It's late March and after a week's break, we're only through the third of six PM classes. Still lots to learn. Each class both adds to my knowledge and helps me visualize how to apply PM practices to different past and present business situations. Today I'll continue to work through the Project Integration Management section of the Project Management Body of Knowledge, the PMBOK® Guide. But let me take a lesson from the Guide and from class, and well, from the practical art of working, and reveal that only certain aspects of this next section are applicable to the Closter 5k Project. Some parts of the PMBOK® Guide are not applicable and they aren't included below even though the section of the group remains as a placeholder. This just keeps the process in perspective for me.
4.4 Monitor and Control Project Work
4.4.1 Monitor and Control Project Work: Inputs
4.2.1.2 Schedule Forecasts4.4.1.3 Cost Forecasts
4.4.1.4 Validated Changes
4.4.1.5 Work Performance Information
4.4.1.6 Enterprise Environmental Factors
4.4.1.7 Organizational Process Assets
4.4.2 Monitor and Control Project Work: Tools and Techniques
4.4.2.1 Expert judgement
4.4.2.2 Analytical Techniques
4.4.2.3 Project Management Information System
4.4.2.4 Meetings
4.4/3 Monitor and Control Project Work: Outputs
4.4.3.1 Change Requests
4.4.3.2 Work Performance Reports
4.4.3.3 Project Management Plan Updates
4.4.3.4 Project Documents Update
As always, your feedback is appreciated, so please share your thoughts about the 5KPM so far:
Stephen Miller’s LinkedIn Profile: https://www.linkedin.com/in/stephenlornemiller
5KPM Linked Group: https://www.linkedin.com/groups/8591204
5KPM Facebook Page: https://www.facebook.com/5KPM-1835352230014496/
Closter 5k Facebook: https://www.facebook.com/ClosterLaborDay5k/
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