The IT Project+ examination is designed for information technology (IT) and business professionals involved with IT projects and business projects with a technology component. The examination is designed for candidates possessing at least 12 months of cumulative experience in leading, managing, and directing small- to medium-scale IT projects. IT Project+ examines the business, interpersonal, and technical project management skills required to successfully manage IT projects and business initiatives with a technology component.
The skills and knowledge measured by this examination are derived from an industry-wide job task analysis and validated through an industry-wide survey. The results of this survey were used in weighing the domains and ensuring that the weighting is representative of the relative importance of the content. The exam is in a conventional linear format. There are 80 questions on the exam and candidates have 90 minutes to complete them. The exam is available in English only.
The objectives in this appendix are current at the time of this publication, but you should always refer to the Computer Technology Industry Association web site at www.comptia.org to obtain the most current version of the exam objectives as they are subject to change. The following table lists the domains measured by this examination and the extent to which they are represented.
Domain | Percent of Examination |
---|---|
1.0 IT Project Initiation and Scope Definition | 20 percent |
2.0 IT Project Planning | 30 percent |
3.0 IT Project Execution, Control, and Coordination | 43 percent |
4.0 IT Project Closure, Acceptance, and Support | 7 percent |
The candidate selects the option(s) that best completes the statement or answers the question from four or more response options. Distracters, or wrong answers, are response options that a candidate with incomplete knowledge or skills is likely to choose given these choices are generally plausible responses for the content area. Test item formats used in this examination are
Multiple choice The candidate selects one option that best answers the question or completes a statement.
Multiple response The candidate selects more than one option that best answers the question or completes a statement.
Drag and drop items The candidate drags a graphic or text to the correct destination.
This domain requires that the candidate possess the knowledge to:
Identify stakeholder objectives for an IT project and prepare a high-level scope statement that correctly defines the work required to achieve those objectives
Define high-level business and technical requirements, outcomes , criteria for success, and stakeholders low-level needs and expectations, including boundaries for project budget, duration, and risk
Identify the project roles of stakeholders including the project manager, project sponsor, and project team members
Secure stakeholder/client consensus and obtain approval of the project charter and preliminary scope documents
1.1. Given a vague or poorly worded customer request or business need, determine the appropriate course of action in order to 1) understand a business case scenario and create a project proposal, 2) understand or analyze a Request for Proposal (RFP) and create a project proposal:
Generate and refine a preliminary project concept definition or statement of work
Informally determine the business need and feasibility of the project
Identify project sponsors who will help obtain resources
Understand the concept of cost-benefit analysis to justify the project
Obtain formal approval from the project sponsor
Confirm management support
1.2. Given the set of criteria that outlines an enterprise s minimal requirements for a project charter, together with stakeholder input, synthesize a project charter, including:
Project title and description
Project manager
Key roles and responsibilities
Project objectives and success criteria
High-level cost benefit analysis
Business case/mission
Product/ deliverable description, performance criteria, and enhancement opportunities
High-level risk assessment
Consensus building
1.3. Identify strategies for building consensus among project stakeholders. Select an appropriate course of action involving negotiation or interviewing strategies, meetings, memos, etc.
1.4. Recognize and explain the need to obtain formal approval (sign-off) by the project sponsor(s) and confirm other relevant management support to consume organization resources as the project charter is refined and expanded.
1.5. Given a scope definition scenario, demonstrate awareness of the need to secure written confirmation of customer expectations in the following areas:
The background of the project (for example, a problem/opportunity statement, strategic alignment with organizational goals and other initiatives, why the project is being initiated at this time, etc.)
The deliverable from the project (that is, what the product will look like, be able to do, who will use it, etc.)
The strategy for creating the deliverable
Targeted completion date and rationale behind that date
Budget dollars available and basis upon which that budget was determined
Areas of risks which the project client is or is not willing to accept
The priority of this project as it relates to all the other projects being done within the organization
The sponsor of the project (that is, who will provide direction and decisions)
Any predetermined tools or resources
Assumptions that resources will be available as needed.
