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PART III
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The final monitoring and controlling process is to make certain those pesky project vendors are living up to the terms of the contract The buyer, typically the project manager, will review the work and deliverables the vendors provide for the project to ensure that it s up to the terms of the contract The project manager may rely on expert judgment, such as that of the project team, to measure the completeness of the vendors work Vendors like to get paid for their work, so part of this process is for the project manager and the performing organization to live up to their end of the bargain as well When a vendor submits an invoice for work performed, the project manager confirms the work is complete and then approves the invoice for payment as directed by the terms of the contract
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Sometimes, however, the work won t be performed according to terms If the vendor and the buyer disagree, this is a claim Claims administration tries to settle the differences between the two parties especially if the claim is preventing the project from moving forward The contract must have stipulations about disagreements for the claims and how the claims may be escalated through the program all the way to the court system if needed All documentation regarding the project contract, the communications between the seller and buyer, and other supporting detail goes into the records management system The contents of the record management system will be folded into the program s contribution to the organizational process assets once the program is closed
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There are just two straightforward processes for the project s closing process group, as you can see in Figure 11-5 The first process wraps up the project it s the close project process Guess what this one does While it s simple and direct, there are significant creations from the process The major component of the close project process is the administrative closure procedures Administrative closure is the formal documentation and sign-off from the stakeholders that the project is complete This process also readies the project deliverable for the program to begin using its deliverables All of the documentation of the project is archived as part of the organizational process assets created by the program This includes the formal acceptance documentation, project files, closure documentation, and any other relevant historical information The second closing process is the contract closure process This procurement activity is done throughout the project, not just at the end of the project life cycle When a project s vendor has completed their work according to the terms of the contract or when a contract is terminated, this process is invoked A procurement audit ensures that the buyer and seller both completed their obligations for the project, and the contract is closed according to terms
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Figure 11-5 There are just two closing processes
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11: Programs and Projects
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Programs are full of projects Projects are the gears for the program that will create the deliverable and benefits for the organization The project managers within the projects need to see the big picture of how their projects help the program reach its goals and how the projects are linked to one another The 44 processes discussed in this chapter make up the five process groups for every project within a program All projects begin with the initiation process group I think the most important thing from this process group is the project charter, as it authorizes the project to exist The charter names the project manager and assigns power to the project manager to manage the resources to complete the project objectives You technically don t have a project without also having a project charter The fattest process group is the planning process group This iterative process group has 21 processes and touches each of the nine knowledge areas The whole point of planning is to create a plan The point of having a plan is to communicate what the project manager s intentions are for the project Every knowledge area has at least one project plan except for quality it s special and gets two plans (the quality management plan and the process improvement plan) The executing process group is where all of the project work gets done Its seven processes consume the most project time and the most project cash Project execution is the largest process group, though quality assurance can be time-consuming as well The two tricky processes from the executing group deals with procurement Remember, requesting seller responses and selecting the sellers happens during project execution not planning Parallel with the project execution process group is the monitoring and controlling process group There are 12 processes in this group, and all of them keep checks on the project work to ensure the project is executed according to project plan When problems, issues, and risks arise in the project, it ll be the monitoring and controlling processes that ll send them back to planning Finally, your favorite process group is closing; it s my favorite too Closing has but two processes: close project and close contract Closing the project involves someone, probably the program manager, signing off on the project work, closing the project, and releasing the resources Contract closure involves ensuring that all of details of the contract have been met and closing the contract according to the contract terms
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