Review and approve the plan for project closure

Review the performance of the project against its baseline

Perform any post-project reviews

Create a Benefits Review Plan

Starting up a Project

Managing a Stage Boundary

Managing Product Delivery

Directing a Project

Records the costs and timescales for delivery of the project's final product

Shows the dependencies between the project's products to aid planning

Provides a list of all the products to be delivered by the project

Defines what theproject must deliver in order to gain acceptance

Identify risks to the project that might occur in their department

Own and authorize theuse of the risk budget to fund risk responses

Manage, monitor and control all aspects of an assigned risk

Determine project risk appetite

Capture risks that may occur during the project

Record how risk management activities will be undertaken on the project

Record the risk tolerance for the project

Capture issues which are impacting on the delivery of the project objectives

Project Assurance is the responsibility of the corporate organization; quality assurance is the responsibility of the Project Board

Project Assurance is independent of the Project; qualityassurance is only independent of the Project Manager

Project Assurance may be delegated within a project; quality assurance must be undertaken by the Project Board

Project Assurance ensures compliance to standards within the project environment; quality assurance ensures compliance across the organization

One

Two

Three

Four

Corrections due to off-specifications

Impact analysis of requests for change

Implementation of a fallback plan

Preparation of the Risk Management Strategy

Define the identification scheme to be applied to the project

Identify the techniques and procedures required within the Work Package

Record the change in a product's status

Record the reporting requirements for theWork Package

Identify responses to risks documented in the Business Case

Gather information about the project environment and objectives

Identify the roles to be involved in risk management activities

Identify uncertainties that may impact on the delivery of the project objectives

Establish a procedure to ensure every change is agreed by the relevant authority before it takes place

Establish a cost-effective procedure to identify, assess and control uncertainty

Establish mechanisms to control any unacceptable deviations from plan

Establish mechanisms to manage risks at the corporate or programme level of an organization

Take planned action to respond to a risk

Implement the responsibilities for risks defined in the Risk Management Strategy

Assess the proximity of a risk

Identify the level of risks that can be tolerated by the project

A lesson

A request for change

An Exception Report

A risk with an estimated high impact

Progress

Plans

Organization

Business Case

Risk Register

Issue Register

Work Package

Configuration Management Strategy

To act as a trigger for the Starting up a Project process

To record the strategies andmanagement controls to be used by a project

To provide a full and firm foundation for the initiation of a project

To be used by the Project Board as a basis for reviewing the progress of a project

Document the project's acceptance criteria in the Project Product Description

Define the quality responsibilities of those involved in the production of the products

Produce quality records to show that the planned quality activities have been carried out

Maintain the corporate organization's quality management system

Authorize the final stage of the project

Confirm that all benefits defined in the Business Casehave been achieved

Recognize whether objectives set out in the original Project Initiation Documentation have been achieved

Delegate day-to-day management of the end of the project to the Project Manager

Enable a Project Boarddecision about the commitment of resources to a project

Enable an organization to understand the work that needs to be done to deliver a project's products before a project is approved

Establish solid foundations for a project

Enable the Project Board to decide whether it is worthwhile to initiate a project

Event-driven controls take place at predefined periodicintervals

Event-driven controls are produced at the frequency defined in a Work Package

Event-driven controls are used for decision making

Checkpoint Reports are event-driven controls

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Two

Three

Four

Team Plan

Stage Plan

Benefits Review Plan

Project Plan

Business Case

Change

Plans

Progress

Create a separate Project Board to manage the supplier elements of the project

Create multiple smaller Project Boards during the process of Starting up a Project, one for each of the project's stages.

Create user and supplier groups

Appoint corporate quality assurance to perform the Project Assurance role for all members of the Project Board

Create and authorize the project mandate

Ensure that work on products allocated to the team is authorized and agreed

Control the day-to-day running of the project

Delegate day-to-day management of the project to the Project Manager

Configuration management system

Manage by exception

Quality planning

Information needs for stakeholders

Identify individuals or groups that need to be told that the project is coming to an end

Review how well the project performed against the Project Initiation Documentation used to authorize it

Identify individuals or groups that are responsible for measuring the expected benefits after the project has closed

Ensure that key project information is archived and made secure

Provides a mechanism for the Project Board to assure that there is continuedbusiness justification

Covers the day-to-day activities of the Project Manager

Ensures there are regular progress meetings

Begins on completion of the Initiating a Project process

Note any lessons that are raised in Checkpoint Reports

Record that corrective action is being taken

Escalate lessons to the Project Board

Raise improvements with Project Assurance

Senior Supplier

Team Manager

Change Authority

Project Support

Provide the status of all issues in a Work Package

Document an issue that needs to be handled formally

Provide the status of all the issues in a stage

Notify the Project Manager of all new issues in a Work Package

Configuration Management Strategy

Project management team structure

Communication Management Strategy

Project Brief

Defined roles and responsibilities

Learn from experience

Manage by exception

Focus on products

Product Status Account

Product Description

Configuration Item Record

Checkpoint Report

Always have the same duration as the Project Plan

Are produced at the same time as the Project Initiation Documentation

Assist the Project Manager inthe day-to-day running and control of the project

Provide a baseline against which the Project Board monitor overall progress

Understand what has gone well and what can help the next stage

Review and approve the next Stage Plan

Assure the Project Board that all project products have been completed and approved

Prepare an Exception Report to advise the Project Board of aforecast deviation from tolerance

Assign work to be done and take corrective action to ensure that the stage remains within tolerance

Provide a fixed reference point at which acceptance for the project product is confirmed

Enable the Project Board to be provided with sufficient information to authorize the next stage

Enable the organization to understand the work that needs to be done to deliver the project's products

Establish a method for the implementation of continuous improvement during the project

Identify, assess and control problemsthat have occurred

Provide the Project Board with a time-driven control to capture all project risks

Establish a cost-effective procedure to identify, assess and control risks