The Areas of Business Analysis Knowledge

enterprise analysis	The enterprise analysis knowledge area involves the environment of the organization at large. These are high-level influences. The outputs from this knowledge area are the basis for decision-making throughout planning and requirements gathering.
requirements planning and management	The outputs from the requirements planning and management knowledge area are informational. Information is exchanged between this area and the requirements gathering areas. This is when the requirements are formed and made real. As this information is refined it eventually becomes part of fully formed, clearly defined requirements.
requirements gathering areas	The requirements gathering areas consist of requirements elicitation, requirements analysis and documentation, and solution assessment and validation. The information gleaned from stakeholders is exchanged with other areas, most particularly requirements planning.
requirements communication	The requirements communication area involves the transfer and exchange of information for the purpose of reaching a common understanding between stakeholders.

QUALITY ASSURANCE PLAN

1.0    Quality Assurance Overview

         1.1    Project Scope - Describe the project. Insert the Scope Statement or provide a summary description of the overall project, its objectives, the customer, and the customer's business needs.

         1.2    Quality Assurance Manager - Identify the Quality Assurance Manager for the project. Describe whether this person's assignment will be full-time or part-time. Provide a summary of the QA Manager's responsibilities (further described in Section 6.0).

         1.3    Quality Assurance Activities - Provide an overview of the project's QA activities. Identify whether there is an overall test and acceptance process. Discuss general provisions for in-process quality management. Describe any planned project audit activities.

2.0    Project Deliverables and Quality Assurance

         2.1    Deliverable Description - Describe the project deliverables, or refer to the SOW or other documentation. If necessary, include the Contract Deliverables and Milestone Checklist of the Contract Tracking Summary. Describe major deliverable elements without excessive detail.

         2.2    Test and Acceptance Processes - Discuss the planned test and acceptance processes. Identify how those processes will verify deliverable quality. Reference the Test and Acceptance Plan, as necessary.

         2.3    Acceptance Criteria - Describe the acceptance criteria for project deliverables. Describe how to use the criteria in acceptance testing. Describe how to use those criteria to assess project quality.

         2.4    Quality Assurance Manager Activities - Describe the activities of the QA Manager as they relate to specific deliverables. What will the QA Manager do to supplement the testing and acceptance process?

3.0    Project Processes and Quality Assurance

         3.1    Project Monitoring and Control. Discuss the in-process monitoring and control processes planned for the project, and their effect on project quality. Discuss the Project Manager's process for obtaining project-related information. Describe how to control the process using that information. Specifically, discuss the ways to obtain the schedule and cost information.

         3.2    In-Process Quality Monitoring - Describe how to measure quality as a part of each work process in the project. Identify in-process measurement points, and describe who on the Project Team will be taking appropriate measurements.

         3.3    Quality Assurance Manager Activities - Describe the process-related activities of the QA Manager in addition to those of the Project Manager and Project Team. What will the QA Manager examine/assess in addition to the rest of the Project Team? Identify the QA Manager's responsibilities for assisting Project Team members with in-process evaluations.

4.0    Project Audits and Quality Reviews

Discuss the planned schedule of project audits and quality reviews. Describe how results of those events will be factored back into project planning and implementation activities. Discuss the process of lessons learned reviews. Discuss how those reviews can benefit the Project Team while the project continues.

5.0    Project Team Quality Responsibilities

Identify quality-related responsibilities of the Project Team as a whole. List specific task-related quality responsibilities, including responsibility for specific acceptance tests, project audits, and other quality-related activities.

6.0    Quality Assurance Manager Responsibilities

List the specific responsibilities and activities of the QA Manager. Discuss how the QA Manager will work with the Project Manager and other Project Team members in accomplishing those responsibilities.

