PMP Notes - CH1 - CH3 PDF

PMP® Notes based PMBOK® Guide 6th Edition
PMP Notes
JustAcademy
info@justacademy.co Website: www.JustAcademy.co

Disclaimer:"PMP®","PMI®", "PMI-ACP®" and "PMBOK®" are registered marks of the Project Management Institute,
Inc.
Introduction
1
1. What is Project? Few
Examples of Project.
2. What is Project,Program
and Portfolio
Management
3. Project Life Cycles?
What are Different Types
of it
4. Project Management
Processes
Section 1 JustAcademy
Project What is Project?

“ A Project is a temporary endeavor undertaken to create a
unique product, service or result”
A project is temporary in that it has a defined beginning and end

in time, and therefore defined scope and resources and a pro-
ject is unique in that it is not a routine operation, but a specific
Project
set of operations designed to accomplish a singular goal.
1. What is Project? Few Examples of Project. Few Examples of Project:
2. Project Drive Change • Developing new factory unit for Automobile company
3. Factors that lead to Project • Upgrading existing IT infrastructure
• Exploring new gas field in region
Temporary Endeavor : It means that Project has definite Begin-

ning date and End Date, it can not infinite.
Temporary does not necessarily mean a project has a short du-

ration
www.JustAcademy.co 2
JustAcademy
Project Drive Change?

• From a business perspective, project helps to an organization to move from one state into another state in order to achieve specific
objective.
• Before Project begins, the organization is commonly referred to as being in the current state.
• The successful completion of a project results in the organization moving to the future state and achieving the specific objective
The successful completion of a project results in the organization moving to the future state and achieving the specific objective
JustAcademy
Project enables Business Value Creation

Business value in projects refers to the benefit that the results of a specific project provide to its stakeholders  
 
The benefits from projects may be tangible, intangible, or both.  
Factors that lead to Project.

Projects are typically authorized based on one or more strategic consideration
• Market demand – e.g. Requirements of big size car for family
• Strategic opportunity/business need e.g. Launch new Android app for existing E- commerce sites
• Social need e.g. Providing free internet service to remote areas

JustAcademy
• Environmental consideration e.g. Launch of Electric car to reduce environmental
• Customer request e.g. Develop sports car for car racing company
• Technological advance e.g. Upgrade of existing server capability to provide high speed internet
• Legal requirements e.g. Aligned with new rules of emission system of Car
Project,Program What is Project Management?

“Project Management is the application of knowl-
and Portfolio edge,skills,tools and techniques applied to project activities to

meet the project requirements.”
Project Management also need generic management skills and

professional ethics
Project, Program And Portfolio Management Importance of Project Management

Effective project management helps to:
1. Project Management. Importance of Project
Management • Meet business objectives
2. Program Management • Satisfy stakeholder expectations
3. Portfolio Management and Organizational Project • Deliver the right products at the right time
Management (OPM)
• Respond to risks in a timely manner
• Manage constraints (e.g., scope, quality, schedule, costs, re-

sources)
Poorly managed projects or the absence of project manage-

ment may result in
• Missed deadlines
• Cost overruns
JustAcademy
• Poor quality
• Uncontrolled expansion of the project
• Unsatisfied stakeholders
What is Program Management?

• A program is a group of related projects.
• By grouping related projects into a program, an organization can coordinate the management of those projects
• A space launch is usually a program. It provides several individual projects related to manufacturing, testing, creating the launch
pad, R&D etc.
JustAcademy
Portfolio Management.
• A portfolio includes a group of programs, individual projects, and other related operational work that are prioritized and implemented
to achieve a specific strategic business goal.
• The Program and projects that make up the portfolio may not be related, other than fact that they are helping to achieve a common
strategic goal.
• E.g. NASA has portfolio of Research and Innovation in Airspace market which comprises of program such as Launching satellite to
space station.  
Launching satellite Program can have multiple Projects involved such as Develop Rocket, Prepare Satellite etc.
JustAcademy
Organizational Project Management (OPM)

• Provides a strategic framework to use and guide portfolio, program and project management to deliver organizational strategy.
• It normally consists of group of Directors from different unit within Org.
• The purpose of OPM is to ensure that the organization undertakes the right projects and allocates critical resources appropriately
• OPM also helps to ensure that all levels in the organization understand the strategic vision, the initiatives that support the vision, the
objectives, and the deliverables
•  
JustAcademy
Organizational Project Management (OPM) and Strategies.

