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Monitor and Control Project Work process: A Measures and monitors project initiation, planning, execution and closure for determining corrective or preventive action.
B Includes collecting, measuring, and disseminating performance information and assessing measurements and trends to effect process improvements, these activities are continuously performed from project inception through completion. The Close Project process was added to complete and clarify all activities required in the Closing Process Group.
B Establishes the procedures to coordinate activities needed to verify and document the project deliverables.
D Investigates and documents the reasons for actions taken if a project is terminated before completion. E Integrates activities needed to collect project records. F Analyzes project success or failure. G Gathers lessons learned documentation. H Archives project or phase information from the entire project for future use by the performing organization. Chapter 5 no longer has initiation as a process but contains one new process as shown is Exhibit 3 — Chapter 5 Changes.
The Scope Planning process creates a Scope Management Plan that documents how the scope will be defined, verified, and controlled and how the Work Breakdown Structure will be created and defined. The new process expands the description of the role that a WBS plays in defining the scope of a project.
It now includes its own inputs, tools and techniques, and outputs. The Scope Verification process formalizes acceptance of the completed project scope. The Scope Control process controls changes to the project scope.
The Scope Control process was renamed to indicate that scope changes, like all other requested changes, are processed according to the project's integrated change control process and the actual changes are managed when they occur. Chapter 6 has some significant updates in content as well as the graphics. A discussion of the Schedule Management Plan, a subsidiary component of the Project Management Plan, is described in the opening section of the chapter rather than being a separate process.
The team determined that the Activity Resource Estimating Resource Planning process content was more closely related to the development of the project schedule rather than cost. The link between resources and project cost estimating is still there. Chapter 7 has some significant updates in the content as well as the graphics. The Resource Planning process was moved to Chapter 6 6. A discussion of the Cost Management Plan, a subsidiary component of the Project Management Plan, is described in the opening section of the chapter rather than being a separate process.
Content updates include:. Chapter 8 contains two process name changes made to better reflect the activities of the processes as shown in Exhibit 6 — Chapter 8 Changes. An emphasis was made to closely integrate quality activities with the overall Monitoring and Controlling Process as defined in Chapter 4.
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