Tips for Closing a Project Successfully

When you perform closing processes, keep the following tips in mind:

• Avoid rushing through the closing processes, or you may overlook important details.
• Get input from team members, stakeholders, and the project sponsor when compiling information for lessons-learned documentation.
• Implement a formalized method for documenting lessons learned.
• Give team members access to the lessons-learned documentation.
• Make sure that the accounts are closed to ensure that no more spending is charged against a closed project.
• Take one more look at the Statement of Work to make sure that all requirements have been met. Pay particular attention to objectives, deliverables, schedule, and cost.
• Create written, formal notification that the contract is complete and the product or service has been delivered satisfactorily.
• Forewarn managers about when team members will be released from a project team approximately four to six weeks before it happens.
• Watch for signs of project slowdown so team members can be assigned to other projects instead of lingering on the current project team.
• Think about establishing a warranty period for products or services to address problems as soon as they occur. Retain some team members who are dedicated to the project for these potential issues.
• Remember to thank people who have contributed to the project and its successful completion.

Mark the end of the project with some kind of celebratory event or meeting. 

Detailed Project Scope Statement Exmple - Proje Kapsam Bildirimi Örneği

Detailed Project Scope Statement

Project Objectives
To design, build, and commission the entire water supply infrastructure to supply water to 3,000 new homes in the Benburb Street housing development.
Project Boundaries
The project will be limited to providing water supplies to those houses and businesses within the new housing development at Benburb Street. Other new dwelling houses outside of this development are not included in the scope of this project. The project will not include any pipe work or fitting on the customer's side of the water meter. The project shall not include any development work at the water treatment plant.
Product Scope Description
The project will be carried out in three phases: design, construction, and commissioning. The design phase will include all activities required to specify in detail the features and characteristics of all pipe work, structures, buildings, and the plant required for the water supply infrastructure. This phase will include the site and geotechnical surveys of the proposed sites and routes and the ultimate selection of the appropriate route. It will also include the detailed specifications of all aspects of the water main itself, including fire hydrant placement and domestic hookups and meters. Detailed architectural, mechanical, and electrical designs for the pumping station and the elevated storage tank will also be created.
The construction phase will include all activities required to realize the designs created in the previous phase. It will include the acquisition of land, easements, and site permits. Construction will include the laying of 7,000 linear feet of six-inch water line, 26,800 linear feet of eight-inch water line, 3,500 linear feet of ten-inch water line, 15,300 linear feet of 12-inch water line, and the final domestic connection and meter installation. Fire hydrants will also be sited and connected. This phase will include the building and fitting out of the pumping station and will include both mechanical and electrical work necessary. Construction of the elevated storage tower will also be completed; the tower is a steel-reinforced concrete structure that will be built in stages. The overall water capacity of the tower will be 400,000 gallons.
The final phase of the project is commissioning, and this will include all activities required to provide drinking-quality water from the system to the end users. It will include activities necessary to pressure test and leak test the system. Flushing of the system will be carried out to remove any detritus left after construction, and finally, the system will be disinfected. Certification and test results will be provided upon handover of the project.
Project Requirements
The project will provide drinking water of a quality and standard that meets the National Primary Drinking Water regulations and the Safe Drinking Water Act at a supply pressure of 35 pounds per square inch and capable of supplying 1.5 gallons per minute. The project must be finished by December 31, 2005, and completed within a total budget of $15,000,000.
Project Deliverables

• detailed infrastructure design
• piping from water treatment facility at Northend to the housing development at Benburb
• regulatory permits
• restored excavations
• pumping station
• elevated storage tank
• residential and commercial metering
• fire hydrants

Product Acceptance Criteria
As a minimum, the specifications shall require acceptance testing to include pressure and leakage testing. Pressure tests shall be performed at a pressure of 50 percent above the working pressure at the test point and shall be maintained for two hours. The leakage test shall be conducted concurrently with the pressure test to check for excessive leakage. All water pipes shall be cleaned and disinfected.
Project Constraints
Several environmental constraints on the project arise due to the proposed routing of the pipe work and the site of the elevated storage tank.

Archaeology and Cultural Heritage
The area through which the pipeline is routed is rich in archaeological interests, including several Native American settlements and burial grounds. The final pipe work routing must seek to avoid these sites and thus avoid impacting them.

