1. Generate and refine a preliminary project concept definition
2. Determine the business need and feasibility of the project
3. Identify project sponsors who will help obtain resources 
4. Create a written business case
5. Create a first cut project charter 
6. Identify an appropriate project life cycle (phases, tracks of work & deliverables) and estimate phase transition dates
7. Summarize the project life cycle in a PowerPoint/Visio drawing
8. Perform Post­it note exercise
9. Create a release strategy
10. Obtain formal approval from the project sponsor 
11. Confirm management authorization to begin planning
12. Capture issues in an issue
13. Perform Initiate/Concept phase exit quality gate review
14. Business case template
15. Life Cycle Chart
16. Project Charter template
17. Post­it note workshop to identify project mission, life cycle phases, tracks of work and deliverables
18. Issue log
19. Quality gate review

1. Given a project charter, recruit project team members
2. Create a project team organization using matrix (strong or weak) concepts
3. Develop and deliver a presentation describing roles/responsibilities of the project manager, sponsor, skill center managers, project leaders, team members and stakeholders
4. Identify project stakeholders
5. Identify project sponsor
6. Verify that sponsor understands his/her role in the process
7. Identify and document organizational and process issues
8. Close all issues for the phase regarding org structure, roles and process
9. Project/Matrix organization chart template
10. Roles and responsibility assignment template
11. Issue log template

1. Given an approved business case create a high level Statement of Work (SOW) or project charter
2. Identify Product Scope document by using: 1) a simple requirements document or 2) QFD breakdown listing performance requirements at primary, secondary and tertiary levels as required
3. Document product specifications (i.e., objective measures of requirements) as required per QFD approach
4. Map product requirements to stakeholder objectives and identify gaps
5. Identify issues and gaps related to functionality (i.e., requires that can be delivered versus requirements requested)
6. Identify Project Scope by creating work breakdown structure (WBS.)
7. Drill down WBS to the activity level
8. Verify that WBS contains all project phases and tracks of work
9. Review project scope with appropriate stakeholders
10. Identify all open scope and requirements issues
11. Close all scope and requirements issues for the phase
12. Per QFD approach, develop a strategy to ensure that requirements are mapped, checked and managed in each of the implementation phases prior to phase
13. Statement of Work (SOW) template QFD requirements list (A.K.A. House of Quality) or simple requirements document
14. Work Breakdown Structure (WBS) template
15. Issue Log
16. Requirements management tools

1. Select the appropriate change order form/tool
2. Develop a presentation describing the change order process
3. Explain the change order process to all team members and stakeholders
4. Formalize requested changes of scope and requirements by using the change order process
5. Change order template

1. Project WBS activities entered into appropriate scheduling tool
2. All activities assigned accountable "owners"
3. All activities estimated for most likely durations or for highly uncertain activities, durations are estimated using three point approach
4. Effort driven activities are estimated by hours/days and prioritized. Required resources are estimated
5. Logic ties are assigned linking all activities creating a network to enable calculation of total float
6. The project schedule is calculated through all phases and tracks of work
7. The project critical path is identified
8. Resources are assigned and the project is rescheduled based upon resource constraints (See Resource Loading below)
9. Phase transition milestones are highlighted (See Quality Planning below)
10. Project contingency time is added as required (see Risk Management below)
11. The project schedule is reviewed against stakeholder requirements
12. The project schedule is reviewed against product requirements
13. The team feels ownership of the schedule
14. Schedule issues are closed during the planning phase(s)
15. Baseline dates are set
16. The project schedule is published and communicated to stakeholders
17. The change control/change order process is applied to the project schedule following the planning phase(s)
18. Rolling wave planning (i.e., progressive detailing) is performed during the execution phases as required
19. Anticipating Problems Workshop is delivered. A document listing prioritized risks, owners and removal/mitigation strategies is produced
20. For high uncertainty activities, Monte Carlo techniques or three point estimates are applied to determine required schedule contingency
21. Assign resources to WBS activities using the assumption of the "normal and efficient use of resources"
22. Produce an exception report showing resource shortfalls
23. Resolve resource/staffing issues to ensure the project has adequate headcount
24. Lock schedule, scope and resources so that a challenging but achievable schedule is created
25. Review resource requirements with stakeholders and secure approval
26. Secure resource commitments to the project from functional skill areas/contractors (see Budget below)
27. A process of Quality Gates and phase reviews are scheduled at phase exit dates
28. Sufficiency criteria for each phase are identified with appropriate metrics
29. Enter Project Cost Elements and budget into Portfolio Dashboard tool
30. Assign rates to Cost elements
31. Extend project costs over a time phased budget and create Budget at Complete (BAC)
32. Review summary time phased budget with stakeholders
33. Create business case
34. Receive budget approval and authorization to begin work
35. All budget issues resolved
36. Calculate Total float for each activity
37. Create S Curve of activity completions
38. Create quality gate sufficiency metrics (including requirements) for each project phase
39. Create S Curve of Project Budget
40. Develop baseline reporting metrics using graphical tools are created for key deliverables such as configurations, data records, testing, reports, forms, etc.
41. A communications plan is created for medium to large scale projects
42. A change management plan is created for project leading to significant organizational change
43. Work Breakdown Structure
44. Requirements document and or QFD requirements worksheet
45. Activity duration estimate using three point estimate approach
46. Activity effort estimate using three point estimate approach
47. Project Scheduling software
48. Monte Carlo Techniques/Three point estimates
49. Anticipating Problems Workshop
50. Quality Gates, sufficiency criteria and metrics
51. Budget/EAC
52. Total Float
53. Critical path
54. S Curve of activity completions
55. Budget S curve