1.6. Given a project initiation document (a project charter or contract), including a confirmed high-level scope definition and project justification, demonstrate the ability to identify and define the following elements:
The stakeholders, including the primary project client, the ultimate end users, and any other impacted parties (internal or external to the organization), their roles and special needs
An all-inclusive set of requirements presented in specific, definitive terms which include:
Differentiation of mandatory versus optional requirements
Success criteria upon which the deliverable will be measured
Completion criteria (for example, what needs to be delivered, such as a fully tested system or a system that s been live for three months)
Requirements that are excluded from the project
Targeted completion date, including:
Relative to a specified start date,
Expressed as a specific date (that is, mm/dd/yy), a range of dates, or a specific quarter and year (3rd quarter 2004)
The consequences if that date is not met
A milestone chart including any phase reviews, if appropriate
Anticipated budget, including any or all of the following:
Plus or minus tolerance
Contingency funds and/or any management reserves , if negotiated
The consequences if that budget is not met
Which of the above three criteria ”for example, technical performance (quality), completion date (schedule), or anticipated budget ”is the highest priority to the project client
All assumptions made relative to A through E
1.7. Given a project initiation document (a project charter or contract), including the client s highest priority between quality, time, and budget, estimate any or all of the following:
The potential impact of satisfying the client s highest priority at the expense of the other two
The impact of the project on business operations
Worse-case scenario targeted completion date, budget, and quality level
Your confidence level in the projected completion date, budget and prospects for a high-quality deliverable
1.8. Given a project charter or contract including a statement of work (SOW), recognize and explain the need to investigate specific industry regulations requirements and contractual /legal considerations for their impact on the project scope definition and project plan.
1.9. Given a proposed scope definition and based on the scope components , assess the feasibility of the project and the viability of a given project component against a predetermined list of constraints, including:
A clearly defined project end date
A clearly defined set of monetary resources or allocations
A clearly defined set of product requirements, based on a thorough decomposition of the system s hardware and software components
Clearly defined completion criteria
Clearly defined priorities
The relative priority of cost, schedule, and scope
Project ownership
Mandated tools, personnel, and other resources
The requirement that scope will change only per change control
Vendor terms and conditions
Company terms and conditions
A best practices life cycle for this type of project
Required reviews of deliverables by stakeholders and approvals by sponsors
RFP procedures, selection criteria, evaluation criteria, and standards
1.10. Recognize and explain the need to obtain formal approval (sign-off) by the project sponsor(s) and confirm other relevant management support to consume organizational resources as the project scope statement is being developed.
1.11. Given an incomplete project scope definition, complete or rewrite the definition to 1) reflect all necessary scope components or 2) explicitly state what is included in the project and what is not included. Necessary components include:
Project size
Project cost
Projected schedule and window of opportunity
Stakeholders, their roles, and their authorities
The project manager s role and authority
Completion criteria
Methodologies to be followed
The scope change control process
Mandated tools, personnel, and other resources
Industry or government regulations that apply
1.12. Identify the following as possible elements of a final project scope definition and the circumstances in which they would be appropriate:
A requirements change control process, including how to request a change, how to analyze the impact of the change, and how to obtain approval for the additional funds and/or time to implement the change
1.13. Recognize and explain the need to build management buy-in and approval into the structure of the project, and describe strategies for doing so, including:
Involving management in up-front definitions of project concept and charter
Involving management in defining and approving project scope
Involving management in reviewing and approving all key project deliverables as they evolve
Providing a role for management as a spokesperson-advocate for the project, for team member participation, and for the deliverables
1.14. Recognize the need to obtain a consensus among stakeholders and to obtain buy-in from the team to proceed to the planning stage of the project given a high-level estimate of scope, schedule, budget, and resources.