Ecology and Nature Conservation
The proposed elevated storage tank location is in an area of native vegetation, at an elevation above the area to be served. Given the potential for endangered species, this location presents potential environmental impacts that would not be present elsewhere. Project work will minimize the impact on the environment in this area and will comply with the Endangered Species Act where applicable.

Buried Utility Services
As the majority of the proposed pipe work routing is along the public highway, it will be necessary to avoid the buried services of other utilities, including electrical, gas, and sewerage services.

Project Assumptions

Granting of Permits
For the successful completion of the project, it is assumed that permits for site work and trenches will be granted to the project.

Availability of Materials and Plant
It is assumed that the required steel piping, construction materials, and plant and equipment for the project will be available when needed.

Availability of Labor
It is assumed that skilled construction workers will be available locally to work on the project.

Initial Project Organization
The following chart details the initial project organization.

Initial Defined Risks

The following risks have been identified that may impact the schedule, cost, or quality of the completed infrastructure:

• incomplete design
• inadequate site investigation
• uncertainty over the source and availability of materials
• appropriateness of specifications
• availability of resources--particularly construction equipment, spare parts, fuel, and labor
• uncertain productivity of resources
• weather and seasonal implications
• industrial relations problems
• inflation
• delays in payment

Schedule Milestones

Design completed	September 1, 2004
Land acquired and permits granted	January 1, 2005
Laying of water main to Benburb Street	May 1, 2005
Construction of elevated storage tank and pumping station	September 1, 2005
Laying of hookups to individual houses and fire hydrants	December 1, 2005
Disinfecting and testing	December 31, 2005

Costs Estimates

Design and Construction
Design	770,000
Surveys and geotechnical investigations	230,000
Land acquisition	250,000
Construction	11,750,000
Contingency	1,300,000
Total	14,300,000

Permits and Other Fees
Permits	28,000
Inspection	122,000
Legal and fiscal fees	350,000
Total	500,000

Administration
Administration	185,000
Financial costs	115,000
Total	300,000
Grand Total	15,100,000

Full independent accounts for the project will be maintained using the company's standard project accounting methods. All expenditure and disbursements will be coded with the project's standard code.
Approval Requirements

All requested changes to project scope will be subject to approval from the project sponsor--in other words, the Ackland city manager. Requests for change to the project schedule and costs will be subject to approval by the Project Manager. Requests for change to the specifications or design will be subject to approval by the Project Manager and the Design Manager. Requests for change to the quality of the finished work will be subject to approval by the Quality Manager and the Project Manager.

Microsoft Project 2013 Reports - Raporlama Toolları

Merhaba

Ms Project 2013'e genel bakış ile ilgili yazıma bugün raporlar ile devam etmek istiyorum. Çünkü MS Project 2013'te önceki versiyonlara kıyasla belkide en belirgin fark raporlar safyası .

Aslında farkı ilk anda Projects tabından sonra Reports sekmesine tıkladığınzda fark ediyorsunuz. Karşımıza çıkan seçenekler mevcut sürümlerde olmayan raporlar.

Ben deneme amaçlı Projeye Genel Bakışa tıkladım ekran aşağıdaki gibi :

Bu rapor görsel olarak oldukça iyi ama Microsoft dur daha fazlası da var der gibiydi. Açılan sayfada Charts'a tıkladığımda birçok farklı grafik ekleme seçeneği var. Örnek ekran aşağıdaki gibidir:

Raporlar sayfasından bakabileceğiniz diğer raporlar mesela hepimizi çok ilgilendiren Earned Value ile ilgili rapor , bu rapor sayfalarına ilerleyen yazılarımda daha derinlemesine bakacağız.

Techniques for Overcoming Demotivation

It's not uncommon for employees to suffer from periods of demotivation, especially when working as a service provider. But if demotivation lasts too long, it can compromise customer service. Part of sustaining excellent customer service is knowing how to motivate yourself and those around you. Learning to apply established motivational techniques will help to re-energize you and your team during periods of demotivation.