1. Project team meetings occur regularly. Performance metrics are presented at those meetings and performance shortfalls are flagged
2. Project metrics are used in project reviews with the project sponsor and senior stakeholders
3. Tracking of the schedule adherence is performed routinely
4. Variances are flagged
5. Baseline and actual start/finish dates and percent complete are recorded on a scheduling tool
6. The project schedule is recalculated each week highlighting projected variances versus plan and total float
7. Activity completion S­Curves (actual versus plan) are used and updated on a weekly basis
8. Budget S­curves (actual versus plan) are updated on at least a monthly basis
9. The Estimate at Complete (EAC) forecast is compared with Budget at Complete (BAC) to identify cost variances
10. Appropriate reporting metrics using graphical tools are created and maintained for key deliverables such as configurations, data records, testing, reports, forms etc.
11. Resource gap reports/metrics are produced highlighting resource shortfalls
12. Project performance metrics are posted openly and publicly to all stakeholders
13. Forecasts are produced for scope, schedule and budget at regular intervals
14. The issue log is updated routinely
15. Project metrics are used effectively to trigger escalation and corrective action
16. Risk removal and mitigation plans are tracked routinely
17. Project Manager keeps the customer well informed
18. Quality metrics are utilized (see Phase Reviews and Quality management)
19. Project management scheduling and resource management software tools such as MS Project
20. Critical path and total float
21. Excel: Activity completion S­Curve actual versus plan
22. Excel: Budget S­Curve actual versus plan (EAC versus BAC)
23. Excel graphical tools such as stop light charts and run down curves for configurations, data records, testing, reports, forms etc as required Escalation/Corrective action

1. Phase exit review milestones are integrated into the project plan
2. Phase exit criteria are identified, measured for sufficiency and openly reported
3. Phase exit reviews (i.e. quality gate reviews) occur and areas of insufficiency are rigorously identified as open issues
4. Phases are reported as complete only when sufficiency is actually achieved
5. Sufficient quality processes are built into the development of project deliverables. These processes include quality steps such as identification and documentation of requirements, unit testing, integration testing, test metrics, configuration management and change control
6. Key product deliverables produced within each phase are mapped to the original requirements of the project and/or the Statement of Work (SOW) and the business case. Gaps are identified and formally managed as issues throughout the project life cycle
7. Appropriate testing practices are part of the project life cycle (methodology)
8. Quality Gates
9. Quality Functional Deployment (QFD)
10. Quality Process Management
11. Testing

1. An issue log is used to record and review issues
2. Issues are reviewed regularly at team meetings
3. Issues are followed up and discharged in a timely manner
4. Tough issues are not hidden but openly and aggressively confronted
5. The project manager follows up with team members who own deliverables that are falling behind plan in a timely manner
6. The project manager rigorously works with team members who are operating behind plan to develop and implement recovery strategies
7. Issues are escalated as required
8. The project manager keeps the customer and project sponsor well informed
9. Issue log
10. Issue management
11. Corrective action
12. Escalation

1. Provides adequate direction and work instructions to team members
2. Inspires and motivates team members
3. Confronts tough issues (as opposed to dodging those issues)
4. Spends time leading the team
5. Secure decisions from team members and stakeholders
6. Demonstrates stability and consistency in his/her direction
7. Runs team meetings effectively
8. Delegates and holds team members accountable
9. Facilitates crisis resolution effectively
10. Uses project metrics appropriately
11. Uses good judgment
12. Maintains the "appropriate" level of stress on the project environment, not too much & not too little
13. Performs "Integration" management and coordination effectively
14. Manages project risks effectively
15. Secures corrective action as required
16. Ensures appropriate project communications exist
17. Integration management
18. Crisis management
19. Decision making
20. Corrective action