1.15. Recognize the need to conduct a review meeting as the project transitions from the initiation phase to the planning phase. The review would include an assessment of the following:
Completion of the project initiation documentation
Viability of the business case
Achievement of stakeholder consensus
This domain requires the knowledge and skills to:
Define in adequate depth the project deliverable(s)/product(s) and associated requirements
Create a Work Breakdown Structure (WBS)
Identify a project strategy and life-cycle
Create a schedule
Create a list of required resources
Perform project cost estimation and create a budget
Perform risk analysis and create a risk
Create a Communications Management Plan
Create a Quality Management Plan
Organize a comprehensive, detailed project plan
Validate stakeholder expectations
Establish change control over the project plan and develop procedures for updating and/or changing the plan
Close out the planning phase
2.1. Demonstrate knowledge of the typical IT project life cycle and its application to IT projects, including:
Phases (requirements, design, build/unit test, integration test, deploy)
The reason for the phases
The common deliverables from the phases
Target phase transition dates
2.2. Given an approved project charter, high-level scope documents, and schedule/budget objectives, demonstrate the ability to create a project management plan that illustrates the following:
Understanding of the roles of stakeholders, what reporting information each needs, and when it is needed
Understanding the risks incurred by not including key participants during the planning process
Knowledge of how to establish a project tracking mechanism
Awareness that a training plan may be necessary
Awareness that a procurement plan may be necessary
2.3. Demonstrate an understanding of the following estimating concepts, techniques, and issues, including:
The concept of bottom-up cost estimates, their purpose, and the conditions under which they are necessary
Standard estimating techniques that can be used to solicit initial financial budget inputs based on mutual agreeable high-level requirements
2.4. Given a team-building scenario, including a scope definition and WBS, identify selection criteria for particular team members. Demonstrate the ability to ask interview questions that will assist the team selection process. Assume project organization includes:
Business
Leadership
Administration
Technical
Stakeholders
2.5. Identify methods for resolving disagreements among team members when evaluating the suitability of deliverables at each point in their evolution.
2.6. Given a project description/overview and a list of the project business and technical requirements, do the following:
Decide if the project is defined well enough to achieve a measurable outcome and metrics for success
Determine if the requirements include the necessary range of inputs (assumptions, expectations, technical issues, industry issues, etc.) in order to validate the input given and gaps related to scope
Distinguish any input provided which does not relate to the project at hand in order to achieve greater focus
Recognize whether the list of requirements is complete, accurate, and valid enough to move on to the planning step
Give a situation where the project outcomes are not possible to verify
Recognize the role poorly detailed requirements, assumptions, and expectations play
Identify the high-level value of the project to the sponsor and end users
Describe the role of project value and its importance to individual and team effectiveness
2.7. Describe the goals of a useful project requirements review with the client (for example, verify a mutual understanding of client s product delivery, product performance, and budget requirements, etc.) and describe when it is important to have such reviews.
2.8. Given the client s approved project requirements and the input of stakeholders, decompose these requirements into business and functional requirements while maintaining traceability within strict configuration control.
2.9. Given a project planning scenario, demonstrate an understanding of and the ability to develop a phase-oriented WBS with high detail for an early phase and with low detail for later phases by:
Identifying elements (phases) likely to require iterative planning
Explicitly deciding to provide for iteration in the project plan (for example, scope approval, plan approval, project design, final deliverable turnover , etc.)
2.10. Given a scenario involving tasks , resources (fixed or variable), and dependencies for a multiphase IT project, demonstrate knowledge of the standards for creating a workable WBS by:
Recognizing and explaining the need to creatively visualize all deliverables (interim and finished)
Decomposing the system into all potential hardware and software components thoroughly
2.11. Recognize and explain the need to obtain:
Consensus among all stakeholders regarding project deliverables and other elements of the WBS
Formal approval (sign-off) of project sponsor(s) regarding project deliverables and other elements of the WBS.
2.12. Given a project scenario with many phases and activities, set realistic, measurable milestones, and demonstrate an understanding that measurable targets are required to determine if the project is proceeding on time and within budget.