• Establish value.
  Each motivator must have value for you or the person you wish to motivate. So you need to observe individuals, ask value-based questions, and find out whether they're internally motivated (determination) or externally motivated (cash bonuses). This takes conversation, interaction, and observation.

Value doesn't necessarily mean high cost either. You may find that time is precious to you and, therefore, work breaks are very motivating for you. Others might value recognition or status more than time. You must also recognize that people's values shift and change as they grow. What is valuable as a motivator one month may not be six months later.

• Take control.
  The second motivational technique concerns taking control. Whether you're motivating yourself or others, you need to have an element of control over the motivators you plan to use. If you can't be in control of how, why, and when to use a motivator, then it won't work. For example, you can't try to pump others up with a particular motivator in mind, only to find that the motivator wasn't accessible to you.
• Consider low-cost motivators.
  The third motivational technique is to consider low-cost motivators. Sometimes spending a few minutes alone to organize your office can be motivating. This doesn't cost much. Don't always rely on motivators that break your piggy bank. Here are a few more motivational suggestions:

a long lunch break
a helpful book or video
a thank-you card or note
a one-hour massage
a phone call to a friend

• Reuse motivators.
  The fourth motivational technique is to reuse motivators. This technique allows you to get the most bang for your buck by rotating items, services, or memberships from employee to employee. Motivators that are reused can also be quite effective. A company might purchase a piece of art that gets awarded to a different employee every few months. Or an employee-of-the-month parking spot can be a worthwhile incentive.

To provide outstanding service to customers, everyone has to be in top form. Unfortunately, service environments can be particularly demotivating. The service atmosphere can contribute to demotivation by:

• reinforcing the belief you're always wrong, and the customer is always right
• offering no managerial support for ongoing employee training
• presenting a steady stream of difficult and angry customers.

To apply motivational techniques, you must be able to recognize when demotivation is present, be sensitive to factors that contribute to a lack of motivation, and use proven techniques for selecting motivators that will re-energize. By calling upon all of these skills, you'll be more prepared to sustain excellent service, whether you're a manager or front-line employee.

Proje Yönetim Planı Örneği - Project Management Plan Template

Project Management Plan Template

1.0 Introduction

This section of the project management plan provides an overview of the project. For example, it may contain a project summary, and a summary of the purpose, scope, and project objectives. You can tailor this section as needed to provide additional subsections in which your project may be more fully described. The following is an example of a high-level project overview:

A cosmetics company is planning to provide its field sales force with remote access to the corporate network to access sales order processing and customer relationship management information when the sales agents are on the road. When the sales agents visit retail accounts, they secure orders and estimate future demands for products. They will use remote access to enter the sales orders directly into the corporate system.

2.0 Scope

The scope section defines the purpose, scope, and objectives of the project. This usually includes a brief statement of the business needs to be satisfied by the project, a summary of the project objectives, the products to be delivered to satisfy those objectives, and the methods by which satisfaction will be determined. This section also includes a work breakdown structure (WBS), which specifies the various work activities to be performed in the project. The following is an example of the kinds of information that would be included in the scope section of a project management plan.

Objectives and deliverables

The project comprises all activities required to provide 200 sales agents with remote access to the corporate network. This will involve purchasing 200 laptops, setting up an Internet service provider account for each of the agents, installing a virtual private network (VPN) server at the company headquarters, and training the sales agents to use the new system.

Project deliverables are as follows:

• correctly configured laptops
• VPN server
• training and testing programs
• Internet connections

2.1 Scope planning and definition

The project will be carried out in five main phases:

Phase I:    Secure agreement with the Internet service provider (ISP)

Phase II:    Order/install equipment

Phase III:    Install/test software

Phase IV:    Conduct hardware/software testing

Phase V:    Conduct training

Following acquisition of an ISP service agreement and software revision, the project manager, in consultation with the web access management team, will develop a detailed project scope statement. The detailed project scope statement will contain a thorough technical specification of the web access solution architecture, server and software implementation, and training and testing procedures.