1. Creates a prioritized list of existing projects
2. Updates monthly/quarterly high level multi­project schedule update report
3. Creates and documents a process for handling new project requests
4. Creates a Resource Breakdown Structure (RBS)
5. Inputs projects into scheduling tool by phase
6. Loads resources into project scheduling tool (High Level only)
7. Resolves multi­project resource issues
8. Produces resource assignment/loading and exception reports
9. Utilizes multi­project change control effectively
10. Receives project status reports from project managers and updates multi­project scheduling model
11. Organizes formal meetings for resource/project reprioritization

1.2 What is a Project? 1.2.1 Temporary 1.2.2 Unique Product, Service or Result 1.2.3 Progressive Elaboration

1.3 What is Project Management? 1.3.1 The Project Management Framework 1.3.2 The Project Management Knowledge Areas

1.4 Intro Project Management Tools

Lab exercises with Project scheduling, resource and cost tools

2.1 Project Phases and the Project Life Cycle

2.1.1 Characteristics of Project Phases

2.1.2 Characteristics of the Project Life Cycle

2.1.3 Representative Project Life Cycles

2.2 Project Stakeholders

2.3 Organizational Influences 2.3.1 Organizational Systems 2.3.2 Organizational Cultures and Styles 2.3.3 Organizational Structure 2.3.4 Project Office

2.4 Key General Management Skills 2.4.1 Leading 2.4.2 Communicating 2.4.3 Negotiating 2.4.4 Problem Solving 2.4.5 Influencing the Organization

2.5 Social­Economic­Environmental Influences 2.5.1 Standards and Regulations 2.5.2 Internationalization 2.5.3 Cultural Influences 2.5.4 Social­Economic­Environmental Sustainability

3.1 Project Processes

3.2 Process Groups 

3.3 Process Interactions 3.3.1 Initiating Processes 3.3.2 Planning Processes 3.3.3 Executing Processes 3.3.4 Controlling Processes 3.3.5 Closing Processes 3.4 Customizing Process Interactions

3.5 Mapping of Project Management Processes

4.1 Project Plan Development 4.1.1 Inputs to Project Plan Development 4.1.2 Tools and Techniques for Project Plan Development 4.1.3 Outputs from Project Plan Development

4.2 Project Plan Execution 4.2.1 Inputs to Project Plan Execution 4.2.2 Tools and Techniques for Project Plan Execution 4.2.3 Outputs from Project Plan Execution

4.3 Integrated Change Control 4.3.1 Inputs to Integrated Change Control 4.3.2 Tools and Techniques for Integrated Change Control 4.3.3 Outputs from Integrated Change Control

5.1 Initiation 5.1.1 Inputs to Initiation 5.1.2 Tools and Techniques for Initiation 5.1.3 Outputs from Initiation

5.2 Scope Planning 5.2.1 Inputs to Scope Planning 5.2.2 Tools and Techniques for Scope Planning 5.2.3 Outputs from Scope Planning

5.3 Scope Definition 5.3.1 Inputs to Scope Definition 5.3.2 Tools and Techniques for Scope Definition 5.3.3 Outputs from Scope Definition

5.4 Scope Verification 5.4.1 Inputs to Scope Verification 5.4.2 Tools and Techniques for Scope Definition 5.4.3 Outputs from Scope Definition

5.5 Scope Change Control 5.5.1 Inputs to Scope Change Control 5.5.2 Tools and Techniques for Scope Change Control 5.5.3 Outputs from Scope Change Control

6.1 Activity Definition 6.1.1 Inputs to Activity Definition 6.1.2 Tools and Techniques for Activity Definition 6.1.3 Outputs from Activity Definition

6.2 Activity Sequencing 6.2.1 Inputs to Activity Sequencing 6.2.2 Tools and Techniques for Activity Sequencing 6.2.3 Outputs from Activity Sequencing

6.3 Activity Duration Estimating 6.3.1 Inputs to Activity Duration Estimating 6.3.2 Tools and Techniques for Activity Duration Estimating 6.3.3 Outputs from Activity Duration Estimating

6.4 Schedule Development 6.4.1 Inputs to Schedule Development 6.4.2 Tools and Techniques for Schedule Development 6.4.3 Outputs from Schedule Development

6.5 Schedule Control 6.5.1 Inputs to Schedule Control 6.5.2 Tools and Techniques for Schedule Control 6.5.3 Outputs from Schedule Control

7.1 Resource Planning 7.1.1 Inputs to Resource Planning 7.1.2 Tools and Techniques for Resource Planning 7.1.3 Outputs from Resource Planning

7.2 Cost Estimating 7.2.1 Inputs to Cost Estimating 7.2.2 Tools and Techniques for Cost Estimating 7.3.3 Outputs from Cost Estimating

