Organizational Process Assets Updates
“Organizational Process Assets Updates” is an output for the process “Close Project or Phase”.
The organizational process assets that are updated as a result of the Close Project or Phase process include,
but are not limited to: – Project files?Documentation resulting from the project?s activities, for example, project management plan; scope, cost, schedule, and project calendars; risk registers and other registers; change management
documentation; planned risk response actions; and risk impact.
– Project or phase closure documents?Project or phase closure documents, consisting of formal documentation that indicates completion of the project or phase and the transfer of the completed project or phase deliverables to others, such as an operations group or to the next phase. During project closure, the project manager reviews prior phase documentation, customer acceptance documentation from the Validate Scope process, and the contract (if applicable), to ensure that all project” requirements are completed prior to finalizing the closure of the project. If the project was terminated prior to completion, the formal documentation indicates why the project was terminated and formalizes the procedures for the transfer of the finished and unfinished deliverables of the cancelled project to
others.
– Historical information?Historical information and lessons learned information are transferred to the lessons learned knowledge base for use by future projects or phases. This can include information on issues and risks as well as techniques that worked well that can be applied to future projects.
PROJECT SCOPE MANAGEMENT Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. Managing the project scope is primarily concerned with defining and controlling what is and is not included in the project.
Figure 5-1 provides an overview of the Project Scope Management processes, which include the following:
“Organizational Process Assets Updates” is an output for the process “Control Scope”.
Organizational process assets that may be updated include, but are not limited to:
– Causes of variances,
– Corrective action chosen and the reasons, and – Other types of lessons learned from project scope control.
PROJECT TIME MANAGEMENT Project Time Management includes the processes required to manage the timely completion of the project.
Figure 6-1 provides an overview of the Project Time Management processes, which are as follows:
“Organizational Process Assets Updates” is an output for the process “Control Schedule”.
Organizational process assets that may be updated include, but are not limited to:
– Causes of variances,
– Corrective action chosen and the reasons, and – Other types of lessons learned from project schedule control.
PROJECT COST MANAGEMENT Project Cost Management includes the processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so that the project can be completed within the approved budget.
Figure 7-1 provides an overview of the following Project Cost Management processes:
“Organizational Process Assets Updates” is an output for the process “Control costs”.
Organizational process assets that may be updated include, but are not limited to:
– Causes of variances,
– Corrective action chosen and the reasons,
– Financial databases, and – Other types of lessons learned from project cost control.
PROJECT QUALITY MANAGEMENT Project Quality Management includes the processes and activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken. Project Quality Management uses policies and procedures to implement, within the project?s context, the organization?s quality management system and, as appropriate, it supports continuous process improvement activities as undertaken on behalf of the performing organization. Project Quality Management works to ensure that the project requirements, including product requirements, are met and validated.
Figure 8-1 provides an overview of the Project Quality Management processes, which include:
“Organizational Process Assets Updates” is an output for the process “Perform Quality assurance”.
Elements of the organizational process assets that may be updated include, but are not limited to, the organization?s quality standards and the quality management system.
“Organizational Process Assets Updates” is an output for the process “Control Quality “.
Elements of the organizational process assets that may be updated include, but are not limited to: – Completed checklists. When checklists are used, the completed checklists become part of the project
documents and organizational process assets.
– Lessons learned documentation. The causes of variances, the reasoning behind the corrective action chosen, and other types of lessons learned from control quality are documented so they become part of the historical database for both the project and the performing organization.
PROJECT HUMAN RESOURCE MANAGEMENT Project Human Resource Management includes the processes that organize, manage, and lead the project team. The project team is comprised of the people with assigned roles and responsibilities for completing the project. Project team members may have varied skill sets, may be assigned full or part-time, and may be added or removed from the team as the project progresses. Project team members may also be referred to as the project?s staff. Although specific roles and responsibilities for the project team members are assigned, the involvement of all team members in project planning and decision making is beneficial. Participation of team members during planning adds their expertise to the process and strengthens their commitment to the project.
