Project Management

Definition of Project

 * A project is a temporary endeavor with a defined beginning and end (usually time-constrained, and often constrained by funding or deliverables), undertaken to meet unique goals and objectives,[2] typically to bring about beneficial change or added value. The temporary nature of projects stands in contrast with business as usual (or operations), which are repetitive, permanent, or semi-permanent functional activities to produce products or services.
 * http://en.wikipedia.org/wiki/Project_management


 * A project is a unique endeavor with clearly defined objectivies and deliverables, clear-cut starting and ending dates, and, most of the time, a budget.
 * Bonnie Biafore, Teresa Stover, Page 4, "Your Project Management Coach", ISBN: 978-1-118-14424-4, year 2012.


 * A project is a temporary endeavor undertaken to create a unique product or service.
 * Ref: Page 5, "A guide to the Project Management Body of Knowledge", PMI Standards Committee, http://www.unipi.gr/akad_tmhm/biom_dioik_tech/files/pmbok.pdf, year 1996.


 * A project is an endeavor, (usually) with a target completion date and a budget, to achieve something, e.g. :
 * to get deliverables delivered
 * to achieve defined objectives / goals
 * to solve problems
 * to take advantage of an opportunity

What is / is not a project
What is a project?
 * A project is a endeavor.
 * A project has clearly defined objectivies and deliverables.
 * A project has a beginning and an ending (date)
 * A project may has intermediate deadlines to meet.
 * A project is temporary, because it has a final date.
 * A project usually has a budget
 * financial budget,
 * a limited amount of resources,
 * a limited amount of man-hours.
 * Each project is unique.

What is not a project?
 * Ongoing work, recurring work, or repetitive work
 * Operations

Techniques in Project Management is different from techniques in Operation Management.

Why Project Management

 * You want to complete the projects successfully, without making yourself or others miserable.
 * You want to complete the projects within the shortest possible time, with minimal budget.
 * Your boss or your customers change their minds frequently, and even not know exactly what they want.
 * You want the project scope under control.
 * 你想方案有始有終，而不是虎頭蛇尾、無頭無尾.
 * You want the outcome of the project does solved the real problems, or taken the opportunities.
 * You want to help achieving the organization's goal.

Project Management

 * To know what you are trying to do.
 * To figure out how you are going to do.
 * To make sure you did it (on time, and within budget) !
 * To present problems that get in the way.
 * To make things happen the way they are supposed to be.


 * To define objectives, requirements, and deliverables.
 * To define quantifiable success criteria.
 * To develop a plan.
 * To define the work that needs to be done.
 * To select people for the work.
 * To estimate the costs.
 * To manage risks.

Project Management Methodologies

 * Waterfall
 * Iterative and Agile
 * Critical Chain
 * http://en.wikipedia.org/wiki/Critical_chain_project_management
 * PRINCE2
 * TenStep

Project Manager

 * Attributes:
 * Tends to be organized
 * Happy on getting things done
 * Love to plan ahead


 * Technical skills on Project Management


 * Soft skills
 * Business savvy
 * Apart from the documented project objectives, you should realize the real reasons of doing the project.
 * Leadership
 * Be able to take charge if there's a crisis
 * Know how-to and when-to and what-to delegate
 * Effective communication
 * Good interpersonal skills
 * Be flexible
 * Make sure your team understands the big picture
 * Stay focus
 * Be able to take a high-level perspective, as well as
 * be able to keep tracking on thousands of small details at the same time
 * Be able to keep stakeholder happy (legally, and ethically)
 * Be able to motivate people, especially those that are under another department or company
 * Sometimes, you have to say no to the stakeholders.

Project Manager vs Business Manager

 * Project Manager
 * To drive project success.
 * Business Manager
 * To drive business success.

Project Characteristics

 * Simplicity / Complexity
 * Level of Risk / Uncertainty
 * Similarity of Project
 * Familiarity of Technology
 * Availability of Resources
 * Availability of Experienced People

Project Management: 5 process groups

 * Initiating
 * Planning
 * Executing
 * Monitoring and Controlling
 * Closing

Initiating

 * Also known as scoping or preplanning.