Portfolios, programs, and projects are aligned with or driven by organizational strategies and differ in the way each contributes to the
achievement of strategic goals:
Portfolio management aligns portfolios with organizational strategies by selecting the right programs or projects, prioritizing the work,
and providing the needed resources.
JustAcademy
Relationship Among Portfolio, Program and Project Management

• Portfolio Management – A suite of business programs managed to optimize overall enterprise value
• Program Management – A set of related projects designed to produce clearly identified business value.
• Project Management – A structural set of activities concerned with developing a defined capability based on an agreed schedule and
budget
JustAcademy
Relationships Between Project, Operations Management and Organizational Strat-

egy
Operations Management - Concerned with ongoing production of good and/or services.  
Projects can intersect with operations at various points during the product life cycle, such as:
1. At each closeout phase;
2. When developing a new product, upgrading a product, or expanding outputs;
3. While improving operations or the product development process; or #
4. At the end of the product life cycle.
Project and Project Life Cycle

• Life cycles helps in determining work to be completed in each
Development Life phase of the project
• All Projects go through into phases, and all projects, large or

small, have a similar life Cycle structure
Project And Development Life Cycle
• A Project life cycle is the series of phases that a project
passes through from its initiation to its closure.
1. What is Project Life Cycle?
2. Product Life Cycle
3. Diff between Project and Product Life Cycle
4. Types of Project Cycle
5. What is Hybrid Model?
6. Project Phase and Phase Gate
JustAcademy
JustAcademy
Product Life Cycle

A product life cycle is the series of phases that represent the evolution of a product, from concept through delivery, growth, maturity,
and to retirement.
Product life cycle may start much before the project
Project vs. Product Life Cycle

Project Life Cycle: A project life cycle is the series of phases that a project passes through from its initiation to its closure
Product Life Cycle: A new product progresses through a sequence of stages from introduction to growth, maturity, and decline. This se-
quence is known as the product life cycle
IMPORTANT :  
Every product moves through a life cycle right from project initiation stage through developing a product till it reaches the end of the life
cycle.  
Every product in different stages of product life cycle goes through each phases of project
JustAcademy
Cost and Staffing levels in Project Life Cycle
JustAcademy
Types of Project Life Cycle.

• Project life cycles can be Predictive or Adaptive. Within a project life cycle, there are generally one or more phases that are associ-
ated with the development of the product, service, or result. These are called a Development life cycle.
• Development life cycles can be predictive, iterative, incremental, adaptive, or a hybrid model:
JustAcademy
Predictive Life Cycles

Predictive life cycles (also known as fully plan-driven) are ones in which the project scope, and the time and cost required to deliver
that scope, are determined as early in the project life cycle as practically possible
Iterative and Incremental Life Cycles

Iterative and incremental life cycles are ones in which project phases (also called iterations) intentionally repeat one or more project ac-
tivities as the project team’s understanding of the product increases
• In these types of project life cycles the project phases ( also called iteration ) intentionally repeat one or more project activities as the
project team understanding of the product increases
• Iterations develops the project, product through a series of repeated cycle while increments successively add to the functionality of
the product
• Iterations may be performed in a sequentially or overlapping fashion
• Future iterations may enhance earlier deliverable or may create new ones.
• Incremental delivers a complete, usable portion of product for each iteration
• With iterative, the complete concept is built in successive levels of detail to create the end result
• Often Large and complex project are executed in iterative fashion to reduce risk by allowing the team to incorporate feedback and
lesson learned between iterations
JustAcademy
Adaptive Life Cycles

Adaptive life cycles (also known as change-driven or agile methods) are intended to respond to high levels of change and ongoing
stakeholder involvement.
• Also known as Change-driven or agile method
• They intend to respond to high levels of change  

and ongoing stakeholder involvement
• They are also iterative and incremental but difference here is that the iterations are rapid (2-4 weeks ) and fixed in time and cost
JustAcademy
• Product backlog: Here the overall project scope is decomposed into set of requirements and work to be performed
• Adaptive method is preferred when requirements and scope are difficult to define in advance or when project is dealing with a rapidly
changing environment, or when it is possible to define small incremental improvements that will deliver value to the stakeholders.
JustAcademy
Hybrid Model
• A Hybrid life cycle is a combination of a predictive and an adaptive life cycle.
• Those elements of the project that are well known or have fixed requirements follow a predictive development life cycle,
• and those elements that are still evolving follow an adaptive development life cycle.
JustAcademy
Project Phase
A project phase is a collection of logically related project activities that culminates in the completion of one or more deliverables.
Projects may be separated into distinct phases or subcomponents.
Projects may be separated into distinct phases or subcomponents. These phases or subcomponents are generally given names that
indicate the type of work done in that phase.
Concept development,Feasibility study, Customer requirements,Solution development,Design, Prototype, Build,Test, 

