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Tìm hiểu về OPA Updates trong đề thi PMP

 

OPA (Organizational Process Assets) là một trong những input và output phổ biến trong các quy trình quản lý dự án mà PMI đưa ra. Nhưng vấn đề là mỗi quy trình lại có những OPA (Organizational Process Assets) bên trong khác nhau. Ở bài này HocPMP.Com note lại chi tiết từng OPA (Organizational Process Assets) Updates ở Output trong các quy trình có mặt.

 

OPA Updates có mặt ở 14 quy trình

  1. Close project or phase
  2. Control scope
  3. Control schedule
  4. Control costs
  5. Perform quality assurance
  6. Control quality
  7. Manage project team
  8. Manage communications
  9. Control communications
  10. Control risks
  11. Control procurements
  12. Close procurements
  13. Manage stakeholder engagement
  14. Control stakeholder engagement

 

4.6 Quy trình Close project or phase

The organizational process assets that are updated as a result of the Close Project or Phase process include, but are not limited to:

Project files—Documentation resulting from the project’s activities, for example, project management plan; scope, cost, schedule, and project calendars; risk registers and other registers; change management documentation; planned risk response actions; and risk impact.

Project or phase closure documents—Project or phase closure documents, consisting of formal documentation that indicates completion of the project or phase and the transfer of the completed project or phase deliverables to others, such as an operations group or to the next phase. During project closure, the project manager reviews prior phase documentation, customer acceptance documentation from the Validate Scope process (Section 5.4), and the contract (if applicable), to ensure that all project requirements are completed prior to finalizing the closure of the project. If the project was terminated prior to completion, the formal documentation indicates why the project was terminated and formalizes the procedures for the transfer of the finished and unfinished deliverables of the cancelled project to others.

Historical information—Historical information and lessons learned information are transferred to the lessons learned knowledge base for use by future projects or phases. This can include information on issues and risks as well as techniques that worked well that can be applied to future projects.

 

5.6 Control Scope

The organizational process assets that can influence the Control Scope process include, but are not limited to:

Existing formal and informal scope, control-related policies, procedures, guidelines; and Monitoring and reporting methods and templates to be used.

 

6.7 Control Schedule

Organizational process assets that may be updated include, but are not limited to:

  • Causes of variances,
  • Corrective action chosen and the reasons, and
  • Other types of lessons learned from project schedule control.

 

7.4 Control Costs

Organizational process assets that may be updated include, but are not limited to:

  • Causes of variances,
  • Corrective action chosen and the reasons,
  • Financial databases, and
  • Other types of lessons learned from project cost control.

 

8.2 Perform Quality Assurance

Elements of the organizational process assets that may be updated include, but are not limited to, the organization’s quality standards and the quality management system.

 

8.3 Control Quality

Elements of the organizational process assets that may be updated include, but are not limited to:

  • Completed checklists. When checklists are used, the completed checklists become part of the project documents and organizational process assets (Section 4.1.1.5).
  • Lessons learned documentation. The causes of variances, the reasoning behind the corrective action chosen, and other types of lessons learned from control quality are documented so they become part of the historical database for both the project and the performing organization.

 

9.4 Manage Project Team

Organizational process assets that may require updates as a result of the Manage Project Team process include, but are not limited to:

  • Historical information and lessons learned documentation
  • Templates
  • Organizational standard processes.

 

10.2 Manage Communications

The organizational process assets, which may be updated include, but are not limited to:

  • Stakeholder notifications: Information maybe provided to stakeholders about resolved issues, approved changes, and general project status.
  • Project reports. Formal and informal project reports describe project status and include lessons learned, issue logs, project closure reports, and outputs from other Knowledge Areas (Sections 4-13).
  • Project presentations. The project team provides information formally or informally to any or all of the project stakeholders. The information and presentation method should be relevant to the needs of the audience.
  • Project records. Project records may include correspondence, memos, meeting minutes, and other documents describing the project. This information should, to the extent possible and appropriate, be maintained in an organized manner. Project team members can also maintain records in a project notebook or register, which could be physical or electronic.
  • Feedback from stakeholders. Information received from stakeholders concerning project operations is distributed and used to modify or improve future performance of the project.
  • Lessons learned documentation. Documentation includes the causes of issues, reasoning behind the corrective action chosen, and other types of lessons learned about communications management. Lessons learned need to be documented and distributed so that it becomes part of the historical database for both the project and the performing organization.

