Plano de projeto

Project Plan Definition A Project Plan template is included in a separate file from this description. Purpose The Project Plan formalizes the following: • • • • • • • • • Agreement between the Executive Sponsor and Project Manager Project purpose Business and project goals and objectives Scope and expectations Roles and responsibilities Assumptions and constraints Quality Management approach Project Management approach Ground rules for the project Components Each Project Plan component is essentially a work product resulting from subtasks in the Make Plan Project Management task, but can be revised during other project management activities. It is important to document all parameters that will have an impact on the project, its planning and execution. 1 I. Introduction Purpose of the Plan State the purpose of the Project Plan. Indicate in a short statement that the Plan will provide a definition of the project, including the business goals and objectives. In addition, state that the Plan is an contract between the Project Manager, Executive Sponsor, Project Team and other management of the enterprise associated with and/or affected by the project. Background Information about the Project Describe the project history. Include information such as previous initiatives, business environment changes (may be related to competition, regulation, resource availability), and the impetus and rationale for the project. Describe, in essence, how the project came about.…

Project Manager Competency Development (PMCD) Framework Project Manager Competency Development (PMCD) Framework Project Management Institute Newtown Square, Pennsylvania USA Library of Congress Cataloging-in-Publication Data Project Management Institute. Project manager competency development (PMCD) framework p. cm. Rev. ed. of: Project manager competency development framework exposure draft. 2001. Includes bibliographical references and index. ISBN 1-880410-93-1…

SQA - Software Quality Assurance SQA Principles .SQA Planning SQA Project Metrics SQA Software and Tools SQA Analysis SQA Approaches and Methodologies SQA Planning and Requirements SQA Lifecycle Standards SQA Implementation SQA Costs and Benefits Why SQA is 2. What is Software Quality Assurance? What is Software Quality Assurance Business software is never built overnight. It takes a lot of planning consultation and testing to be able to come up with an initial version of the…

....................................................................................... 34 2.4.4 Optimizing Service Operation performance ............................................................ 35 2.4.5 Processes within Service Operation........................................................................ 35 2.4.5.1 Event Management .........................................................................................................35 2.4.5.2 Incident and Problem Management…

Oracle Primavera P6 Version 8: Project and Portfolio Management A comprehensive guide to managing projects, resources, and portfolios using Primavera P6, through version 8.2. Daniel L. Williams, PhD Elaine Britt Krazer, PMP professional expertise distilled P U B L I S H I N G BIRMINGHAM - MUMBAI Oracle Primavera P6 Version 8: Project and Portfolio Management Copyright © 2012 Packt Publishing All rights reserved. No part of this book may be reproduced, stored in a…

COBIT 3rd Edition and COBIT 4.0 . . . . . . . . . . . . . . . . . . . . . . . . . 181 Appendix VI—Approach to Research and Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 189 Appendix VII—Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 191 Your feedback on COBIT 4.0 is welcomed. Please visit www.isaca.org/cobitfeedback to submit comments. IT G…

. . . . . . . . . . . . . . 195 Your feedback on COBIT 4.1 is welcomed. Please visit www.isaca.org/cobitfeedback to submit comments. E X E C U T I V E O V E R V I E W EXECUTIVE OVERVIEW EXECUTIVE OVERVIEW For many enterprises, information and the technology that supports it represent their most valuable, but often least understood, assets. Successful enterprises recognise the benefits of information technology and use it to drive their stakeholders’ value. These enterprises also…

feedback on COBIT 4.1 is welcomed. Please visit www.isaca.org/cobitfeedback to submit comments. 4 © 2007 IT Governance Institute. All rights reserved. www.itgi.org EXECUTIVE OVERVIEW E X E C U T I V E OV E RV I E W EXECUTIVE OVERVIEW EXECUTIVE OVERVIEW For many enterprises, information and the technology that supports it represent their most valuable, but often least understood, assets. Successful enterprises recognise the benefits of information technology and use it…

feedback on COBIT 4.1 is welcomed. Please visit www.isaca.org/cobitfeedback to submit comments. 4 © 2007 IT Governance Institute. All rights reserved. www.itgi.org EXECUTIVE OVERVIEW E X E C U T I V E OV E RV I E W EXECUTIVE OVERVIEW EXECUTIVE OVERVIEW For many enterprises, information and the technology that supports it represent their most valuable, but often least understood, assets. Successful enterprises recognise the benefits of information technology and use it…

COBIT® STUDENT BOOK Provides high-quality educational material on COBIT® and its implementations that can be integrated into curricula on information systems management, information security management, auditing, information systems auditing or accounting information systems C O B I T ® i n A c a d e m i a TM IT Governance Institute 1 COBIT IT Governance Institute® The IT Governance Institute (ITGI) (www.itgi.org) was established in 1998 to advance international…