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Unit 3: Project Management
Communications Planning – determining the information and communications needs Notes
of the stakeholders: who needs what information, when will they need it, and how
will it be given to them.
Risk Identification – determining which risks might affect the project and documenting
their characteristics.
Qualitative Risk Analysis – performing a qualitative analysis of risks and conditions
to prioritise their effects on project objectives.
Quantitative Risk Analysis – measuring the probability and impact of risks and
estimating their implications for project objectives.
Risk Response Planning – developing procedures and techniques to enhance
opportunities and to reduce threats to the project’s objectives from risk.
Procurement Planning – determining what to procure, how much to procure, and
when.
Solicitation Planning – documenting product requirements and identifying potential
sources.
Executing Processes
The executing processes include core processes and facilitating processes.
Project Plan Execution – carrying out the project plan by performing the activities included
therein.
Quality Assurance – evaluating overall project performance on a regular basis to provide
confidence that the project will satisfy the relevant quality standards.
Team Development - developing individual and group competencies to enhance project
performance.
Information Distribution – making needed information available to project stakeholders
in a timely manner.
Solicitation – obtaining quotations, bids, offers, or proposals as appropriate.
Source Selection – choosing from among potential sellers.
Contract Administration – managing the relationship with the seller.
Controlling Processes
Project performance must be monitored and measured regularly to identify variances from the
plan. Variances are fed into the control processes in the various knowledge areas. Adjustments
are made to the plan to the extent of the variances observed (i.e. those that jeopardise the project
objectives).
Example: A missed activity finish date may require adjustments to the current staffing
plan, reliance on overtime, or tradeoffs between budget and schedule objectives.
Controlling also includes taking preventive action in anticipation of possible problems. The
controlling process group contains core processes and facilitating processes.
The various interactions between core and facilitating processes are:
Integrated Change Control – coordinating changes across the entire project.
Scope Verification – formalising acceptance of the project scope.
Scope Change Control – controlling changes to project scope.
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