMPLETION (BAC) TO SEE IF THE PROJECT IS STLL WITHIN THE TOLERANCE RANGE
• VALIDATED CHANGES PROVIDED NECESSARY DATA TO CONFIRM THAT CHANGE WAS
APPROPRIATELY EXECUTED
• WORK PERFORMANCE INFORMATION IS THE WORK PERFORMANCE DATA COLLECTED
FROM VARIOUS CONTROLLING PROCESSES, ANALYZED IN CONTEXT & TRANSFORMED
INTO USEFUL INFORMATION. DATA IS NOT USEFUL (OUT OF CONTEXT),
INFORMATION IS!

23. PERFORM INTEGRATED CHANGE CONTROL
• PROCESS OF REVIEWING, APPROVING & MANAGING CHANGE REQUESTS
• ALLOWS FOR DOCUMENTED CHANGES WITHIN PROJECT TO BE CONSIDERED IN AN
INTEGRATED MANNER WHILE REDUCING RISKS.
• THIS PROCESS IS CONDUCTED THROUGHOUT THE LIFE OF THE PROJECT & IT’S THE
ULTIMATE RESPONSIBILITY OF THE PM. THE PROJECT MANAGEMENT PLAN, PROJECT
SCOPE STATEMENT & OTHER DELIVERABLES ARE MAINTAINED BY CAREFULLY
MANAGING CHANGES.
• WHEN REQUIRED, PERFORM INTEGRATED CHANGE CONTROL PROCESS INCLUDES A
CHANGE CONTROL BOARD (CCB)
• CCB IS A FORMALLY CHARTERED GROUP RESPONSIBLE FOR REVIEWING, EVALUATING,
APPROVING, DELAYING OR REJECTING CHANGES TO THE PROJECT AND RECORDING
SUCH DECISIONS.
• CUSTOMER OR SPONSOR APPROVAL MAY STILL BE NEEDED UNLESS THEY ARE ALSO
PART OF THE CCB

24. CONFIGURATION MANAGEMENT
• CONFIGURATION CONTROL IS FOCUSED ON THE SPECIFICATION OF BOTH OF THE
DELIVERABLES & THE PROCESSES.
• WHILE CHANGE CONTROL IS FOCUSED ON IDENTIFYING, DOCUMENTING, APPROVING
OR REJECTING CHANGES TO THE PROJECT’S DELIVERABLES
• SOME OF THE CONFIGURATION MANAGEMENT ACTIVITIES INCLUDED IN THE
PERFORM INTEGRATED CHANGE CONTROL PROCESS ARE:
• CONFIGURATION IDENTIFICATION – PROVIDE BASIS DEFINITION & VERIFICATION.
PRODUCTS & DOCUMENTS ARE LABELLED, CHANGES MANAGED & ACCOUNTABILITY
MAINTAINED
• CONFIGURATION STATUS ACCOUNTING – INFO LIKE LISTING OF APPROVED
CONFIGURATION IDENTIFICATION, STATUS & IMPLEMENTATION OF PROPOSED CHANGES
ARE RECORDED & REPORTED.
• CONFIGURATION VERIFICATION & AUDIT – ENSURES THAT THE COMPOSITION &
CONFIGURATION ITEMS ARE TRACKED, CORRECTLY IMPLEMENTED TO MEET THE DEFINED
CONFIGURATION DOCUMENT.

25. OUTPUTS
PROJEC
T
MGMT
PLAN
ORGANIZATION
AL
PROCESS
ASSETS
(OPA)
TOOLS &
TECHNIQU
ES
1. EXPERT
JUDGEMENTS
2. MEETINGS
3. CHANGE CONTROL
TOOLS
CHANGE
LOG
APPROVED
CHANGE
REQUESTS
PROJECT
MNAGEMENT
PLAN UPDATES
PROJECT
DOCUMENTS
UPDATES
ENTERPRISE
ENVIRONMENTA
L
FACTOR (EEF)
CHANGE
REQUESTS
WORK
PERFORMAN
CE
REPORTS
MANUAL OR AUTOMATED
MAY BE USED BASED ON
NEEDS
USED TO MANAGE CHANGE
REQUEST &
COMMUNICATIONS TO THE
CCB

26. CLOSE PROJECT OR PHASE

27. CLOSE PROJECT OR PHASE
• PROCESS OF FINALIZING ALL ACTIVITIES ACROSS ALL OF THE PROJECT MANAGEMENT
PROCESS GROUPS TO FORMALLY COMPLETE THE PROJECT OR PHASE.
• PROVIDES LESSONS LEARNED, FORMAL ENDING OF PROJECT WORK AND THE RELEASE
OF ORGANIZATIONAL RESOURCES TO PURSUE NEW ENDEAVORS.

28. OUTPUTS
PROJEC
T
MGMT
PLAN
ORGANIZATION
AL
PROCESS
ASSETS
(OPA)
TOOLS &
TECHNIQU
ES
1. EXPERT
JUDGEMENTS
2. MEETINGS
3. ANALYTICAL TECHNIQUES
ORGANIZATIONAL
PROCESS
ASSETS UPDATES
FINAL PRODUCT, SERVICE
OR
RESULT TRANSITION
ACCEPTED
DELIVERABLE
S
• REGRESSION ANALYSIS
• GROUPING METHODS
• CAUSAL ANALYSIS
• ROOT CAUSE ANALYSIS
• FORECASTING SCENARIOS
• FAILURE MODE & EFFECT
ANALYSIS
• TREND ANALYSIS
• EARNED VALUE MANAGEMENT
(EVM)
• VARIANCE ANALYSIS

29. ORGANIZATION PROCESS ASSETS THAT ARE UPDATED ARE:
• PROJECT FILES
DOCUMENTS FROM PROJECT ACTIVITIES SUCH AS PROJECT MANAGEMENT PLAN, SCOPE, COST,
SCHEDULE & PROJECT CALENDARS, RISK REGISTERS AND OTHER REGISTER, CHANGE
MANAGEMENT DOCUMENTATION, PLANNED RISK RESPONSE ACTIONS AND RISK IMPACT
• PROJECT OR PHASE CLOSURE DOCUMENTS
FORMAL DOCUMENTATION THAT INDICATES COMPLETION OF THE PROJECT/PHASE & TRANSFER
THE DELIVERABLES TO OTHER PROJECT/PHASE
THE PM REVIEWS PRIOR PHASE DOCUMENTS, CUSTOMER ACCEPTANCE DOCUMENT FROM
VALIDATE SCOPE PROCESS AND CONTRACT (IF ANY) TO ENSURE ALL REQUIREMENTS ARE
COMPLETED SATISFACTORILY PRIOR TO FINALIZING THE CLOSURE OF THE PROJECT.
THE PROJECT COULD ALSO BE TERMINATED AND REASONS FOR TERMINATED WILL BE
DOCUMENTED HERE
• HISTORICAL DOCUMENTS
HISTORICAL INFO & LESSONS LEARNED ARE ARCHIVED FOR FUTURE PROJECTS OR PHASE
ORGANIZATIONAL
PROCESS
ASSETS UPDATES

31. END OF CHAPTER TWO
ORGANIZATIONAL INFLUENCES & PROJECT LIFECYCLE