2.1.1 Project assumptions:

• The infrastructure of the company network is robust enough to support 200 remote users and the network volume this will generate.
• Users can get through network security constraints.

2.1.2 Project constraints:

• user experience with laptops
• user comfort with remote access
• limited connectivity
• capacity to place orders while off-line

2.2 Work Breakdown Structure

From the detailed project scope statement, a detailed, multi-level WBS will be created. The WBS will break down the project deliverables into work packages to a level of detail that can be controlled for cost, schedule, and quality. The initial work breakdown structure is as follows:

2.2.1 VPN server

2.2.1.1 Research

2.2.1.2 Purchase

2.2.1.3 Infrastructure updates

2.2.1.4 Select and implement VPN solutions

2.2.2 Internet connection

2.2.2.1 Resolve security issues

2.2.2.2 Identify and support multiple internet connectivity options

2.2.3 Testing

2.2.3.1 Software

2.2.3.2 Connectivity

2.2.3.3 Data transfer

2.2.4 Training

2.2.4.1 Analysis

2.2.4.2 Design

2.2.4.3 Develop

2.2.4.4 Implement

2.2.4.5 Evaluate

2.3 Scope control

Scope changes can generally be classified as external or internal. External scope changes are those scope changes that are originated by the customer or other external parties. Internal scope changes are those originated by the project team during the execution of the project. All scope changes requested will be documented on a change request form and will be investigated by the project manager or the project team for their effect on cost, schedule, and quality. When the full implications of the scope change are known, the scope change request will be approved or rejected by the project manager and the project sponsor.

2.4 Scope verification

As each major deliverable is completed, it will be approved and signed off by the project manager. Formal sign-off of deliverables will be documented on a deliverable acceptance form.

3.0 Schedule

The schedule section of the project management plan provides a summary of the schedule for the project, which serves as the schedule baseline. The level of detail is usually restricted to an itemization of the major work activities and supporting processes as, for example, those depicted by the top level of the work breakdown structure. The following is an example of the kinds of information that would be included in the scope section of a project management plan.

3.1 Projected schedule milestones:

Software revision    January 5

VPN server availability    January 20

Laptops received    February 1

Laptops configured    February 25

Order processing capability verified    March 15

Beta test results received    April 1

Training completed    May 15

4.0 Cost management

This section of the project management plan provides a summary of the project's budget, which serves as the cost performance baseline for the project. The following is an example of the kinds of information that would be included in the cost management section of a project management plan.

Detailed cost estimates will be produced using a project management software application, which will list costs for materials and labor at the level of the work package or lowest level of detail of the WBS.

Initial order-of-magnitude estimates
Laptops	$450,000
Software	$15,000
Development costs	$48,000
Training materials	$25,000
Internet accounts	$6,000
VPN servers	$25,000
Related infrastructure upgrades	$200,000
Grand total	$769,000

The detailed cost estimate will be rolled up through each level of the WBS, and costs will be tracked at all levels.

The detailed cost estimate will be used as a baseline for the project, and all project expenditures will be tracked and compared against this baseline. Earned value analysis will be used to track the cost of work performed and to estimate costs at completion.

Cost variations of greater than 10% of estimates will require formal approval by the project manager and will be handled by means of the change management system.

5.0 Quality

The quality control section of the project management plan specifies the mechanisms to be used to measure and control the quality of the work processes and the resulting work products. The following is an example of the kinds of information that would be included in the quality control section of a project management plan.

Overall project quality goals are to meet the acceptance criteria, which are defined as follows:

• As a minimum, the web access solution will require functional and operational readiness testing to ensure that the processes and procedures are in place to allow the system to be used and maintained. This includes testing physical connectivity, user access to network resources, user authentication and security issues, maintenance procedures, and user training.
• The project will be carried out in accordance with the organizations documented ISO9000 quality procedures.
• The quality manager is responsible for overall project quality and will ensure that a high level of customer satisfaction is achieved by ensuring conformance to requirements and preventing poor quality.
• A quality management plan will be drawn up that details all activities necessary to achieve project quality, including quality metrics and quality checklists.
• The quality manager will be responsible for carrying out audits, reviews, and design walk-throughs to ensure that project work meets a high standard of quality.
• All completed project work will be subject to inspection to verify that it conforms to specification and drawing details.
• The quality manager will be responsible for implementing a philosophy of continuous improvement, and all project work will follow a plan-do-check-act cycle.