Transition, Commissioning, Milestone review, and Lessons learned.
JustAcademy
Phase Gate
A phase gate, is held at the end of a phase. The project’s performance and progress are compared to project and business documents
including but not limited to
# 1.# Project business case
# 2.# Project charter
# 3.# Project management plan
JustAcademy
# 4.# Benefits management plan
A decision (e.g., go/no-go decision) is made as a result of this comparison to
# 1.# Continue to the next phase,
# 2.# Continue to the next phase with modification
# 3.# End the project
# 4.# Remain in the phase, or
# 5.# Repeat the phase or elements of it.  
Project Management What is Process?

Process – It is a set of actions and activities to achieve a prod-
Processes uct, result or service.
Project Management is an Interactive endeavor – It means that

an action or failure in one area will usually affect other areas
Project Management Processes

Introduction of Process
1. Initiating Process Group There are 49 project management process in the PMBOK®
guide 6th Edition
2. Planning Process Group
These 49 processes are grouped under 5 process groups i.e.
3. Executing Process Group Initiation, Planning, Executing,
4. Monitoring and Controlling Process Group Monitoring and Controlling and Closing Each process receives
5. Closing Process Group Input and generates Outputs.
6. Logical flow of Project Project Management Knowledge areas
7. WPD,WPI and WPR There are 10 knowledge Areas covered in PMBOK® guide 6th
Edition. These 10 Knowledge areas.
8. Tailoring
1. Project Integration Management
2. Project Scope Management
3. Project Schedule Management
JustAcademy
4. Project Cost Management
5. Project Quality Management
6. Project Resource Management
7. Project Communications Management
8. Project Risk Management
9. Project Procurement Management
10. Project Stakeholder Management
Initiating Process Group – “Why”

• Performed to define new project or new phase of an existing project by obtaining authorization to start the project or phase
• When Project charter is approved, the project is officially authorized
• Business case may identify “WHY”
• Project Manager identified and given approval to apply resources.
• Two major processes are involved during initiation process groups.
• Develop Project Charter v Identify Stakeholders
JustAcademy
Planning Process Group “What, Who, When and How”

Consists of those processes performed to establish the total scope of the effort, define and refine objectives, and develop the course of
action required to attain those objectives
JustAcademy
Executing Process Group - “DO”

• Consists of those processes performed to complete the work defined in the project management plan to satisfy the project specifica-
tions
• Involves coordinating people and resources, managing stakeholder expectations, as well as integrating and performing the activities
of the project in accordance with the project management plan
JustAcademy
Monitoring and Controlling Process Group

• Consists of those processes required to track, review and score the progress and performance of the project
• Identify any areas in which changes to the plan are required §
• Initiate the corresponding changes
JustAcademy
Close Process Group - “Celebrate”

1. Consists of those processes performed to conclude all activities across all Project Management Process Groups to formally com-
plete the project, phase.
2. At project or phase closure, the following may occur:
3. Obtain acceptance by the customer or sponsor to formally close the project or phase
4. Conduct post-project or phase-end review
5. Record impacts of tailoring to any process
6. Document lessons learned
7. Apply appropriate updates to organizational process assets
JustAcademy
JustAcademy
Logical Flow of Project
JustAcademy
Diff between WPD,WPI and WPR
JustAcademy
Tailoring
The appropriate project management processes,inputs,tools,techniques,outputs,and lifecycle phases should be selected to manage a
project. This selection activity is known as tailoring project management to the project.
The project manager works with the project team,sponsor,organizational management during the tailoring.
Tailoring is necessary because each project is unique; not every process,tool,technique,input,or output identified in the PMBOK®
Guide is required on every project.  
Project Management Business Documents