2.13. Given a set of specific milestones and their descriptions, specify entry and exit criteria for each.
2.14. Demonstrate the ability to create an activity cost estimate given:
An activity scope of work
Required resources
Level of effort
Resource availability
Resource rate
2.15. Demonstrate the ability to create an activity time estimate (in units of time) given:
An activity scope of work
Required resources
Level of effort
Resource availability
2.16. Recognize and explain the difference between a project cost estimate, effort estimate, and time estimate.
2.17. Identify and list the components needed to generate a workable project schedule. Demonstrate the ability to create appropriate project schedules, which meet the approved project start and finish dates, given the following information:
A detailed list of project deliverables (both interim and finished)
A detailed estimate of project tasks
A list of activities and phases
A detailed estimate of the time and resources required to complete all project tasks
Information about the preferences of the project team regarding schedule formats
2.18. Given a scenario with necessary project documents, and given enterprise holiday and individual resource calendars, demonstrate the ability to develop a project schedule by doing the following:
Define and sequence project tasks, activities, and phases that are needed to bring about the completion of a given interim or finished project deliverables
Estimate durations for project tasks, activities, and phases
Estimate work effort for project tasks and assignments
Specify resources required for the completion of each phase
Identify the project critical path
2.19. Demonstrate the ability to identify project team organization roles and responsibilities required for the execution of the project, including:
The role of the customer (sponsor) of the project as it relates to the project manager s role
The major skills required in the project team
The type of team structure; for example, part-time matrix, full-time matrix
Confirm the role of the project manager, including any or all of the following:
Responsibilities, accountability
Authority: formal and informal
Percentage of time available to this project
Performance appraisal process relative to this project
2.20. Demonstrate the ability to assign resources to the schedule by:
Creating a list of resources needed and their availabilities
Assigning responsibilities to tasks
2.21. Given a project scope, timeline, cost, project team, and dependencies, demonstrate the ability to:
Create and manage a high-level (top-down) budget based on assumptions/estimates
Identify and budget the level, cost, and duration of resources and dependencies (internal and external)
Create and manage a detailed bottom-up budget containing actual/ scheduled expenses
Identify, implement, and budget all project trade-offs while understanding their implications and impact
Install and maintain systems for tracking budgetary expenses against the plan based on the existing enterprise systems
Align the budget with the spending plan of the organization
2.22. Demonstrate an understanding of the components of a project quality management plan (for example, measured quality checkpoints, assignments for architectural control, systems test, and unit tests, user sign-off, etc.)
2.23. Demonstrate the skills to develop a quality plan that assures:
Awareness of the need to develop a test plan and defect tracking procedure that ensure appropriate testing steps, defect resolution, and documentation steps occur during the project life cycle.
A configuration management exists that ensures:
Phase deliverables are reviewed and inspected for completion, defects are removed, and issues are resolved prior to acceptance
Documented sufficiency criteria exist for the exiting of each phase
A change control process exists for all technical environments
A requirements management process exists
Formal customer acceptance and sign-off is obtained at appropriate points
2.24. Demonstrate the ability to perform risk assessment and mitigation by doing the following (given a scenario including the appropriate project documentation):
Identify and prioritize the most important risks that will impact the project
Evaluate the severity of the risks to successful completion of the project
Identify risks contained on a project s critical path and identify procedures to reduce potential impacts on schedule
2.25. Demonstrate the ability to create a project communication plan that clearly indicates what needs to be communicated during a project, to whom, when, and how (using formal, informal approaches).
2.26. Identify the components/documents of an adequate project plan and explain the function of each. Components include:
Table of contents
Overview/executive summary
Sponsors
Team members
Requirements
Scheduled tasks (WBS)
Expected resources
Environmental issues
Business and technical requirements
Implementation plans
Support plans
Training plans
Document (plan) location and revision control
2.27. Identify the steps involved in organizing a comprehensive project plan and using it to close out the planning phase of a project, including:
Assembling all project planning elements (estimates of deliverables, time, costs, etc.)
Creating an outline or table of contents for the comprehensive project plan
Reviewing the outline of the comprehensive project plan with sponsor and key stakeholders, obtaining feedback and concurrence, and revising as needed
Writing the comprehensive project plan by integrating all planning elements according to the outline and creating a full document with transitions, introductions , graphics, exhibits, appendices, etc., as appropriate
Circulating the comprehensive project plan to all stakeholders
Obtaining top management support of the comprehensive project plan by making certain it reflects their concerns and that they have had an opportunity to provide input
Conducting a formal review of the comprehensive project plan in which stakeholders have an opportunity to provide feedback
Adjusting the comprehensive project plan based on stakeholder feedback
Obtaining formal approval (sign-off) of the comprehensive project plan by sponsor(s)
2.28. Demonstrate knowledge of how to set performance baselines for:
Project scope and deliverable performance requirements
Schedule
Budget
Resources
2.29. Demonstrate knowledge of the need to create change management procedures for the project plan.
2.30 Be able to identify project performance indicators that will be used to monitor and control performance during execution.
2.31. Be able to secure staffing commitments and resolve staffing issues.
2.32. Recognize the need to conduct a review meeting as the project transitions from the planning phase to the execution and coordination phases. The review includes an assessment of the following:
Completion of the project planning documentation
Resolution of all planning issues
Continued viability of the business case
Alignment of stakeholder expectations with the plan
This domain requires the candidate to demonstrate knowledge and skills in:
Project monitoring, tracking, and performance reporting
Interpreting project performance indicators and identifying variances from plan
Taking corrective action
Updating the plan and replanning by project phase
Issue tracking and issue resolution
Risk tracking and risk removal/mitigation
Change control
Quality management
Team management, coordination, and communications
Resource management
3.1 Identify the following as tasks that should be accomplished on a weekly basis in the course of tracking an up and running project.