Figure 9-1 provides an overview of the Project Human Resource Management processes, which are as follows:
“Organizational Process Assets Updates” is an output for the process “Manage project team”.
Organizational process assets that may require updates as a result of the Manage Project Team process include,
but are not limited to:
– Historical information and lessons learned documentation,
– Templates, and – Organizational standard processes.
PROJECT COMMUNICATIONS MANAGEMENT Project Communications Management includes the processes that are required to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and the ultimate disposition of project information. Project managers spend most of their time communicating with team members and other project stakeholders, whether they are internal (at all organizational levels) or external to the organization.
Effective communication creates a bridge between diverse stakeholders who may have different cultural and organizational backgrounds, different levels of expertise, and different perspectives and interests, which impact or have an influence upon the project execution or outcome.
Figure 10-1 provides an overview of the Project Communications Management processes, which are as follows:
“Organizational Process Assets Updates” is an output for the process “Manage communications “.
The organizational process assets, which may be updated include, but are not limited to: – Stakeholder notifications. Information may be provided to stakeholders about resolved issues, approved
changes, and general project status.
– Project reports. Formal and informal project reports describe project status and include lessons learned,
issue logs, project closure reports, and outputs from other Knowledge Areas (Sections 4-13).
– Project presentations. The project team provides information formally or informally to any or all of the project stakeholders. The information and presentation method should be relevant to the needs of the
audience.
– Project records. Project records may include correspondence, memos, meeting minutes, and other documents describing the project. This information should, to the extent possible and appropriate, be maintained in an organized manner. Project team members can also maintain records in a project
notebook or register, which could be physical or electronic.
– Feedback from stakeholders. Information received from stakeholders concerning project operations is
distributed and used to modify or improve future performance of the project.
– Lessons learned documentation. Documentation includes the causes of issues, reasoning behind the corrective action chosen, and other types of lessons learned about communications management.
Lessons learned need to be documented and distributed so that it becomes part of the historical database for both the project and the performing organization.
“Organizational Process Assets Updates” is an output for the process “Control communications “.
The organizational process assets that may be updated include, but are not limited to, report formats and lessons learned documentation. This documentation may become part of the historical database for both this project and the performing organization and may include the causes of issues, reasons behind the corrective action chosen, and other types of lessons learned during the project.
PROJECT RISK MANAGEMENT Project Risk Management includes the processes of conducting risk management planning, identification, analysis, response planning, and controlling risk on a project. The objectives of project risk management are to increase the likelihood and impact of positive events, and decrease the likelihood and impact of negative events in the project.
Figure 11-1 provides an overview of the Project Risk Management processes, which are as follows:
“Organizational Process Assets Updates” is an output for the process “Control Risks”.
The risk management processes produce information that may be used for future projects, and should be captured in the organizational process assets. The organizational process assets that may be updated include, but
are not limited to:
– Templates for the risk management plan, including the probability and impact matrix and risk register,
– Risk breakdown structure, and – Lessons learned from the project risk management activities.
These documents should be updated as needed and at project closure. Final versions of the risk register and the risk management plan templates, checklists, and risk breakdown structure are included.
PROJECT PROCUREMENT MANAGEMENT Project Procurement Management includes the processes necessary to purchase or acquire products, services, or results needed from outside the project team. The organization can be either the buyer or seller of the products, services, or results of a project.
Project Procurement Management includes the contract management and change control processes required to develop and administer contracts or purchase orders issued by authorized project team members.
Project Procurement Management also includes controlling any contract issued by an outside organization (the buyer) that is acquiring deliverables from the project from the performing organization (the seller), and administering contractual obligations placed on the project team by the contract.
Figure 12-1 provides an overview of the Project Procurement Management processes which include the following:
“Organizational Process Assets Updates” is an output for the process “Control Procurements “.
Elements of the organizational process assets that may be updated include, but are not limited to: – Correspondence. Contract terms and conditions often require written documentation of certain aspects of buyer/seller communications, such as the need for warnings of unsatisfactory performance and requests for contract changes or clarification. This can include the reported results of buyer audits and inspections that indicate weaknesses the seller needs to correct. In addition to specific contract requirements for documentation, a complete and accurate written record of all written and oral contract communications,
as well as actions taken and decisions made, are maintained by both parties.
– Payment schedules and requests. All payments should be made in accordance with the procurement
contract terms and conditions.
– Seller performance evaluation documentation. Seller performance evaluation documentation is prepared by the buyer. Such performance evaluations document the seller?s ability to continue to perform work on the current contract, indicate if the seller can be allowed to perform work on future projects, or rate how well the seller is performing the project work. These documents may form the basis for early termination of the seller?s contract or determine how contract penalties, fees, or incentives are administered. The results of these performance evaluations can also be included in the appropriate qualified seller lists.
“Organizational Process Assets Updates” is an output for the process “Close Procurements “.
Elements of the organizational process assets that may be updated include, but are not limited to: – Procurement file. A complete set of indexed contract documentation, including the closed contract, is
prepared for inclusion with the final project files.
– Deliverable acceptance. Documentation of formal acceptance of seller-provided deliverables may be required to be retained by the organization. The Close Procurement process ensures this documentation requirement is satisfied. Requirements for formal deliverable acceptance and how to address
nonconforming deliverables are usually defined in the agreement.
– Lessons learned documentation. Lessons learned, what has been experienced, and process improvement recommendations, should be developed for the project file to improve future procurements.
PROJECT STAKEHOLDER MANAGEMENT Project Stakeholder Management includes the processes required to identify the people, groups, or organizations that could impact or be impacted by the project, to analyze stakeholder expectations and their impact on the project, and to develop appropriate management strategies for effectively engaging stakeholders in project decisions and execution. Stakeholder management also focuses on continuous communication with stakeholders to understand their needs and expectations, addressing issues as they occur, managing conflicting interests and fostering appropriate stakeholder engagement in project decisions and activities. Stakeholder satisfaction should be managed as a key project objective.
Figure 13-1 provides an overview of the Project Stakeholder Management processes that include the following:
“Organizational Process Assets Updates” is an output for the process “Manage Stakeholder Engagement”.
The organizational process assets that may be updated include, but are not limited to: – Stakeholder notifications. Information may be provided to stakeholders about resolved issues, approved
changes, and general project status.
– Project reports. Formal and informal project reports describe project status and include lessons learned,
issue logs, project closure reports, and outputs from other Knowledge Areas (Sections 4-12).
– Project presentations. Information formally or informally provided by the project team to any or all
project stakeholders.
– Project records. Project records include correspondence, memos, meeting minutes, and other
documents describing the project.
– Feedback from stakeholders. Information received from stakeholders concerning project operations
can be distributed and used to modify or improve future performance of the project.
– Lessons learned documentation. Documentation includes the root cause analysis of issues faced, reasoning behind the corrective action chosen, and other types of lessons learned about stakeholder management. Lessons learned are documented and distributed, and become part of the historical database for both the project and the performing organization.
“Organizational Process Assets Updates” is an output for the process “Control Stakeholder Engagement”.
The organizational process assets, which may be updated include, but are not limited to: – Stakeholder notifications. Information may be provided to stakeholders about resolved issues, approved
changes, and general project status.
– Project reports. Formal and informal project reports describe project status and include lessons learned,
issue logs, project closure reports, and outputs from other Knowledge Areas (Sections 4-12).
– Project presentations. Information formally or informally provided by the project team to any or all
project stakeholders.
– Project records. Project records include correspondence, memos, meeting minutes, and other documents
describing the project.
– Feedback from stakeholders. Information received from stakeholders concerning project operations
can be distributed and used to modify or improve future performance of the project.
– Lessons learned documentation. Documentation includes the root cause analysis of issues faced, reasoning behind the corrective action chosen, and other types of lessons learned about stakeholder management. Lessons learned are documented and distributed so that they become part of the historical database for both the project and the performing organization.
This definition was found in the PMBOK V5
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