6.0 Human resources

The human resources section of the project management plan specifies how human resources requirements will be met. It may also contain details of the roles and responsibilities of the people who will be needed to complete the project work. The following is an example of the kinds of information that would be included in the human resources section of a project management plan.

The project organizational structure will include the following management positions:

• technical design manager
• quality manager
• network administration manager
• purchasing and accounts manager

Managers will be responsible for identifying the resources required for each of their areas of responsibility. Roles and responsibilities will be identified, and all details will be maintained in a staffing management plan maintained by the project manager.

The individual managers together with the project manager will be responsible for selecting appropriately skilled personnel. Where possible, resources will be drawn from the organization's current staff. Where additional resources are required, the project manager and individual managers will advertise, select, and interview candidates for the relevant positions.

Existing organizational human resources procedures will be used for the selection and hiring of project staff. Project team members and personnel will be assigned responsibility for individual tasks, and resource calendars will be issued that detail what tasks are assigned and their start and finish dates.

Where necessary, appropriate training will be provided to project staff to enable them to perform the tasks assigned to them. Project staff appraisal will be carried out that will take account of the performance of project tasks in respect of quality of work, cost, and timeliness.

7.0 Communications

The communications section of the project management plan specifies the information that must be communicated to specified stakeholders, the reporting mechanisms, and the methods, tools, and techniques of communication within the project. The following is an example of the kinds of information that would be included in the communications section of a project management plan.

The project manager is responsible for ensuring timely and appropriate communication of project performance and issues to all project stakeholders.

A communication management plan will be drawn up that will detail what information will be communicated to whom and in what format.

Work performance information will be supplied to the project manager by individual managers on a weekly basis. Detailed project reports of overall project status, including progress and issues, will be circulated to the individual managers responsible for project execution. A monthly status report on project progress will be issued to the project sponsor.

The project manager will be responsible for updating this project management plan and its subsidiary plans and issuing the updated plans to the project team members.

8.0 Risks

This section of the project management plan specifies the risk management plan for identifying, analyzing, and prioritizing project risk factors. It also describes the procedures for contingency planning, and the methods to be used in tracking the various risk factors, evaluating changes in the levels of risk factors, and the responses to those changes. The following is an example of the kinds of information that would be included in the risks section of a project management plan.

The following risks have been identified, and may affect the schedule, cost, or quality of the completed infrastructure:

• infrastructure instability
• software incompatibility with legacy system
• hardware failure
• interconnectivity failure
• delays in hardware delivery

The project manager and the project team are responsible for planning and managing risk in the project. A detailed risk management plan will be prepared. Regular risk planning meetings with the project manager and team will be held to carry out documentation reviews and analyze project assumptions to detail and expand on the initial list of risks and to produce and update a risk register. Risks will be assessed for probability of occurrence and potential effect on the project and will be ranked accordingly. The project manager will be responsible for analyzing the overall effect of risk on project cost, and schedule objectives and contingency calculations will be prepared.

Risk responses will be formulated that will seek to avoid, transfer, or mitigate negative risk and to exploit, share, and enhance positive risk.

9.0 Procurement

The procurement management plan details the processes necessary to purchase or acquire required materials, products, goods, and services. It outlines how the processes, from developing procurement documentation through contract closure, will be managed. The following is an example of the kinds of information that would be included in the risks section of a project management plan.

The project manager, in collaboration with individual managers, will review the work packages and activities of the lowest level of the WBS and will arrive at make or buy decisions based on the availability of resources and project expertise.