Explain the rationale for performing these tasks and explain how to adapt these tasks to different situations:
Check the project s scope status to determine in scope versus out of scope status of project elements.
Check the evolution and status of project deliverables.
Check the project schedule.
Analyze variances (deviations from plan) by comparing estimated to actual resource time expenditures, dollar expenditures, milestones, and elapsed duration of activities.
Handle scope changes, if needed.
List, track, and try to resolve open issues.
Report project status.
Look for opportunities to, and push for, close out of activities and sign-off of deliverables.
Decide whether it is appropriate to continue the project. Discontinue the project if appropriate.
3.2 Given a scenario with a set of project performance indicators, demonstrate the ability to recognize when performance problems are occurring on the project and determine if/when corrective action/recovery needs to occur.
3.3 Given a scenario with updates/changes made to the project plan, demonstrate the need to check for impact on:
The project critical path/schedule/WBS
Project performance indicators
Resource availability
Budget
Risks
Project objectives
3.4 Given a scenario involving a project with a schedule delay, choose an appropriate course of action.
3.5 Given an approved project and a status report scenario containing a significant variance from plan (for example, excessive overtime, purchased items more expensive than a anticipated, etc.), do the following:
Clearly identify the reason for the variance
Determine the impact on the schedule and budget and the effect on stakeholders
Determine if scope creep is occurring
Identify options for corrective action
Identify options for absorbing part or all of the increase in the overall budget (if any)
Identify stakeholders who must be notified or must give approval to a change of schedule or budget and develop a plan for advising them of the change, the rationale for the change, and the consequences if not approved
3.6 Given a scenario in which a vendor requests a two-week delay in delivering its product, explain how to do the following:
Negotiate a lesser delay by identifying things the vendor might do to improve its schedule
Clearly identify the impact of the negotiated delivery on the project scope and critical path
Present this impact to the appropriate stakeholders
3.7 Given a scenario in which there is a disagreement between a vendor and your project team, identify methods for resolving the problem.
3.8 Identify issues to consider when trying to rebuild active project support from a wavering executive (for example, the need to identify the source of doubts , interpersonal communications skills that might be employed, the need to act without creating negative impact, the need to identify and utilize various allies and influences, etc.). Given a scenario involving a wavering executive, choose an appropriate course of action.
3.9 Identify issues to consider when trying to obtain approval of a changed project plan that is still within expected budget, but has a schedule that extends outside of the original baseline end date.
3.10 Define and explain Estimate to Complete (ETC), Estimate at Complete (EAC), and Budget at Completion (BAC).
3.11 Demonstrate the ability to track the financial performance of a project given the financial management baseline and data on the actual performance of the project. Demonstrate:
The need to identify and understand proposed changes from plan
The need to be able to justify and sell the changes
The need for alternative courses of action if the plan isn t accepted, etc.
3.12 Given an approved project plan and a specific scope deviation (for example, design, schedule, or cost change, etc.), demonstrate your ability to:
Identify the cause(s)
Prepare a status report for the user identifying problems and corrective action
Determine the impact of the deviation on the scope of the project
Quantify the deviation in terms of time, cost, and resources
Distinguish between variances that will affect the budget and duration and those that will not
Determine and quantify at least one possible alternative solution that has less impact but requires some scope compromise
Distinguish between those variances that should be elevated to the sponsor and those that should be handled by the project manager and team
Develop a plan to gain stakeholder approval
Use a change order
3.13 Identify and justify the following as conditions for initiating a change control process:
Resource changes
Schedule changes
Cost changes
Requirements changes (or changes in expectations)
Infrastructure changes
As a response to scope creep
3.14 Given scenarios involving requests for changes from sponsors, team members, or third parties, recognize and explain how to prevent scope creep.
3.15 Recognize and explain the importance of communicating significant proposed changes in project scope, and their impacts, to management, and getting management review and formal approval.
3.16 Identify and explain strategies and requirements for maintaining qualified deliverables given a large project with many team members at multiple locations (for example, communication standards work standards, etc.).
3.17 Recognize and explain the importance of testing in situations where tasks are being performed by both project team members and third parties.
