Preparing a business case means thinking about the value of the project to busin

ess. A business case document says why its worth it to spend money on the project
.
Whenever word Client appears in question, you should assume that the question is a
sking you about a consulting situation, where the sponsor, customer and client a
re all the same person.
The sponsor of a project is responsible for creating the project charter.
The sponsor of a project pays for the project. The PM manages the project.
The project management plan is the core of Integration Management. Its your main
tool for running a project.
There are three baselines in the project management plan. The scope baseline is
a snapshot of the scope, which helps you keep track of changes to the work that
you will be doing and the planned deliverables you will be building. The schedul
e baseline does the same for the project schedule and the cost performance basel
ine does the same for the budget.
You create work performance information by measuring how well the processes from
each knowledge area are being performed.
The Direct and Manage Execution Process is where you and your team actually do t
he project work to produce the deliverables.
Change control is how you deal with changes to your project management plan.
A change control system is the set of procedures that let you make those changes
in an organized way.
The documented scope, schedule and cost baselines in the Project Management Plan
are called the Performance Measurement Baseline.
Project Manager always has authority to make changes to project if they dont affe
ct cost, schedule or scope.
The deliverables get accepted in the Verify Scope process.
Even if project ends early, PM needs to follow Close Project or Phase process.
Product scope means the features and functions of the product or service that yo
u and your team are building.
Project scope is all the work that needs to be done to make the product.
Scope creep means uncontrolled changes that cause the team to do extra work.
For exam, you need to understand both product and project scope.
The scope management plan describes how you write down the scope, make sure its r
ight, and keep it up to date.
Gathering requirements is all about sitting down with all of the stakeholders fo
r your project and working out what their needs are, and thats what you do in Col
lect Requirements process.
Three useful tools & techniques to gather requirements are:
1. Interviews
2. Focus groups
3. Facilitated Workshops