1. Module Four, Session One Develop Project Charter

2. Choosing a Project Opportunities Problems Customer request

3. Benefits Measurement Compare the benefits of the project Cost-benefits ratio Scoring Models Murder Boards Payback period

4. Future Value of Money FV=PV(1+i) n where: –FV is future value –PV is present value –i is the given interest rate –n is the number of time periods

5. Future Value of Money FV=PV(1+i) n –PV is $100,000 –i is.06 –n is five years

6. Future Value of Money FV=PV(1+i) n –PV is $100,000 –i is.06 –n is five years FV=100,000(1.06) 5 –FV=100,000(1.338226) –FV=133,822.60

7. Present Value of Money PV=FV/(1+i) n –PV is present value –FV is future value –i is the given interest rate –n is the number of time periods

8. Present Value of Money PV=FV/(1+i) n –FV is $160,000 –i is.06 –n is five years PV=160,000/(1.338226) PV=$119,561

9. Net Present Value Finds the true value of a project Considers a project with multiple returns Considers the initial cash outlay

10. Net Present Value Calculate the return for each time period Calculate each time period’s present value Sum the present value Subtract the investment NPV greater than zero is good

11. Net Present Value Time Period Cash FlowPresent Value 1$15,000$14,150.94 2$25,000$22,249.91 3$17,000$14,273.53 4$25,000 $19,802.34 5$18,000 $13,450.65 Totals$100,000$83,927.37 Investment s $78,000.00 Net Present Value $5,927.37

12. Internal Rate of Return Present value equals cash inflow IRR with higher values are good IRR with lower values might be poor

13. Constrained Optimization Linear programming Nonlinear programming Integer algorithms Dynamic programming Multiobjective programming

14. Developing the Project Charter Authorizes the project Authorizes the project manager May be created by the project manager Signed by the project sponsor

15. Developing the Project Charter Authorized external to the project Appropriate power Portfolio Steering Committee

16. Project Statement of Work Business need Product scope description Strategic plan

17. Business Case Determines worth of the project Justifies the investment Cost-benefits analysis

18. Developing the Project Charter Requirements for satisfactionApproval requirementsProject managerProject sponsorHigh-level purpose of the project

19. Developing the Project Charter Purpose of the projectMilestone scheduleStakeholder influenceRisks

20. Developing the Project Charter Functional organizationsSummary budgetContract

21. Module Four, Session Two Develop the Project Management Plan

22. Purpose for the Plan Communicates intent of the project Serves as a guide for the project manager Provides project structure Provides documentation Provides baselines

23. Developing the Project Plan Triple Constraints of Project Management Iron Triangle

24. Planning Participants ParticipantContribution Project managerLeadership, facilitation, organization, direction, expert judgment Project team membersKnowledge of project work, time estimating, schedule, risk assessment, expert judgment CustomersObjectives, quality requirements, influence on budget and schedule ManagementBudget, resources, project management methodology, quality requirements, project plan approval

25. Typical Project Plan 1.Project Scope Management Plan 2.Project Change Management Plan 3.Schedule Management Plan 4.Cost Management Plan 5.Quality Management Plan

26. Typical Project Plan 6.Process Improvement Plan 7.Human Resources Plan 8.Communications Management Plan 9.Risk Management Plan 10.Procurement Management Plan

27. Typical Project Plan 11.Configuration Management Plan 12.Requirements Management Plan 13.Cost performance baseline 14.Schedule baseline 15.Scope baseline

28. Project Documents Charter Milestone list Forecasts Activity list Activity attributes Activity cost estimates

29. Project Documents Project funding requirements Duration estimates Supporting detail for estimates Resource calendars Resource requirements Resource breakdown structure

30. Project Documents Responsibility assignment matrix Roles and responsibilities Teaming agreement Sellers list Source selection criteria Statement of work

31. Project Documents Requirements traceability matrix Procurement documents Proposals Contracts Assumption log Issue log

32. Project Documents Risk register Change log Performance reports Work performance information Work performance measurements Quality control measurements

33. Project Documents Quality metrics Quality checklists Project organizational structure Stakeholder analysis Stakeholder register

34. Project Documents Stakeholder requirements Stakeholder management strategy Team performance assessments

35. Module Four, Session Three Direct and Manage Project Plan Execution

36. Executing the Project Plan Doing the work to satisfy the project objectives Spending funds to satisfy the project objectives Managing, training, and leading the project team Completing procurement requirements Acquiring, managing, and using resources such as materials, tools, facilities, and equipment to get the project work completed

37. Executing the Project Plan Managing risks Fleshing approved changes into the project Managing communications Collecting project data on schedules, costs, quality, and overall project progress—and then reporting on these components Completing lessons learned documentation

38. Corrective Actions Fixing the project Defect repair Defect repair validation

39. Preventive Actions Safety Training Anticipated problems Risk management

40. Module Four, Session Four Monitor and Control the Project Work

41. Monitoring and Controlling the Project Compare actual experiences to project management plan Assess project performance Identify new risks Maintain an information base about the project’s product

42. Monitoring and Controlling the Project Support status reporting, progress measurement, and forecasting Provide forecasts Monitor approved changes

43. Performance Reports Current status Significant accomplishments Scheduled activities Forecasts Issues

44. Enterprise Environmental Factors Government and industry standards Company work authorization system Risk tolerances PMIS

45. Organizational Process Assets Communication requirements Financial control procedures Issue and defect management procedures Risk control procedures Process measurement database Lessons learned database

46. Module Four, Session Five Perform Integrated Change Control

47. Ensure only approved changes Review change requests promptly Manage approved changes Maintain baselines Review, approve, or decline change requests Coordinate changes across project Document change request and impact

48. Managing Project Change Documented change requests Unapproved changes Scope creep Gold plating

49. Configuration Management Configuration identification Configuration Status Accounting Configuration verification and audit

50. Change Control System Proposed change Scope ScheduleContractCosts Project Management Information System Configuration Management System Integrated Change Control Change log Product Scope Project Scope Project Plan WBS Dictionary

51. Module Four, Session Six Close the Project or Phase

52. Closing the Project or Phase Contract documentation Enterprise environmental factors Work performance information Deliverables Preparing to archive

53. Administrative closure Assembling project records Project success or failure Lessons learned documentation Archiving the records

54. Closing the Contract Product verification Early contract termination Payment terms Formal acceptance documentation Project files Project closure documentation Historical information