 * Appoint the project manager
 * Define the project
 * Validate the project definition
 * Identify stakeholders
 * Prepare proposal
 * Provide Justification
 * Feasibility Study
 * Proposal Assessment:
 * Evaluate and validate proposal
 * Compare the costs and benefits
 * Evaluate the opportunity cost
 * Obtain formal approval and sign-off
 * Obtain funding and resources
 * Prepare and distribute project charter

Planning
Components of a typical project plan:
 * Work definition
 * Resrouce list
 * Budget
 * Cost estimate
 * Schedule
 * Project processes


 * Develop a plan, which includes the following activities:
 * Start with a high level plan, and then develop more detailed plans.


 * Identify all the work that must be done.
 * Organize and categorize the work.
 * Prepare the work breakdown structure (WBS).
 * Define milestones.
 * Define deliverable.
 * Define phases.
 * Identify task dependency / relationship.


 * Prepare the resources list.
 * Estimate the amount of resources required.


 * Estimate the time required for each work. (better in terms of man-hours)


 * Estimate the cost of the project:
 * Notes: The cost depends on the quality of the project team, the tools they used, and cost of other resources and materials, ...


 * Build a project schedule
 * Identify the hard / soft deadlines.


 * Set ground rules
 * Specify the guideline within which the project team works
 * establish how the team will:
 * communicate
 * track issues
 * solve problems
 * make decisions
 * resolve conflicts


 * Define project organization chart
 * Develop a communication plan
 * Develop a risk management plan
 * Develop a quality management plan
 * Develop a change management plan


 * Perform SWOT analysis


 * Present to customer / senior management
 * Obtain approval to start work


 * Iterate:
 * Fine-tune requirements
 * Fine-tune project schedule
 * Adapt the plan, incorporate changes

Executing

 * Allocate people to the project team
 * Training
 * Mentoring
 * Motivating
 * Leading
 * Allocate resources to the team


 * Define the rules to follow.
 * Task Assignments
 * Perform the tasks

Monitoring and Controlling

 * Monitor and control project progress:
 * Measure, report and control project performance:
 * Schedule
 * Cost
 * Scope
 * Resources
 * Prepare project status report
 * Make corrections if needed
 * Adjust the plan and schedule if needed


 * Track issues
 * Follows the change management process
 * Plan resources for identified risks
 * Measure quality
 * Manage procurements
 * Solve unexpected problems

Closing

 * Evaluate and document the project performance
 * Obtain acceptance from customer / senior management
 * Transfer ownership of the deliverables (to the customer / user)
 * Officially accepting the project as complete


 * Close contracts
 * Close billing accounts
 * Prepare a final project report
 * Document the lessons learned
 * Archive project documents
 * Release resources

Define the project
Problems -> Goal -> Objectives -> Solution and Strategy -> Requirements -> ...

Questions to Answer

 * In general:
 * What, Why, So What, and How?


 * What is / are the problem(s)?
 * Why?
 * What is the real problem?
 * Are we going to solve it, prevent it or ...?
 * How are we going to solve it?
 * How much time we have?
 * How much resources we have?
 * What is / are the opportunity(ies)?
 * Why?
 * Are we going to take the opportunity?
 * How?
 * What is the purpose (goal) of the project?
 * What business value are we gaining from this project?
 * What will the project do / not do?
 * How much it costs?
 * Is it worth?
 * What are we going to produce for the project?
 * What are the detailed?
 * How to determine and measure when the project is completed?
 * Is it success when the project was completed?
 * Who are the stakeholders?
 * What to do for each of them?
 * Who will be in charge of the project?
 * What might happen that could affect the project?
 * How likely is it?
 * What is the impact?
 * How to respond if it really happened?
 * What limitations are imposed on undertaking the project?

Problem or Opportunity Statement

 * should be clearly and unambiguously defined
 * (no need to include solution here)


 * 5-why analysis
 * Is a method of continually asking why a situation is a problem until the root problem is identified.
 * It is helpful in distinguishing solutions from the actual problems.

Goal Statement

 * Project goal is a board and general description of what the project intends to achieve.
 * Describes the desired state of affairs.
 * i.e. what the outcome will look like when the project is completed successfully.
 * Purpose.
 * A kind of vision or mission statement for the project.
 * Business Case

Project Objectives

 * Break down the goal into very specific, measurable and quantifiable objectives.
 * When the objectives are fulfilled, the goal is achieved.
 * To determine whether a project has been completed.
 * To determine whether it has been completed successfully.
 * Without clearly and unambiguously defined objectives and deliverables, a project can seem to go on forever because there is no ending.
 * Vaguely defined or missing objectives lead to failure, or you work longer, or you spent a lot more money.