Project Business Documents are two types.  
Project Business Case-The project business case is a documented economic feasibility study used to establish the validity of the bene-
fits of a selected component lacking sufficient definition and that is used as a basis for the authorization of further project management
activities  
Project benefits management plan-The documented explanation defining the processes for creating, maximizing, and sustaining the
benefits provided by a project.  
JustAcademy
JustAcademy
Copyright © 2018 by JustAcademy
All rights reserved. No part of this publication may be reproduced. For any query,
drop mail to us at info@justacademy.co
You are FREE to Share this document without modifying any content.
To Complements our
work,please share this notes to
your Friends and Colleagues :)
To get an access to Full PMP® notes

which cover all topics, Join our any  
Training Batch at www.JustAcademy.co
Disclaimer:"PMP®","PMI®", "PMI-ACP®" and "PMBOK®" are registered marks of the Project Management Institute, Inc. xxxvi
The Environment in
Which Projects Operate
2
1. What is Enterprise
Environmental Factors?
2. Organizational Process
Assets
3. Organizational Systems
4. Organizational Structure
Types
5. Project Management
Office (PMO)
Enterprise Overview
Projects exist and operate in environments that may have an
Environmental Factors influence on them. These influences can have a favorable or un-
favorable impact on the project. Two major categories of influ-
ences are enterprise environmental factors (EEFs) and organ-
izational process assets (OPAs).
Enterprise Environmental Factors
1. Overview of Project Influences
2. Enterprise Environmental Factors ? Different

Types of it
4. Commercial database
Enterprise Environmental Factors
5. Academic research
Enterprise environmental factors (EEFs) refer to conditions, not
under the control of the project team, that influence, constrain, 6. Government or Industry standards
or direct the project. These conditions can be internal and/or ex-
ternal to the organization. 7. Financial considerations
Internal EEF 8. Physical environmental elements
1. Organizational culture, structure, and governance.
2. Geographic distribution of facilities and resources
3. Infrastructure
4. Information technology software
5. Resource availability.
6. Employee capability
External EEF
1. Marketplace conditions
2. Social and cultural influences and issues
3. Legal restrictions
39
Organizational Process
Organizational Process Assets
Assets Organizational process assets(OPAs) are theplans, processes,
policies, procedures,and knowledge bases specific to and used
by the performing organization. These assets influence the man-
agement of the project.
Organizational Process Assets (OPA)
OPA are two types - Processes, policies, and procedures and
Organizational knowledge bases E.g.
1. Overview of OPA
1. Lessons learned from previous projects and historical infor-
2. Organizational Knowledge bases
mation
2. Polices such as Human resources policies, health and safety

policies etc.
3. Templates such as project management plans, project docu-

ments etc.
OPA - Processes, policies and procedures
41
OPA - Organizational knowledge bases
Historical information and lessons learned knowledge repositories(e.g.,project records and documents, all project closure information
and documentation, information regarding both the results of previous project selection decisions and previous project performance in-
formation, and information from risk management activities.
• Project files from previous projects E.g. scope, cost, schedule,and performance measurement baselines etc.
• Issue and defect management data repositories
• Financial data repositories containing in formation such as labor hours,
• Configuration management knowledge repositories containing the versions of software and hardware components
Organizational Systems
Projects operate within the constraints imposed by the organization through their structure and governance framework. To operate ef-
fectively and efficiently, the project manager needs to understand where responsibility, accountability, and authority reside within the or-
ganization.
The interaction of multiple factors within an individual organization creates a unique system that impacts the project operating in that
system. The system factors include but not limited to,
Management Elements Governance Frameworks and Organizational Structure Types
42
Governance Framework
Governance is the framework within which authority is exercised in organizations. This framework includes but is not limited to:
• Rules,
• Policies,
• Procedures,
• Norms,
• Relationships,
• Systems,and
• Processes 
This framework influences how:
Objectives of the organization are set and achieved Risk is monitored and assessed, and Performance is optimized.
43
Organizational
Organizational Influences
Structures 1. Organizational Structure
• The Organizational structure sets the level of authority, roles

and responsibilities and the reporting structure within the pro-
Organizational Structures ject.
• Organizations are structured into one of six models, the or-

