Develop Project Develop Project Management Plan

A Guide to the Project Management Body of Knowledge PMBOK ® Guide Third Edition 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA 95 4 Figure 4-7. Monitor and Control Project Work: Inputs, Tools Techniques, and Outputs

4.5.1 Monitor and Control Project Work: Inputs

.1 Project Management Plan Described in the introduction to Section 4.3. .2 Work Performance Information Described in Section 4.4.3.7. .3 Rejected Change Requests Rejected change requests include the change requests, their supporting documentation, and their change review status showing a disposition of rejected change requests.

4.5.2 Monitor and Control Project Work: Tools and Techniques

.1 Project Management Methodology The project management methodology defines a process that aids a project management team in monitoring and controlling the project work being performed in accordance with the project management plan. .2 Project Management Information System The project management information system PMIS, an automated system, is used by the project management team to monitor and control the execution of activities that are planned and scheduled in the project management plan. The PMIS is also used to create new forecasts as needed. .3 Earned Value Technique The earned value technique measures performance of the project as it moves from project initiation through project closure. The earned value management methodology also provides a means to forecast future performance based upon past performance. .4 Expert Judgment Expert judgment is used by the project management team to monitor and control project work.

4.5.3 Monitor and Control Project Work: Outputs

.1 Recommended Corrective Actions Corrective actions are documented recommendations required to bring expected future project performance into conformance with the project management plan. .2 Recommended Preventive Actions Preventive actions are documented recommendations that reduce the probability of negative consequences associated with project risks. .3 Forecasts Forecasts include estimates or predictions of conditions and events in the project’s future, based on information and knowledge available at the time of the forecast. Forecasts are updated and reissued based on work performance information provided as the project is executed. This information is about the project’s past performance that could impact the project in the future; for example, estimate at completion and estimate to complete. .4 Recommended Defect Repair Some defects, which are found during the quality inspection and audit process, are recommended for correction. .5 Requested Changes Described in Section 4.4.3.2.

4.6 Integrated Change Control

The Integrated Change Control process is performed from project inception through completion. Change control is necessary because projects seldom run exactly according to the project management plan. The project management plan, the project scope statement, and other deliverables must be maintained by carefully and continuously managing changes, either by rejecting changes or by approving changes so those approved changes are incorporated into a revised baseline. The Integrated Change Control process includes the following change management activities in differing levels of detail, based upon the completion of project execution: • Identifying that a change needs to occur or has occurred. • Influencing the factors that circumvent integrated change control so that only approved changes are implemented. • Reviewing and approving requested changes. • Managing the approved changes when and as they occur, by regulating the flow of requested changes. • Maintaining the integrity of baselines by releasing only approved changes for incorporation into project products or services, and maintaining their related configuration and planning documentation. • Reviewing and approving all recommended corrective and preventive actions. A Guide to the Project Management Body of Knowledge PMBOK ® Guide Third Edition 96 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA