![]() The project team roles and responsibilities are identified, and the method of acquisition for project team members is established. The estimated cost of each task is determined and rolled up into an overall project budget. Timelines of each task are determined and deadlines for each project deliverable are determined. The products and/or services that the project will produce are listed. The work that will be part of the project is identified, and its boundaries established. This usually includes schedule and budget, but often there are many other smaller factors that cannot be overlooked. The definition of project success is established. The primary project management document created during this phase is called a Project Management Plan, and it contains the following information: Project success is usually directly related to the amount of planning that has been performed. In the PMBOK, it contains all 10 project knowledge areas. Once the project has been initiated, the project manager proceeds into the planning phase. It contains whatever information is necessary to perform this function, but can also include things like: above the project) but it can be delegated to the project manager. It is developed by the performing organization (i.e. The project charter’s purpose is to incorporate the project and authorize the project manager. In the PMBOK it contains only two processes: This phase includes the initial work necessary to create and authorize the project. The project must be officially closed, final details determined, vendors released, and so forth. The project manager ensures that the work is carried out according to the plan, and tracks deviations using earned value analysis for schedule and cost, as will as monitoring the scope, communications, vendors, and any other item necessary to ensure the project goes according to plan. The project team gets to work producing the project’s deliverables. The project management plan must be approved by the project sponsor to become official, and changes must be re-approved according to the change management processes described therein. The project manager develops a project management plan, which defines how the project will be carried out, who will do the work, how long it will take, and so forth. The organization defines a business need the project is meant to satisfy. This phase occurs on the organizational level (i.e. ![]() The project is authorized, funded and defined. For this reason they are officially called process groups. For example, when project changes occur the project manager would proceed back to the planning phase. Although the term ‘phase’ implies that they are carried out in chronological order, in practice they can be performed out of order. The Project Management Body of Knowledge (PMBOK) divides projects into five phases. ![]()
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