7.3 Cost Budgeting 7.3.1 Inputs to Cost Budgeting 7.3.2 Tools and Techniques for Cost Budgeting 7.3.3 Outputs from Cost Budgeting

7.4 Cost Control 7.4.1 Inputs to Cost Control 7.4.2 Tools and Techniques for Cost Budgeting 7.4.3 Outputs from Cost Control

8.1 Quality Planning 8.1.1 Inputs to Quality Planning 8.1.2 Tools and Techniques for Cost Budgeting 8.1.3 Outputs from Quality Planning

8.2 Quality Assurance 8.2.1 Inputs to Quality Assurance 8.2.2 Tools and Techniques for Quality Assurance 8.2.3 Outputs from Quality Planning

8.3 Quality Control 8.3.1 Inputs to Quality Control 8.3.2 Tools and Techniques for Quality Control 8.3.3 Outputs from Quality Control

9.1 Organizational Planning 9.1.1 Inputs to Organization Planning 9.1.2 Tools and Techniques for Organization Planning 9.1.3 Outputs from Organization Planning

9.2 Staff Acquisition 9.2.1 Inputs to Staff Acquisition 9.2.2 Tools and Techniques for Staff Acquisition 9.2.3 Outputs from Staff Acquisition

9.3 Team Development 9.3.1 Inputs to Team Development 9.3.2 Tools and Techniques for Team Development 9.3.3 Outputs from Team Development

10.1 Communications Planning 10.1.1 Inputs to Communications Planning 10.1.2 Tools and Techniques for Communications Planning 10.1.3 Outputs from Communications Planning

10.2 Information Distribution 10.2.1 Inputs to Information Distribution 10.2.2 Tools and Techniques for Information Distribution 10.2.3 Outputs from Information Distribution

10.3 Performance Reporting 10.3.1 Inputs to Performance Reporting 10.3.2 Tools and Techniques for Performance Reporting 10.3.3 Outputs from Information Distribution

10.4 Administrative Closure 10.4.1 Inputs to Administrative Closure 10.4.2 Tools and Techniques for Administrative Closure 12 10.4.3 Outputs from Administrative Closure

11.1 Risk Management Planning 11.1.1 Inputs to Risk Management Planning 11.1.2 Tools and Techniques for Risk Management Planning 11.1.3 Outputs from Risk Management Planning

11.2 Risk Identification 11.2.1 Inputs to Risk Identification 11.2.2 Tools and Techniques for Risk Identification 11.2.3 Outputs from Risk Management Planning

11.3 Qualitative Risk Analysis 11.3.1 Inputs to Qualitative Risk Analysis 11.3.2 Tools and Techniques for Qualitative Risk Analysis 11.3.3 Outputs from Qualitative Risk Analysis

11.4 Quantitative Risk Analysis 11.4.1 Inputs to Qualitative Risk Analysis 11.4.2 Tools and Techniques for Quantitative Risk Analysis 11.4.3 Outputs from Quantitative Risk Analysis

11.5 Risk Response Planning 11.5.1 Inputs to Risk Response Planning 11.5.2 Tools and Techniques for Risk Response Planning 11.5.3 Outputs from Risk Response Planning

11.6 Risk Monitoring and Control 11.6.1 Inputs to Risk Monitoring and Control 11.6.2 Tools and Techniques for Risk Monitoring and Control 11.6.3 Outputs from Risk Monitoring and Control

12.1 Procurement Planning 12.1.1 Inputs to Procurement Planning 12.1.2 Tools and Techniques for Procurement Planning 12.1.3 Outputs from Procurement Planning

12.2 Solicitation Planning 12.2.1 Inputs to Procurement Planning 12.2.2 Tools and Techniques for Procurement Planning 12.2.3 Outputs from Solicitation Planning

12.3 Solicitation 12.3.1 Inputs to Solicitation 12.3.2 Tools and Techniques for Solicitation 12.3.3 Outputs from Solicitation

12.4 Source Selection 12.4.1 Inputs to Source Selection 12.4.2 Tools and Techniques for Source Selection 12.4.3 Outputs from Source Selection

12.5 Contract Administration 12.5.1 Inputs to Contract Administration 12.5.2 Tools and Techniques for Contract Administration 12.5.3 Outputs from Contract Administration

12.6 Contract Closeout 12.6.1 Inputs to Contract Closeout 12.6.2 Tools and Techniques for Contract Closeout 12.6.3 Outputs from Contract Closeout

· Contracting and Procurement · Section 1.01 E Business (a) Business Process Modeling · Article II. Conflict Resolution · Article III. Contract Management

· Article IV. Risk Management · Article V. General Business Skills · Section 5.01 Developing Leadership Skills · Section 5.02 IT Technology Skill (Software And/Or Hardware) · Section 5.03 IT Development Methodologies, Tools and Managerial Methods