INTRODUCTION: This project control artifact helps to understand the high level communication

(b) Our Project Directors par¬ticipate directly in projects. They take lead roles in perform¬ing complex tasks and preparing deliverables. (c) We prepare frequent interim prod¬ucts, such as outlines of deliverables, punch lists, and so forth. Project Managers review these items to provide early feedback to staff members, and to help focus their efforts. (d) Major interim and final audit findings are subject to independent QA/QC reviews. These reviews are standard at EYP, and do not impede the timeliness of our work. Our internal quality control system is based on the principle that en¬suring high technical quality throughout a project also ensures com¬pliance with budgets and schedules. (e) We use systematic quality checks, including standard operating pro¬cedures and check¬lists. (f) We build peer review into projects wherever appropriate. (g) We apply high standards of editorial quality to all deliverables, to ensure that our findings and recommendations are clearly articulated. (h) We carefully manage working files, to help support QC reviews at each stage of a project.

The author of this book defines a project as simply a unique specific deliverable that meets a specific purpose. Each project has three components which affect the others: specific scope, schedule, and required resources. Specific scope is the desired results or product while the schedule establishes beginning and ending dates for the project. Required resources are the number of people, funds or other resources needed to complete the project.

This section describes why the project is needed, for instance, identifying service gaps. Moreover, the project lead provides evidence that they have the capacity to support the need, and underscores how the project supports the funders' mission. In addition, this section includes

GenRays Matrix Template Project Management Knowledge Areas|Recommended Tool(s)|Justification for Tool| Project Integration Management | Expert Judgment|-PM Plan is Formal, single document, approved (becomes officially the project plan. It defines how project is executed and controlled. Scope, schedule, and Cost, Change, and Configuration Management plans are created in this process and are part of the PM plan- Scope Management plan is developed here as well.| Project Scope Management | -Interviews -Focus Groups -Facilitated Workshops -Group Creativity Technique -Group decision making techniques -Questionnaires and Surveys -Observation(Job Shadowing) -Prototypes| Facilitated Workshops examples: JAD and Quality Function Deployment Group

track project progress to ensure it is within the agreed scope and will deliver the required outcomes and benefits;

The Project Quality Management Plan documents the necessary information required to effectively manage project quality from project planning to delivery. It defines a project’s quality policies, procedures, criteria for and areas of application, and roles, responsibilities and authorities. The Project Quality Management Plan is created during the Planning Phase of the project. Its intended audience is the project manager, project team, project sponsor and any senior leaders whose support is needed to carry out the plan. Figure below demonstrates the roles and processes involved in Quality Management Plan.

Any goals or missions that you or your department may want to accomplish or that develop as the project moves forward.

During the project initiation phase, I can work collaboratively with the project sponsor in the development of project charter and lead up to the formal authorisation of the project/ new phase. From the sponsor’s project SOW (Business need, product scope), Business case etc., I can identify measurable project objectives, high level requirements, risks, summary milestones and budget and approval authorities. The key deliverables in this phase are project charter and stakeholder lists.

Projects are monitored and controlled to identify potential problems within a timely manner in order for prompt corrective actions to be taken (Milosevic, Patanakul, & Srivannaboon, 2010). Keeping a project under constant surveillance ensures the project is on track in terms of the scope, quality, cost and schedule. Monitoring is collecting, recording and reporting information regarding all aspects of the project’s performance. Controlling uses the data supplied by monitoring to bring actual performance into approximate equivalence with planned performance (p. 33). Utilizing the project’s plans and work breakdown structure, the project manager should be able to monitor and control the project through data collection. Comparing where the project is, in regards to the schedule and cost, will give the project manager an idea of whether the project is on schedule and if it’s within the set budget. Random sampling early in the project’s production will give an indication of the quality. Monitoring and controlling early and often in a project will identify problems before they become insurmountable and require significant resources to get the project back on track. Global Infrastructure Group appears to have a fairly robust process improvement program, with tools identified to ensure monitors and controls are in place.

It is defined as all the steps that are required to be taken for project functioning; it includes all the steps required for successful completion of project.

The project plan is a major planning from the entire planning process. But, project managers all over the world struggle with this problem of information or planning need in project management. The development of any project need to be closely linked to meeting defined business objectives and adding value to the organization. The benefits of a project should be well arranged at the beginning so there is clear leads to the success of the project. Software is develop to address an urgent need. The fact that the need is urgent helps to convince the company to dedicate time and efforts to addressing it. For the project engineers, an urgent need means that their work will be appreciated and used in the foreseeable future. And for the management of the company, it means that there is a clear way in how they need to execute things.

* Justifies the requirement of project with defines and controls the project inclusions and exclusions.

Controlling the quality of the project is very important for successful completion of the project. I will adopt the following measures for ensuring the quality:

Every organization spends billions of dollars for the success of the projects, but money alone is not the factor for the projects to be successful. From conceptualization to planning and budgeting, execution and control they take so much care for completion of projects. But, still even though how big and successful the company is they still have some projects which will fail from time to time. There are various reasons why projects fail like due to management issues, Quality issues, insufficient resources, Estimation of costs and schedules and so on. One of the main important factors to care for any project to be successful is the “Quality”. In the past few decades there are thousands of projects which

Successfully initiate, plan, design, execute, control, monitor the project and act as leading agent in completing the project