Explanation/Reference:
Explanation:
4.1.1.4 Enterprise Environmental Factors
Described in Section 2.1.5. The enterprise environmental factors that can influence the Develop Project Charter process include, but are not limited to:
Governmental standards, industry standards, or regulations (e.g. codes of conduct, quality standards, or

worker protection standards),
Organizational culture and structure, and

Marketplace conditions.

Process: 4.1. Develop Project Charter
Definition: The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.
Key Benefit: The key benefit of this process is a well-defined project start and project boundaries, creation of a formal record of the project, and a direct way for senior management to formally accept and commit to the project.
Inputs
1. Project statement of work
2. Business case
3. Agreements
4. Enterprise environmental factors
5. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Facilitation techniques
Outputs
Project charter

Explanation/Reference:
Explanation:
CV = EV - AC
CPI = EV / AC
SV = EV - PV
SPI = EV / PV

Explanation/Reference:
Explanation:
Configuration control is focused on the specification of both the deliverables and the processes; while change control is focused on identifying, documenting, and approving or rejecting changes to the project documents, deliverables, or baselines.
Some of the configuration management activities included in the Perform Integrated Change Control process are as follows:
Configuration identification. Identification and selection of a configuration item to provide the basis for

which the product configuration is defined and verified, products and documents are labeled, changes are managed, and accountability is maintained.
Configuration status accounting. Information is recorded and reported as to when appropriate data

about the configuration item should be provided. This information includes a listing of approved configuration identification, status of proposed changes to the configuration, and the implementation status of approved changes.
Configuration verification and audit. Configuration verification and configuration audits ensure the

composition of a project's configuration items is correct and that corresponding changes are registered, assessed, approved, tracked, and correctly implemented. This ensures the functional requirements defined in the configuration documentation have been met.

Explanation/Reference:
Explanation:
4.1.2.1 Expert Judgment
Expert judgment is often used to assess the inputs used to develop the project charter. Expert judgment is applied to all technical and management details during this process. Such expertise is provided by any group or individual with specialized knowledge or training and is available from many sources, including:
Other units within the organization,

Consultants,

Stakeholders, including customers or sponsors,

Professional and technical associations,

Industry groups,

Subject matter experts (SME), and

Project management office (PMO).

4.1.3.1 Project Charter
The project charter is the document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. It documents the business needs, assumptions, constraints, the understanding of the customer's needs and high-level requirements, and the new product, service, or result that it is intended to satisfy, such as:
Project purpose or justification,

Measurable project objectives and related success criteria,

High-level requirements,

Assumptions and constraints,

High-level project description and boundaries,

High-level risks,

Summary milestone schedule,

Summary budget,

Stakeholder list,

Project approval requirements (i.e., what constitutes project success, who decides the project is

successful, and who signs off on the project),
Assigned project manager, responsibility, and authority level, and

Name and authority of the sponsor or other person(s) authorizing the project charter.

Process: 4.1. Develop Project Charter
Definition: The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.
Key Benefit: The key benefit of this process is a well-defined project start and project boundaries, creation of a formal record of the project, and a direct way for senior management to formally accept and commit to the project.
Inputs
1. Project statement of work
2. Business case
3. Agreements
4. Enterprise environmental factors
5. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Facilitation techniques
Outputs
1. Project charter