Develop Project Charter – developing the project charter that formally

.4 Organizational Process Assets When developing the project charter and subsequent project documentation, any and all of the assets that are used to influence the project’s success can be drawn from organizational process assets. Any and all of the organizations involved in the project can have formal and informal policies, procedures, plans, and guidelines whose effects must be considered. Organizational process assets also represent the organizations’ learning and knowledge from previous projects; for example, completed schedules, risk data, and earned value data. Organizational process assets can be organized differently, depending on the type of industry, organization, and application area. For example, the organizational process assets could be grouped into two categories: • Organization’s processes and procedures for conducting work: ♦ Organizational standard processes, such as standards, policies e.g., safety and health policy, and project management policy, standard product and project life cycles, and quality policies and procedures e.g., process audits, improvement targets, checklists, and standardized process definitions for use in the organization ♦ Standardized guidelines, work instructions, proposal evaluation criteria, and performance measurement criteria ♦ Templates e.g., risk templates, work breakdown structure templates, and project schedule network diagram templates ♦ Guidelines and criteria for tailoring the organization’s set of standard processes to satisfy the specific needs of the project ♦ Organization communication requirements e.g., specific communication technology available, allowed communication media, record retention, and security requirements ♦ Project closure guidelines or requirements e.g., final project audits, project evaluations, product validations, and acceptance criteria ♦ Financial controls procedures e.g., time reporting, required expenditure and disbursement reviews, accounting codes, and standard contract provisions ♦ Issue and defect management procedures defining issue and defect controls, issue and defect identification and resolution, and action item tracking ♦ Change control procedures, including the steps by which official company standards, policies, plans, and procedures—or any project documents—will be modified, and how any changes will be approved and validated ♦ Risk control procedures, including risk categories, probability definition and impact, and probability and impact matrix ♦ Procedures for approving and issuing work authorizations. A Guide to the Project Management Body of Knowledge PMBOK ® Guide Third Edition 84 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA