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Requirements collected from stakeholders provide the core input, foundation and corner stones for;
* Eventually defining & managing the project scope
* Including the product scope |
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Defining the scope transforms collected requirements into a formal scope definition specifying boundaries of which collected requirements are included or excluded from the final definition. Proj. team and stakeholders are clearly informed. |
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Transforms scope definition into a structured vision of what the proj. must deliver. The WBS is a hierarchical decomposition of total work to be done by project team;
* To accomplish project objectives
* To create the required deliverables |
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Defining activities transforms the work packages from the Create WBS process into activities;
* These activities provide a basis for all project work, regarding;
* Estimating
* Scheduling
* Monitoring
* Controlling |
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Sequencing activities transforms the raw list of activities from the Define Activities process into a logical sequence of activities;
* To obtain the greatest work/asset efficiency possible.
* Within all project constraints; time, cost, quality etc. |
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Activity resource estimation examines the sequenced activities list and, for every activity, identifies the type, quantity and characteristics of resources required to complete the activity. This process leads to more accurate cost & duration estimates. |
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Activity duration estimation examines the activity resources required and for every resource, documents an estimate of the amount of time each activity will take to complete.
* One of the key inputs to Develop Schedule process. |
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Sequenced and durated activities are entered into powerful scheduling software;
* Schedule activities, durations, resource availabilities & logical relationships
* Allows for adjustable model with fluid updates for all planned activity completion dates |
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An iterative process. Determine and know at all times, total cost required to complete project work. Key component of, and assurance that, earned value management is the primary form of cost analysis defined in the cost management plan. |
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Done to aggregate activity cost estimates up into a total cost baseline. Having a well documented baseline is crucial in order to monitor and control costs. |
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The identification and documentation of new & existing risks, specifically to scope, schedule and cost plans; informs the project team and provides an ability to anticipate and analyze the impact of potential future events. |
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Qualitative risk analysis organizes identified risks, thus reducing the level of uncertainty about total risk. Qualitative analysis thereby helps the project team focus on high priority risks. |
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Quantitative risk analysis further analyzes high priority risks from qualitative analysis. Quantitative analysis further reduces total risk uncertainty by adding a firm numerical component to decision making. |
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Planning risk responses addresses risk in order of priority. Planning risk reponses assigns responsibility & allocates resources and activities, as needed, into project scope, schedule and budget. |
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