1. How Organizational Structures Influences on ganization structure of which will affect the project in some as-
Projects pect
2. Types of Organization Structures
3. Comparison of Organizational Structures
4. Role of Project Management Office(PMO)"
45
Functional Organization
• Functional organizations are made up of units or division based on the types of business and their associated responsibility.
• Such Organizations are grouped by areas of specialization within different functional areas (e.g. accounting, marketing and manufac-
turing
46
Organization Structure - Projectized
• Organizations that derive revenue from performing projects for others
• Project Manager has full control of project.
47
Key Characteristics of Projectized Organization Structure:
48
Organization Structure - Matrix
49
Organization Structure – Weak Matrix
• Weak matrix structures map closely to a functional structure
• Project team may come from different departments, but the project manager reports directly to a specific functional manager  
50
Organization Structure - Balanced Matrix
• A balanced matrix structure has many of the same attributes as a weak matrix, but the project manager has more time and power re-
garding the project
• A balanced matrix has time-accountability issues for all the project team members since their functional managers will want reports
on their time spent on the object
51
Organizational Structure - Strong Matrix
• In a strong matrix organization, many of the same attributes for the project team exists,but the project manager gains the power and
time when it comes to project work
• The Project team may also have more time available for the project even though they may come from different departments
52
Comparison within Matrix Organizations Structures.
53
Organization Structure - Composite
• In Composite organization, a special project is created that consists of talent from many different departments. Such project teams
report directly to a project manager and will work on high-priority project for its duration.
• Project Manager’s Role are Full-time designated job role.
• Project will have high and almost total control project resources.
54
Types of Project Management Office(PMO) in Organization
Supportive
• Consultative role
• Supplies Templates, best practices, Training, Access to information and lessons learned from other projects
• Degree of Control is low
Controlling
• Provides support
• Conformance to governance
• Degree of control is moderate
Directive
• PMO Directly manages the projects
• Degree of Control is high
55
Project Management Office (PMO)
A PMO may have the authority to act as an integral stakeholder and a key decision maker throughout the life of each project in order to
keep it aligned with the business objectives. The PMO may
• Make recommendations,
• Lead knowledge transfer,
• Terminate projects,and
• Take other actions,as required
Function of PMO.
A primary function of a PMO is to support project managers in a variety of ways such as
• Managing shared resources across all projects administered by the PMO;
• Identifying and developing project management methodology, best practices, and standards;
• Coaching, mentoring, training, and oversight;
• Monitoring compliance with project management standards, policies, procedures, and templates by means of project audits;
• Developing and managing project policies, procedures, templates, and other shared documentation (organizational process assets);
and
• Coordinating communication across projects.  
56
57
Role of Project
Manager
3
1. Overview
2. PM’s Sphere of Influence
3. The PMI Talent Triangle
4. PM Competency
5. Performing Integration
Section 1
PM’s Sphere of Overview

The project manager plays a critical role in the leadership of a
Influence project team in order to achieve the project’s objectives. This

role is clearly visible throughout the project.
Many project managers become involved in a project from its

initiation through closing. However, in some organizations, a
project manager may be involved in evaluation and analysis ac-
Project Manager Sphere Of Influence tivities prior to project initiation.
• Membership and Roles

1. Overview
• Responsibility for team
2. PM’s Sphere of Influence
• Knowledge and Skills
3. Project Manager Competences
59
The Project Manager’s Sphere of Influence
60
The Organization
The project manager proactively interacts with other project managers. Other independent projects or projects that are part of the
same program may impact a project due to but not limited to the following:
• Demands on the same resources,
• Priorities of funding,
• Receipt or distribution of deliverables, and
• Alignment of project goals and objectives with those of the organization.
Professional Discipline
Continuing knowledge transfer and integration is very important for the project manager. This professional development is ongoing in
the project management profession and in other areas where the project manager maintains subject matter expertise. This knowledge
transfer and integration includes but is not limited to:
• Contribution of knowledge and expertise to others with in the profession at the local,national, and global levels (e.g., communities of
practice, international organizations); and
• Participation in training, continuing education,and development:
• In the project management profession(e.g.,universities,PMI);
• In a related profession(e.g.,systems engineering, configuration management); and
• In other professions (e.g.,information technology, aerospace).  
61
Project Manager Competences
• Technical project management. The knowledge, skills, and behaviors related to specific domains of project, program, and portfolio
management. The technical aspects of performing one’s role.
• Leadership. The knowledge, skills, and behaviors needed to guide, motivate, and direct a team, to help an organization achieve its
business goals.
• Strategic and business management. The knowledge of and expertise in the industry and organization that enhanced performance
and better delivers business outcomes.
•  
62
Technical Project Management Skills
Technical project management skills are defined as the skills to effectively apply project management knowledge to deliver the desired
outcomes for programs or projects.
The top project managers consistently demonstrated several key skills including
Focus on the critical technical project management elements for each project they manage.This focus is as simple as having the right
artifacts readily available. At the top of the list were the following:
1. Critical success factors for the project,
2. Schedule,
3. Selected financial reports, and
4. Issue log.
• Tailor both traditional and agile tools, techniques,and methods for each project.
• Make time to plan thoroughly and prioritize diligently.
• Manage project elements, including, but not limited to,schedule,cost,resources,and risks.
63
Strategic and Business Management Skills
Strategic and business management skills involve the ability to see the high-level overview of the organization and effectively negotiate
and implement decisions and actions that support strategic alignment and innovation.
Project managers should be knowledgeable enough about the business to be able to:
• Explain to others the essential business aspects of a project;
• Work with the project sponsor,team,and subject matter experts to develop an appropriate project delivery strategy; and
• Implement that strategy in away that maximizes the business value of the project.
64