From this analysis, a detailed project procurement plan will be produced that details the procurement requirements of the project. From the detailed procurement plan and project specifications and drawings, the purchasing and accounts manager will prepare documents for a request for quote (RFQ). The project manager and individual managers will prepare a list of qualified sellers who, in their opinion, are most capable of performing the work. RFQs will be issued to this qualified list of sellers.

A minimum of three responses or quotations must be obtained. The project manager, together with the purchasing and accounts manager, will generally select the lowest cost quotation; however, where the lowest cost seller is not selected, the reasons why it has not been selected will be formally documented.

The purchasing and accounts manager, together with the project manager, will carry out negotiations and draw up the contract with the selected seller. Work carried out under contract will be subject to the same change management system as noncontract work.

Work carried out under contract will be subject to quality inspection to verify that it meets the needs of the project.

Work carried out under contract will be assessed for performance with respect to cost and schedule. Completed contracts will be marked as completed and filed with quality and performance reports for their work.

10.0 Configuration management

This configuration management section of the project management plan specifies the processes of configuration management, configuration identification, document control, status accounting, evaluation, and release management. The following is an example of the kinds of information that would be included in the configuration management section of a project management plan.

All project work will be carried out with reference to the approved current version of project specifications, drawings, and documentation.

Master files of approved current project documentation will be maintained in the project library of the project management information system.

All documents will list their revision level along with approval initials and a history of previous changes.

All copies of previous versions or outdated documents will be removed from the project site when they are replaced with a new version.

11.0 Change control

The change control section of the project management plan documents the procedures for tracking changes, logging and analysis of change requests, and procedures for notifying concerned parties when changes are made. The following is an example of the kinds of information that would be included in the change control section of a project management plan.

All project documentation will be subject to change control.

Details of proposed changes will be filled in on a change request form along with appropriate supporting detail, including specifications and drawings.

Change requests will be submitted to the project manager for evaluation and approval. The project manager or their delegate will assess the change for its effect on project cost, quality, and schedule.

Where changes include a change to project scope or where costs exceed 10% of estimates, the change will be subject to the approval of the project sponsor. In all other cases, changes will be subject to approval by the project manager.

Formal approval will be indicated by the required signature of the change request form.

Approved change requests will be assigned to individual project team members for implementation. On completion of the change, the assigned team member will sign the change request form as completed.

Proje Nedir ?

İş Grupları
Portföy	Alt düzey portföyler, programlar, projeler ve devam eden çalışmalar bütünüdür.İş stratejik hedefleri karşılamaya yönelik merkezi ve etkili yönetimini kolaylaştırmak amacıyla gruplandırılmıştır.Portföydeki projeler ve diğer iş türlerinin doğrudan ilişkili olmayabilir.
Program	Ilgili projeler ve operasyonel çalışmalar grubu. Zaman faydası sağlamak için eşgüdümlü bir şekilde projelerinin yönetilmesi gereklidir ve iş bileşenlerini ayrı ayrı yönetmek kontrol düzeyi olarak mümkün değildir.
Proje	Belirli bir stratejik hedef veya hedeflerin karşılamsı amacıyla benzersiz bir ürün, hizmet ya da sonuç üreten geçici bir iş bütünüdür. Ayrıca, tekrarlayarak  ilerlemesi ile karakterize edilir.
Alt-proje	Daha kolay yönetimi sağlamak için oluşturulan genel bir projenin küçük parçalarıdır. Alt projeler olarak adlandırılır, ancak gerçekten bir bütünün küçük parçaları olabilir.
Operasyonel İş	Tekrarlayan süreçlerdir ve net bir şekilde tarifi, başlangıcı ve sonu yoktur bu işe. Çalışma bu tip devam eden aktiviteyi destekler ve genellikle örgütsel fonksiyonları içerisinde yönetilir. Bunun amacı işletim devam etmek ve herhangi bir proje çalışmalarını desteklemek amacıyla bir organizasyon sağlamaktır. Çalışma bu tip uygun özel hedefler değişebilir.