 * SMART objectives:
 * Specific
 * Measurable
 * Assignable
 * Realistic (something that is doable)
 * Time-based (to meet the deadline)

Requirements

 * To identify the real needs (from stakeholders).
 * ... more info


 * 3 tasks:
 * To identify / discover / uncover requirements (Gathering Requirements / Requirements Mining)
 * To prioritize requirements
 * To validate requirements


 * Types of Requirements
 * Broad Requirements
 * Specific, Definitivie, and Detailed Requirements


 * Techniques for identifing requirements:
 * Interview
 * Group Meeting
 * Reuse similar requirements from similar projects
 * Create Business Process Model and Use Case
 * Observe on existing processes, environments, systems, etc
 * Job-shadowing
 * Developing prototypes


 * Beware of conflicting expectations from different stakeholders.
 * Be able to differentiate between wants and needs.

Deliverables

 * Tangible / intangible
 * Detailed specifications of the products, services, or other result of the project.
 * Deliverables answering the question:
 * What are we producing that proves that the project and product scope are being fulfilled?
 * It is not good to define the deliverables before you fully understanding the problem, success criteria, and scope, or otherwise you will go into the wrong way.

User Acceptance Criteria

 * Define the process and criteria for accepting the deliverables.

Success Criteria

 * It is a list of specific unequivocal statements of how and when the project results are satisfied.
 * It's far more than just delivered the deliverables on time, within budget and fulfills the requirements.
 * Best criteria:
 * are quantifiable
 * can reflect the goal, such as:
 * gaining business value by increased revenue, reduced costs, improved services, or increased rate of return on investment, etc
 * This is the driving force for the work.
 * Examples:
 * Suppose the goal is to increase revenue, then the success criteria might be "to achieve revenue by $10 million in the next month".
 * Benefits realization may happens a while after after the project is completed and closed, then a post-implementation review is often scheduled to measure the success.
 * Reference: http://www.tmr.qld.gov.au/Business-industry/OnQ-Project-Management-Framework/Project-management-methodology/Generic-project-methodology/P10-1-Evaluate-against-success-criteria.aspx

Project Scope

 * Balancing Scope, Time (Schedule), Cost (Budget, Resources), Quality, and Risk
 * Cost * Time * Quality = Scope

Fast / Good / Cheap (choose any two) (http://en.wikipedia.org/wiki/File:Project-triangle.svg)

References:
 * http://en.wikipedia.org/wiki/Project_management_triangle

Assumptions

 * False assumptions may lead to a risk.
 * Should be included in the risk management plan.

Timeframe, Budgets and Resources

 * Estimate the amount of time required
 * Estimate the project cost
 * Identify the resource required


 * Estimation
 * ROM (rough order of magnitude) estimate, or ballpark estimate
 * Ballpark of a number like $10,000, $100,000, $1,000,000, ...


 * Timeframe
 * Financial Budgets / Resources
 * (even if you are managing a project without a budget, it is still a good idea to build your own budget and aim to meet it)
 * Human Resources
 * Project Team
 * Contingency Staff
 * Domain Experts
 * Vendors / Contractors
 * Consultants
 * Size of project team:
 * Ref: http://www.brighthub.com/office/project-management/articles/62267.aspx
 * Other Resources
 * Power, Authority
 * Facilities
 * Office, work space, etc.
 * Equipment
 * Consumable Material
 * Availability of Information

Constraints and Limitations

 * Law
 * Regulation
 * Ethics
 * Environmental Limitations
 * Customer Preferences

Project Strategy

 * to answer how are we going to ...

Stakeholders

 * Stakeholder
 * those who is affecting positively or negatively by the project
 * those who has a vested interest in the project
 * e.g. management team, sponsor, customer, end user group, and domain experts, etc


 * 4 groups of stakeholders
 * Managing stakeholders
 * Those who has significant influence to the project
 * Decision-making authority.
 * e.g. project sponsor, customer, portfolio manager, project manager
 * Representatives of customers or end users:
 * Those who will use the project, services, or other result of the project.
 * Project Team Members
 * Representatives of support functions:
 * e.g. accounting, human resources, purchasing, or facilities
 * Be aware of:
 * other projects taking place at the same time
 * resource issues
 * operational cycles that can affect the project


 * Stakeholder registry
 * Starting with a list of potential stakeholders
 * Update the list throughout the project.

Project Definition: Level of detail

 * Depends on
 * size of the project
 * complexity of the project
 * culture
 * polities
 * policies

Project Proposal

 * You may not want to spend a lots of money in preparing a proposal that may be rejected.
 * Keep it simple
 * Know when enough is enough.