PMP Notes - CH1 - CH3 PDF

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

PMP Notes - CH1 - CH3 PDF

Uploaded by

Copyright:

Available Formats

PMP® Notes based PMBOK® Guide 6th Edition

info@justacademy.co Website: www.JustAcademy.co

Project What is Project?

A project is temporary in that it has a defined beginning and end

1. What is Project? Few Examples of Project. Few Examples of Project:

3. Factors that lead to Project • Upgrading existing IT infrastructure

• Exploring new gas field in region

Temporary Endeavor : It means that Project has definite Begin-

Temporary does not necessarily mean a project has a short du-

Project Drive Change?

Project enables Business Value Creation

Factors that lead to Project.

• Market demand – e.g. Requirements of big size car for family

• Social need e.g. Providing free internet service to remote areas

• Environmental consideration e.g. Launch of Electric car to reduce environmental

Project,Program What is Project Management?

and Portfolio edge,skills,tools and techniques applied to project activities to

Project Management also need generic management skills and

Project, Program And Portfolio Management Importance of Project Management

2. Program Management • Satisfy stakeholder expectations

• Manage constraints (e.g., scope, quality, schedule, costs, re-

Poorly managed projects or the absence of project manage-

• Uncontrolled expansion of the project

What is Program Management?

Organizational Project Management (OPM)

• It normally consists of group of Directors from different unit within Org.

Organizational Project Management (OPM) and Strategies.

Relationship Among Portfolio, Program and Project Management

Relationships Between Project, Operations Management and Organizational Strat-

1. At each closeout phase;

2. When developing a new product, upgrading a product, or expanding outputs;

3. While improving operations or the product development process; or #

4. At the end of the product life cycle.

Project and Project Life Cycle

• All Projects go through into phases, and all projects, large or

2. Product Life Cycle

3. Diff between Project and Product Life Cycle

4. Types of Project Cycle

5. What is Hybrid Model?

6. Project Phase and Phase Gate

Product Life Cycle

Product life cycle may start much before the project

Project vs. Product Life Cycle

Cost and Staffing levels in Project Life Cycle

Types of Project Life Cycle.

Predictive Life Cycles

Iterative and Incremental Life Cycles

• Iterations may be performed in a sequentially or overlapping fashion

• Incremental delivers a complete, usable portion of product for each iteration

Adaptive Life Cycles

• Also known as Change-driven or agile method

• They intend to respond to high levels of change

Projects may be separated into distinct phases or subcomponents.

Concept development,Feasibility study, Customer requirements,Solution development,Design, Prototype, Build,Test,

# 1.# Project business case

# 2.# Project charter

# 3.# Project management plan

# 4.# Benefits management plan

A decision (e.g., go/no-go decision) is made as a result of this comparison to

# 1.# Continue to the next phase,

# 2.# Continue to the next phase with modification

# 3.# End the project

# 4.# Remain in the phase, or

• They intend to respond to high levels of change  

Concept development,Feasibility study, Customer requirements,Solution development,Design, Prototype, Build,Test, 

# 5.# Repeat the phase or elements of it.  

• Coordinating communication across projects.  