3.18 Identify and explain strategies and requirements for assuring quality during the turnover phase (for example, user docs, user training, helpdesk training, support structure, etc.).
3.19 Identify and explain strategies and requirements for assuring quality of deliverables and meeting sufficiency standards during each phase.
3.20 Recognize the need for controlling changes on the configuration of the project deliverable and explain its importance.
3.21 Recognize the relevance of the organization s Quality Policy to project quality.
3.22 Identify effective strategies for providing timely performance feedback to team members.
3.23 Demonstrate an understanding of how to effectively manage disgruntled team members so that team performance is not adversely affected.
3.24 Demonstrate an understanding of how to recognize individual team member performance issues and to identify effective strategies for corrective action.
3.25 Given an initial high-level scope, budget, and resource allocation, demonstrate an understanding of the need to investigate the aspects of the project that could be modified to improve outcomes (that is, find out what is negotiable, prepare to negotiate). Provide evidence of the following competencies:
The ability to recognize that individual project team member s needs must be addressed to the extent that project activities can be modified without significant impact on final scope, budget, quality, or schedule
The ability to evaluate alternatives to a scope change request that stakeholders may find acceptable
The ability to recognize which aspects (schedule, budget, quality) of the project are most important to the stakeholders and be able to propose trade-offs during the project that can be made to meet or exceed those aspects
The ability to identify all of the individuals and groups with which you will need to negotiate during the life of the project (sponsors, vendors , users, internal and external service organizations, other project teams , project team members, finance/accounting, etc.)
3.26 Given a project scenario, demonstrate the ability to resolve a resource availability (staffing) issue requiring escalation to the project sponsor and senior level stakeholders.
3.27 Given a project scenario during the implementation phases, demonstrate the understanding of the need to organize and effectively run meetings.
3.28 Given a project team meeting scenario in which a decision must be made with imperfect information, demonstrate the knowledge of problem solving techniques to help the team through a decision making process.
3.29 Given a project team meeting scenario, demonstrate an awareness of the need to provide direction and clarify work instructions to team members.
3.30 Given a project team meeting scenario where the project is behind plan, demonstrate an awareness of the need to:
Identify an accountable team member
Clarify the root cause of the problem causing the delay
Develop a strategy for corrective action
Implement the corrective action strategy
Follow up to check on results
3.31 Given a project scenario where intra-team communication is inadequate, demonstrate the ability to improve communication to an appropriate level.
3.32 Given a project team meeting scenario, demonstrate the knowledge to review an issue log with team members and secure closure of issues.
3.33 Demonstrate the ability to prioritize issues by severity and impact on quality.
3.34 Demonstrate an understanding of how to determine if/when planned risks have materialized and how to implement planned risk mitigation and removal strategies.
3.35 Demonstrate the ability to prioritize risks by severity and impact on quality.
3.36 Demonstrate the ability to remove/mitigate a project risk.
3.37 Demonstrate an understanding of how to report to the project sponsor that a project is in jeopardy and how to report corrective action strategies that are underway.
3.38 Demonstrate an understanding of how to determine when a project should be prematurely terminated .
3.39 Recognize potential organizational and political barriers inhibiting an effective working relationship between the IT organization and the client / business organization.
3.40 Demonstrate an understanding of methods to develop and maintain an effective working relationship during projects between the IT organization and the client/business organization.
Frequent communications
Team building
Managing by fact
Issue management and problem solving
Timely decision making
Importance of written communication
Gaining consensus
Managing expectations
4.1 Recognize and explain the value of conducting a comprehensive review process that identifies the lessons learned and evaluates the planning, organizing, directing, controlling, execution, and budget phases of the project, identifying both the positive and negative aspects in a written report.
4.2 Recognize the need to plan to transfer the project deliverable to support and maintenance and to budget for these resources, including help desk.
4.3 Recognize the need for acceptance testing (user acceptance testing, factory acceptance testing, site acceptance testing) of the project deliverable.
4.4 Recognize the need to obtain formal customer sign-off on the project deliverable and hand-off to the customer.
Close out meeting with customer/sign-off on statement of work
Begin support/maintenance
Change control to additional scope
Formally turn over deliverable to the customer
4.5 Recognize the need to complete project documentation, secure approvals, and archive/store documentation appropriately.
4.6 Recognize the need to close out contracts and sign-off for vendors.