 * Essential Elements:
 * Problem or opportunity statement
 * Goal and high level objectivies
 * Success Criteria
 * Scope statement or statement of work
 * Risks, assumptions, and constraints
 * High-level project costs
 * ROM (rough order of magnitude) estimate
 * $10,000, $100,000, $1,000,000, ...


 * Key to success:
 * Understand the approval criteria.
 * Understand bias between stakeholders.
 * Develop a compelling proposal that show how the project helps achieve the goals.
 * Strong support from influential sponsor.
 * Lobby the management team.
 * Beware of prevailing political winds.


 * Factors that can figure into whether the proposal is appropriate for your organization:
 * The organization's strategic goals.
 * Return on investment.
 * Availability of resources and technologies.
 * Likelihood of potential risks.

Project Charter
Project charter is a document to officially announces and authorizes the existence of a project.


 * Name and responsibility of the person(s) authorizing the project.
 * Name, responsibility, and authority level of the assigned project manager.
 * Other information from the project proposal.


 * In the old days, project charter is distributed as a memo.
 * Nowadays, the most standard practice is to distribute it as an email.

Project Schedule

 * Scheduling Elements:
 * Work estimate
 * Estimate the effort, hours of work for each task
 * Estimate the duration
 * Task Dependency (also known as Task Relationship)
 * Preceding Task (or predecessor)
 * Succeeding Task (or succesor)
 * Deadlines
 * Brick Wall Deadline
 * if the deadline missed would result in significant embarrassment, a flood of criticism, financial penalities, etc, then it should be a hard deadline.
 * Soft Date Target (or Nice-to-Achieve Target)
 * Availability of Resources


 * Critical Path Method (CPM)
 * Critical Path
 * Critical Task
 * Tasks along the critical path.
 * Project would be delayed if any critical task delay.


 * Critical Chain Method / Critical Chain Project Management (CCPM)
 * Scheduling from the finish date
 * Balancing constrained resources
 * Avoid over-allocating resources
 * Adding buffer
 * Project (time) buffer
 * Feeding (time) buffer (of each task)
 * Resource alert


 * Lead Time
 * The amount of time that a successor task can start before the finish of the predecessor.
 * Lag Time
 * A delay between the two dependent tasks.


 * Types of date constraints
 * As soon as possible
 * No Later Than
 * Exact Date


 * Milestone
 * Significant event that you would like to recognize.
 * e.g. a completion of a deliverable
 * e.g. a celebration point
 * A list of high level milestone can help to show the big picture of the project.
 * Milestones are great motivators.


 * Non-working Time
 * Weekends, public holidays, vacation, sick leave
 * Non-project Time
 * non-project email, paperwork, administrative tasks, ...


 * Reasons that you might want to shorten a schedule
 * To meet a marketing window, e.g. holiday season
 * To finish the works before the vacation of most experienced staff


 * Some (good / bad) Strategies for shortening schedule:
 * More money
 * More people
 * More resources
 * Use better people, resources / equipments / tools
 * Overlap tasks / fast-tracking
 * Doing works in parallel rather than in sequence
 * Overtime
 * Reduce scope
 * Cut nice-to-have items

Work Breakdown Structure (WBS)

 * WBS is the core of a project plan.
 * It is a framework in which the project goal is deconstructed into task-sized details.
 * It progressively subdivides or decomposes project work into smaller, more manageable components.
 * It breaks the work of a project down into bite-sized pieces that are easy to define, understand, estimate, schedule, assign, monitor, track, and manage.
 * It is a list of works that has to be done to satisfy the requirements and scope of the project.


 * Two typical format:
 * Hierarchical flowchart
 * Outline


 * Use of WBS:
 * To facilitate project planning
 * To provide details of work for estimating the resource required
 * To estimate the amount of time required
 * To schedule tasks
 * To prevent omission of tasks
 * To show gaps between WBS and project scope / requirements.
 * To assign the tasks
 * To show the big picture
 * To visualize the project
 * To track progress
 * To manage changes

Work Package / Task

 * The lowest level is the work package.
 * "Work Package" is typically synonymous with task.
 * It is the project component that's finite enough to be schedule, and assigned for implementation.


