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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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