 

10.3 Control Communications

The organizational process assets that may be updated include, but are not limited to, report formats and lessons learned documentation. This documentation may become part of the historical database for both this project and the performing organization and may include the causes of issues, reasons behind the corrective action chosen, and other types of lessons learned during the project.

 

11.6 Control Risks

The risk management processes produce information that may be used for future projects, and should be captured in the organizational process assets. The organizational process assets that may be updated include, but are not limited to:

  • Templates for the risk management plan, including the probability and impact matrix and risk register,
  • Risk breakdown structure, and
  • Lessons learned from the project risk management activities.

These documents should be updated as needed and at project closure. Final versions of the risk register and the risk management plan templates, checklists, and risk breakdown structure are included.

 

12.3 Control Procurements

Elements of the organizational process assets that may be updated include, but are not limited to:

  • Correspondence. Contract terms and conditions often require written documentation of certain aspects of buyer/seller communications, such as the need for warnings of unsatisfactory performance and requests for contract changes or clarification. This can include the reported results of buyer audits and inspections that indicate weaknesses the seller needs to correct. In addition to specific contract requirements for documentation, a complete and accurate written record of all written and oral contract communications, as well as actions taken and decisions made, are maintained by both parties.
  • Payment schedules and requests. All payments should be made in accordance with the procurement contract terms and conditions.
  • Seller performance evaluation documentation. Seller performance evaluation documentation is prepared by the buyer. Such performance evaluations document the seller’s ability to continue to perform work on the current contract, indicate if the seller can be allowed to perform work on future projects, or rate how well the seller is performing the project work. These documents may form the basis for early termination of the seller’s contract or determine how contract penalties, fees, or incentives are administered. The results of these performance evaluations can also be included in the appropriate qualified seller lists.

 

12.4 Close Procurements

Elements of the organizational process assets that may be updated include, but are not limited to:

  • Procurement file. A complete set of indexed contract documentation, including the closed contract, is prepared for inclusion with the final project files.
  • Deliverable acceptance. Documentation of formal acceptance of seller-provided deliverables may be required to be retained by the organization. The Close Procurement process ensures this documentation requirement is satisfied. Requirements for formal deliverable acceptance and how to address nonconforming deliverables are usually defined in the agreement.
  •  Lessons learned documentation. Lessons learned, what has been experienced, and process improvement recommendations, should be developed for the project file to improve future procurements.

 

13.3 Manage Stakeholder Engagement

The organizational process assets that may be updated include, but are not limited to:

  • Stakeholder notifications. Information maybe provided to stakeholders about resolved issues, approved changes, and general project status.
  • Project reports. Formal and informal project reports describe project status and include lessons learned, issue logs, project closure reports, and outputs from other Knowledge Areas (Sections 4-12).
  • Project presentations. Information formally or informally provided by the project team to any or all project stakeholders.
  • Project records. Project records include correspondence, memos, meeting minutes, and other documents describing the project.
  • Feedback from stakeholders. Information received from stakeholders concerning project operations can be distributed and used to modify or improve future performance of the project.
  • Lessons learned documentation. Documentation includes the root cause analysis of issues faced, reasoning behind the corrective action chosen, and other types of lessons learned about stakeholder management. Lessons learned are documented and distributed, and become part of the historical database for both the project and the performing organization.

 

13.4 Control Stakeholder Engagement

The organizational process assets that may be updated include, but are not limited to:

  • Stakeholder notifications. Information maybe provided to stakeholders about resolved issues, approved changes, and general project status.
  • Project reports. Formal and informal project reports describe project status and include lessons learned, issue logs, project closure reports, and outputs from other Knowledge Areas (Sections 4-12).
  • Project presentations. Information formally or informally provided by the project team to any or all project stakeholders.
  • Project records. Project records include correspondence, memos, meeting minutes, and other documents describing the project.
  • Feedback from stakeholders. Information received from stakeholders concerning project operations can be distributed and used to modify or improve future performance of the project.
  • Lessons learned documentation. Documentation includes the root cause analysis of issues faced, reasoning behind the corrective action chosen, and other types of lessons learned about stakeholder management. Lessons learned are documented and distributed, and become part of the historical database for both the project and the performing organization.

 


 

Nhận xét:

  1. Tất cả các quy trình có Control đều có OPA (Organizational Process Assets) Updates.
  2. Quy trình duy nhất ở giai đoạn Closure dự án có OPA (Organizational Process Assets) updates đó là Close project or phaseClose procurements.
  3. Ở giai đoạn Executing có các quy trình có Manage như: Manage project team, Perform quality assurance, Manage communicationsManage stakeholder engagement

 

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