Browsing All Posts published on »June, 2009«

Monitor and Control Risks Process

June 30, 2009 by

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The Monitor and Control Risk process is one of the 42 project management processes described in the fourth edition PMBOK®. It’s one of the six Risk knowledge area processes, and one of the ten Monitoring and Controlling processes. The primary purpose of this process is to implement risk plans, watch already identified risks and residual […]

Variance Analysis

June 29, 2009 by

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If projects went exactly as planned, this tool would be unnecessary. Variance Analysis is the comparison of planned results and actual results. The planned results may be found in the Project Management Plan and compared to work performance information. The project manager should be certain that the data itself is trustworthy, and then examine how […]

Report Performance Process

June 26, 2009 by

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The Report Performance process is one of the 42 project management processes described in the fourth edition PMBOK®. It’s one of the five Communications knowledge area processes, and one of the ten Monitoring and Controlling processes. The primary purpose of this process is to collect and distribute information about project performance. First of all, to […]

Business Case

June 25, 2009 by

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The Business Case document presents the reasoning for performing a project or activity from a business standpoint. The content, formality, and length will vary across situations and organizations. For external projects, the customer may be the author of this document. The Business Case is an input into the fourth edition PMBOK®’s Develop Project Charter process, […]

Project Schedule Network Diagrams

June 24, 2009 by

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A Project Schedule Network Diagram is any display of the relationships among project activities which is then used to develop the project schedule. A subnetwork is simply a section of the overall Project Schedule Network Diagram. Project Schedule Network Diagrams are an output of the fourth edition PMBOK®’s Sequence Activities process and an input to […]

Communications Management Plan

June 23, 2009 by

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The Communications Management Plan as outlined in the fourth edition PMBOK® describes how communications will be accomplished throughout a project. It is a subsidiary of the Project Management Plan and is developed through the Plan Communications process. It is specifically listed as an input to the Plan Risk Management process. The Communications Management Plan is […]

Expert Judgment

June 22, 2009 by

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An expert is someone who has specialized education, knowledge, skill, experience or training in a certain area. A project manager should obtain the opinions of experts throughout the course of managing a project. Expert Judgment is a common tool and technique of the processes found in the fourth edition PMBOK®. It is a general tool, […]