 * Work Package Document, also known as WBS Dictionary (a term used by Project Management Institute)
 * to provide sufficient information for carrying out the tasks
 * shall be specific
 * Work estimate
 * shall has definite start and finish boundaries
 * shall be measurable on progress
 * the work effort shall not be too large, when comparing with other work packages
 * shall not be too trivial
 * Cost estimate
 * Schedule
 * Duration
 * Dependencies
 * Deadline
 * Start and finish date
 * Assigned resources

Work and Cost Estimation

 * Estimation by definition have some level of uncertainty.
 * Estimates is a balancing act with accuracy on one hand and the cost of developing the estimate on the other.


 * Two types of estimators:
 * Optimist
 * Optimistically estimate getting a ton of work done each day.
 * Pessimist
 * Set high estimates so that the work can be completed before the dates they estimated.


 * Factos that could affect the estimation:
 * The people who prepare estimates.
 * People may estimate high or low for a variety of reasons.
 * The nature of work
 * Amount of past experiences
 * Types of resources needed
 * Issues that could arise
 * Working with people that you don't know
 * ..., many


 * It is good to ask several people to provide the estimate
 * This helps to identify optimistic and pessimistic estimates.
 * Sometime, you have to estimate assuming resources with average capabilities.
 * Estimate hours of effort is better than estimating duration.
 * Individuals often are more committed to meeting the estimates they provide.


 * Impact of getting an unrealistic estimate:
 * Your team members might work at their customary pace
 * or they might give up,
 * or they might work at a slower pace to prove that the estimates aren't achievable.


 * Padded Estimates
 * The game of padding:
 * The worker adds a few %
 * The team leader adds a few more
 * The project manager adds a few more
 * Use "Public and Shared Padding (buffer)" to prevent this problem.
 * A smaller amount of padding is shared across tasks and it's allocated only to the tasks that really need extra time or money.
 * Other related terms:
 * Contingency Funds
 * Set aside to resolve issue.
 * Management Reserve
 * Additional buffer that is not a part of a project.
 * Remember to document the reasons (risks) why a buffer is needed, or otherwise it may be cut by management.


 * Effort vs Duration
 * Effort represents the number of hours someone spends to complete the work.
 * Duration represents the elapsed work time.


 * Factors that can affect estimates of effort:
 * individuals' skill level and experience
 * individuals' characteristics, such as
 * ability to focus
 * problem solving skills
 * communication skills


 * Factors that can affect the task duration:
 * Non-project work
 * Multitasking
 * Interruptions
 * Triple I Effect: Interrupting the Interruptions with Interruptions!
 * Number of people assigned to a task
 * Resource availability


 * Estimation based on Parametric Model
 * Requiring a database storing different parameters of past projects and the corresponding actual costs, duration, and effort.


 * Estimation based on the Delphi Technique
 * A group of experts + Iterative + Anonymity + Written Discussion


 * Estimation based on Project (or Program) Evaluation and Review Technique (PERT)
 * Optimistic Estimate, Pessimistic Estimate, and Most Likely Estimate
 * You may also run computer simulations to get the experimental probability of getting a project completed within a specific duration.


 * Project Budget
 * Labour costs
 * Costs for materials
 * Costs for office space, facilities and equipment
 * Contingency Funds
 * Management Reserve
 * Other Costs
 * for training, traveling, shipping, advertising, ...

Ethics

 * One of the most important things!


 * Code of Ethics
 * Examples
 * Code of Conduct
 * Code of Practice


 * Taking responsibility
 * Respecting others
 * Being fair
 * Being honest


 * Not only "Don't be Evil" (slogan of Google), but also "Be a good human".

Scope Management
Management of Project Scope.


 * You are assigned to fill a bottle with 500ml of water, don't fill more than 500ml or you waste the water.
 * This is all about managing the project scope.


 * Identify and define a clear boundaries of a project.
 * A well defined project scope should supports the project goal and success criteria, and should be agreed by all stakeholders.
 * Define the works you will do, and what you won't do.
 * Document the Scope Statement.


 * Difference between project scope and product scope.
 * Project scope defines the work to be done as part of a project.
 * Product scope defines the features and functions of the product.


 * Scope Creep
 * Scope creep (also called requirement creep) refers to a phenomenon of uncontrolled changes and continuous growth in a project's scope.
 * http://en.wikipedia.org/wiki/Scope_creep
 * This is one of the reasons why many projects run late or over budget.


