Initiating
This document formally authorizes a project and outlines its objectives and scope.
Project charter
This planning process defines what is and isn’t included in a project setting clear boundaries through critical and nice-to-have deliverables.
Scope Planning
This phase involves managing performance, tracking progress, and keeping stakeholders informed through regular updates and meetings.
Executing and Controlling
This tool records and tracks problems that may hinder project progress until they are resolved.
Issue Log
This process involves reviewing what went well, what didn’t, and identifying improvements for future projects.
Lessons Learned
These are individuals or groups who have an interest in the project and can influence its outcome.
Project Stakeholders
This hierarchical framework breaks down the total project scope into smaller, manageable components to organize and define all work needed.
Work Breakdown Structure (WBS)
These interpersonal abilities enable project managers to guide teams effectively through conflict resolution, decision making, and collaboration.
Leadership Skills
A document used to propose, justify, and approve modifications to project plans, budgets, or deliverables.
Change Request Form
This document provides a summary of project results, lessons learned, and recommendations for future initiatives.
Closure Report
This group is formed to achieve project goals and often works in a dynamic, cross-functional, and high pressure environment.
Project Team
In developing a project’s WBS, this represents the smallest, fully defined unit of work manageable, assignable, and producing a tangible deliverable that forms part of the scope baseline
Work Package
This ensures that management, stakeholders, and team members stay aligned through updates on scope, objectives, risks, and project variances.
Communication
A regular meeting designed to review progress, identify issues, and make team decisions to maintain alignment with objectives.
Status Meeting
The final approval step where the client or sponsor formally accepts all project deliverables.
Project Sign-off
These define what a project must specifically achieve to support broader organizational ambitions but unlike goals, they are measurable and time-bound
Project Objectives
This process turns the project scope into a time-based plan, connecting activities, durations, and resources to create the schedule baseline.
Schedule Planning
This principle empowers the project manager to act within an assigned sphere of influence, while higher leadership steps in only for decisions that exceed it.
Power of Delegation
During a weekly status meeting, the project manager ensures tasks are on track, clarifies next steps, addresses obstacles, and finalizes actions. Which four key activities summarize the purpose of this meeting?
Monitor progress, Confirm/clarify direction, Identify issues, Make decisions
This process ensures that all project documents are completed, deliverables are handed over, and the project is formally concluded.
Project Closure
Often confused with project objectives, these quantifiable benchmarks determine if the project’s outcomes are considered successful once completed.
Critical Success Criteria
This process defines how external resources will be acquired by analyzing make-or-buy options, setting selection criteria, and creating an acquisition plan.
Plan Procurements
This practice involves critically examining issues by asking “So what?”, documenting and communicating their impacts, and using innovative approaches to drive accountability and timely resolution.
Insights
Enumerate the change control process:
Proposing a Change
Summary of Impact
Decision
Implementing a Change
Closing a Change
Enumerate the key sections or contents that must be included in a Closure Report.
Summary paragraph,
Background,
Conclusions and recommendations,
Next steps, Attachments (Scope & Quality results, Plan results, Key learnings, Metrics analysis results if applicable)