DEVELOP PROJECT

CHARTER

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 PMS AUTHORITY
LINKS THE PROJECT TO THE ORGANIZATIONAL STRATEGIC PLAN & HOW IT ALIGNS WITH
OPERATIONS

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 ORGANIZATIONS 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, LESSONS
LEARNED

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

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 PROJECTS 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

SIGNATURES

DEMONSTRATE COMMITMENT & APPROVAL FOR THE PROJECT

S
INP
UT

ENTERPRISE
ENTERPRISE
ENVIRONMEN
ENVIRONMEN
TAL
TAL
FACTOR
FACTOR (EEF)
(EEF)
ORGANIZATIONAL
ORGANIZATIONAL
PROCESS
PROCESS
ASSETS
ASSETS
(OPA)
(OPA)

BUSINESS
CASE

PROJECT
PROJECT
STATEMENT
STATEMENT
OF
OF WORK
WORK
(SOW)
(SOW)

TOOLS &
TECHNIQUES

INTERNAL SMEs
EXPERTS JUDGMENTS
FACILITATION&TECHNIQUES

OUTP
UT

DEVELOP PROJECT
CHARTER

CONTRACT
(IF ANY)

EXTERNAL SMEs
EXPERTS JUDGMENTS &

THE PROJECT CHARTER

DEVELOP PROJECT
MANAGEMENT PLAN

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, ITS BROKEN INTO SEVERAL SUBSIDIARY PLANS.
THERES 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.

TOOLS & TECHNIQUES

EXPERT JUDGMENTS ARE NEEDED IN:
TAILORING THE COMPONENTS IN THE PROJECT MANAGEMENT PLAN TO MEET PROJECTS
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

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

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

SCOP
E
MGM
T
PLAN

INPU
TS

ENTERPRISE
ENTERPRISE
ENVIRONMEN
ENVIRONMEN
TAL
TAL
FACTOR
FACTOR (EEF)
(EEF)
ORGANIZATIONAL
ORGANIZATIONAL
PROCESS
PROCESS
ASSETS
ASSETS
(OPA)
(OPA)

TOOLS &
TECHNIQUES
EXPERT JUDGEMENTS &
FACILITATION TECHNIQUES

PROJ
ECT
SCOP
E
STMN
T

REQU
IREM
T
MGM
T
PLAN
SCHED
ULE
MGMT
PLAN

SCOP
E
BASE
LINE

SCHE
DULE
BASE
LINE

COST
MGM
T
PLAN

COST
PRFR
MNCE
BASE
LINE

HUM
AN
RES
OUR
CE
PLAN

QUAL
ITY
MGM
T
PLAN

COMM
MGMT
PLAN

RISK
MGM
T
PLAN

PROC
ESS
IMPR
VMNT
PLAN

PRCR
MNT
MGM
T
PLAN

THESE ARE ALL THE OUTPUTS

FROM VARIOUS PLANNING
PROCESSES THEY ARE NOW
INPUTS TO THE
DEVELOPMENT OF
THE PROJECT MANAGEMENT
PLAN

OUTP
UT

DEVELOP PROJECT MANAGEMENT

PLAN

PROJECT
CHARTER

STKHOL
DR
MGMT
PLAN

THE PROJECT MANAGEMENT PLAN

DIRECT & MANAGE

PROJECT WORK

DIRECT & MANAGE PROJECT WORK

PROCESS OF PERFORMING THE WORK DEFINED IN THE PROJECT MANAGEMENT PLAN &
IMPLEMENTING APPROVED CHANGES TO ACHIEVE PROJECTS 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

PROJE
CT
MGMT
PLAN

APPROVED
CHANGE
REQUESTS

INPU
T
S

ORGANIZATION
ORGANIZATION
AL
AL
PROCESS
PROCESS
ASSETS
ASSETS
(OPA)
(OPA)

TOOLS &
TECHNIQU
ES
EXPERT
JUDGEMENTS &
MEETINGS
DELIVERABLE
S

WORK
PERFORMAN
CE
DATA

OUTPUT
S

DIRECT & MANAGE PROJECT

WORK

ENTERPRISE
ENVIRONMENTA
L
FACTOR (EEF)

PROJECT
MANAGEMENT
INFORMATION SYSTEM

CHANGE
REQUESTS

PROJECT
MNAGEMENT
PLAN
UPDATES

PROJECT
DOCUMENTS
UPDATES

DELIVERABLES

WORK
PERFORMANCE
DATA

CHANGE
REQUESTS

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

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
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

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

MONITOR & CONTROL

PROJECT WORK

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

PROJE
CT
MGMT
PLAN

1. EXPERT
JUDGEMENTS
2. ANALYTICAL
TECHNIQUES
CHANGE
REQUESTS

INPU
T
S

ORGANIZATION
ORGANIZATION
AL
AL
PROCESS
PROCESS
ASSETS
ASSETS
(OPA)
(OPA)

SCHEDULE
FORECAST
S

VALIDATE
D
CHANGES

COST
FORECAST

WORK
PERFORMAN
CE INFO

TOOLS &
TECHNIQU
ES
3. PROJECT MANAGEMENT
INFORMATION SYSTEM
4. MEETINGS
OUTPUT
S

MONITOR & CONTROL PROJECT

WORK

ENTERPRISE
ENVIRONMENTA
L
FACTOR (EEF)

WORK
PERFORMANCE
REPORTS

PROJECT
MNAGEMENT
PLAN UPDATES

PROJECT
DOCUMENTS
UPDATES

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!

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 & ITS
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

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 PROJECTS 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.

PROJE
CT
MGMT
PLAN

CHANGE
REQUESTS

INPU
T
S

ORGANIZATION
ORGANIZATION
AL
AL
PROCESS
PROCESS
ASSETS
ASSETS
(OPA)
(OPA)

WORK
PERFORMAN
CE
REPORTS

MANUAL OR AUTOMATED
MAY BE USED BASED ON
NEEDS
USED TO MANAGE CHANGE
REQUEST &
COMMUNICATIONS TO THE
CCB

TOOLS &
TECHNIQU
ES
1. EXPERT
JUDGEMENTS
2. MEETINGS
APPROVED
CHANGE
REQUESTS

CHANGE
LOG

OUTPUT
S

PERFORM INTEGRATED CHANGE

CONTROL

ENTERPRISE
ENVIRONMENTA
L
FACTOR (EEF)

3. CHANGE CONTROL
TOOLS

PROJECT
MNAGEMENT
PLAN UPDATES

PROJECT
DOCUMENTS
UPDATES

CLOSE PROJECT OR PHASE

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.

INPU
T
S

ORGANIZATION
ORGANIZATION
AL
AL
PROCESS
PROCESS
ASSETS
ASSETS
(OPA)
(OPA)

ACCEPTED
DELIVERABL
ES

1. EXPERT
JUDGEMENTS
2. MEETINGS
FINAL PRODUCT,
SERVICE OR
RESULT TRANSITION

TOOLS &
TECHNIQU
ES

OUTPUT
S

CLOSE PROJECT OR PHASE

PROJE
CT
MGMT
PLAN

3. ANALYTICAL
TECHNIQUES

ORGANIZATIONAL
PROCESS
ASSETS UPDATES

REGRESSION ANALYSIS
GROUPING METHODS
CAUSAL ANALYSIS
ROOT CAUSE ANALYSIS
FORECASTING SCENARIOS
FAILURE MODE & EFFECT
ANALYSIS
TREND ANALYSIS
EARNED VALUE MANAGEMENT
(EVM)
VARIANCE ANALYSIS

ORGANIZATIONAL
PROCESS
ASSETS UPDATES

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