 * If there are any change requests to the project scope, note the following before Change Management Board accept the changes:
 * project finish date
 * project budget and resources
 * quality of the deliverables
 * additional risks
 * project goal
 * project's success criteria

Resource Management

 * Components of a resource plan:
 * A responsibility matrix
 * Resource breakdown structure
 * Work breakdown structure
 * Project organization chart
 * Staffing Plan


 * Staffing Plan
 * Resource schedules
 * Training requirements
 * A plan for obtain and release resources
 * Regulatory Compliance

Human Resource Management

 * Develop a project responsibility matrix
 * Specify clear roles, responsibilities, and relationships.
 * Define who are involved with different parts of a project
 * Define who should do the work
 * Define who is responsible
 * Define who should be consulted
 * Define who is authorized to make and approve decisions
 * Define who should be informed of results
 * Every piece of a project shall has an owner
 * or otherwise the work will be at risk, and delayed
 * To eliminate ownership conflicts
 * To avoid multiple owners try to mark their territory
 * To avoid duplicate effort


 * 4 levels of involvements (RACI):
 * Responsible
 * Performing the work
 * Accountable
 * In charge of making sure that the work is completed successfully.
 * Make or approve decisions
 * Delegate work
 * Approve deliverables
 * Consulted
 * Inform


 * Build a project organization chart
 * Team Leader
 * Resource Manager
 * Functional Manager
 * Portfolio Manager
 * Project Sponsors
 * Customers

Procurement Management

 * Engaging the services of vendors.
 * Purchasing equipment and suuplies.

Communication Management

 * Identify information:
 * To determine what information the project's stakeholders need and want.
 * To determine the methods of communication to be used for different purposes.
 * To determine how often you stay in touch with each stakeholder.
 * To specify who needs what kind of information and when.

Quality Management

 * To identify the level of quality required.
 * To meet the target quality.
 * To comply with the defined quality standards.


 * Quality Control
 * Define how to monitor quality, e.g.:
 * use quality checkpoint milestones
 * deliver periodic audit reports
 * Measure and record the quality of deliverables.
 * Develop and follow Quality Procedure:
 * Testing Procedures on Deliverables
 * Sampling Processes
 * Evaluate and improve the Quality Procedure.
 * To identify and solve the underlying causes of problems.

Risk Management

 * Identify the risks that could face
 * Starting from highest priority with highest potential losses
 * Estimate the probability
 * Assessing the (potential negative) impact
 * Assessing the severity of the impact
 * Prioritize the risks
 * Prepare responses for the risks:
 * Planning for contingencies
 * Prepare a plan (responses) for handling the risks (should they become realidy):
 * Avoiding the risk
 * Reducing the probability
 * Transferring the risk (e.g. insurance)
 * Mitigating the impact
 * Tracking the risk
 * Accepting the consequences
 * Monitoring risks and responses

Problem Analysis

 * Root cause analysis
 * Fault Tree Analysis
 * Cause and Effect Diagram
 * Ishikawa Diagram (or fishbone diagram)
 * Pareto Analysis
 * Pareto Principle

SWOT Analysis

 * Strengths
 * Weaknesses
 * Opportunities
 * Threats

Project Documents

 * Documents and archives for your posterity.

Extracted List of Items in (each) Project Archives

 * Initial
 * Project's problem statement
 * Project goal and objectives
 * Requirements
 * Success criteria
 * Strategy
 * Scope statement
 * risks
 * assumptions
 * constraints
 * Stakeholder registry (or contact list)
 * Project Proposal
 * Signoff document
 * Project charter


 * Planning
 * List of milestones
 * List of deliverables
 * Work breakdown structure
 * Responsibility matrix
 * Resource plan
 * Project organization chart
 * Work estimates
 * Cost estimates
 * Project budget
 * Quality plan
 * Communication plan
 * Change management plan
 * Risk management plan


 * Executing
 * Project register
 * Project baselines and baseline resets
 * Deliverable acceptance log (forms)
 * Evidence of completed deliverables


 * Monitoring and Controlling
 * Change request log (forms)
 * Risk management documents
 * Issues log
 * Status reports
 * Schedule updates to progress and costs


 * Closing
 * As-delivered project plan
 * Project signoff
 * Project closeout report
 * Project summary and results
 * Lessons learned report
 * Knowledge base

Repository of Project Archives

 * A list of (future) potential projects
 * A list of on-going projects
 * A list of completed projects
 * Project Name, Project Summary, Project Manager (name), Start and Completion Data

Collaborative Project Site

 * Wiki
 * Forum
 * Calendar
 * Issues Tracker
 * Risks Tracker