4.1 | Project characteristics | 0 |
4.1.1 | General: project characteristics | 0 |
4.1.2 | Organizations: originating and project organization | 0 |
4.1.3 | Processes and phases in projects | 0 |
4.1.4 | Project management processes | 0 |
4.2 | Quality management systems | 0 |
4.2.1 | Quality management principles | 0 |
4.2.2 | Project quality management system | 0 |
4.2.3 | Quality plan for the project | 0 |
5.1 | Management commitment | 4 |
5.2 | Strategic process | 0 |
5.2.1 | Application of quality management principles through the strategic process | 0 |
5.2.2 | Customer focus | 0 |
5.2.3 | Leadership | 0 |
5.2.4 | Involvement of people | 0 |
5.2.5 | Process approach | 0 |
5.2.6 | System approach to management | 0 |
5.2.7 | Continual improvement | 0 |
5.2.8 | Factual approach to decision making | 0 |
5.2.9 | Mutually beneficial supplier relationships | 0 |
5.3 | Management reviews and progress evaluations | 4 |
5.3.1 | Management reviews | 0 |
5.3.2 | Progress evaluations | 0 |
6.1 | Resource-related processes | 0 |
6.1.1 | General: resource-related processes | 0 |
6.1.2 | Resource planning | 0 |
6.1.3 | Resource control | 0 |
6.2 | Personnel-related processes | 7 |
6.2.1 | General: personnel-related processes | 0 |
6.2.2 | Establishment of the project organizational structure | 0 |
6.2.3 | Allocation of personnel | 0 |
6.2.4 | Team development | 0 |
7.1 | Product realization: General | 5 |
7.2 | Interdependency-related processes | 0 |
7.2.1 | General: interdependency-related processes | 0 |
7.2.2 | Project initiation and project management plan development | 0 |
7.2.3 | Interaction management | 0 |
7.2.4 | Change management | 0 |
7.2.5 | Process and project closure | 0 |
7.3 | Scope-related processes | 16 |
7.3.1 | General: scope-related processes | 0 |
7.3.2 | Concept development | 0 |
7.3.3 | Scope development and control | 0 |
7.3.4 | Definition of activities | 0 |
7.3.5 | Control of activities | 0 |
7.4 | Time-related processes | 0 |
7.4.1 | General: time-related processes | 0 |
7.4.2 | Planning of activity dependencies | 0 |
7.4.3 | Estimation of duration | 0 |
7.4.4 | Schedule development | 0 |
7.4.5 | Schedule control | 0 |
7.5 | Cost-related processes | 0 |
7.5.1 | General: cost-related processes | 0 |
7.5.2 | Cost estimation | 0 |
7.5.3 | Budgeting | 0 |
7.5.4 | Cost control | 0 |
7.6 | Communication-related processes | 28 |
7.6.1 | General: communication-related processes | 0 |
7.6.2 | Communication planning | 0 |
7.6.3 | Information management | 0 |
7.6.4 | Communication control | 0 |
7.7 | Risk-related processes | 0 |
7.7.1 | General: risk-related processes | 0 |
7.7.2 | Risk identification | 0 |
7.7.3 | Risk assessment | 0 |
7.7.4 | Risk treatment | 0 |
7.7.5 | Risk control | 0 |
7.8 | Purchasing-related processes | 2 |
7.8.1 | General: purchasing-related processes | 0 |
7.8.2 | Purchasing planning and control | 0 |
7.8.3 | Documentation of purchasing requirements | 0 |
7.8.4 | Supplier evaluation | 0 |
7.8.5 | Contracting | 0 |
7.8.6 | Contract control | 0 |
8.1 | Improvement-related processes | 8 |
8.2 | Measurement and analysis | 1 |
8.3 | Continual improvement | 34 |
8.3.1 | Continual improvement by the originating organization | 0 |
8.3.2 | Continual improvement by the project organization | 0 |