The (B.5) Project Manager’s day-to-day activity is the conduct of Reviewing Stage Status (CS5). Handing out of new work at CS1 and amending instructions for current work at Taking Corrective Action (CS7) happens as a result of considering project status at CS5.
Reporting of status upward from the (B.5) Project Manager to the (B.1) Project Board is carried out in Reporting Highlights (CS6). CS6 produces the product oriented summary status report, the (A.14) Highlight Report.
When tasks to create products and sub-products as described in a (A.36) Work Package and (A.22) Product Descriptions are completed then MP3 hands the products over to the receiver, before informing the (B.9) Configuration Librarian and then, via CS9 to CS2 and the project manager at CS5. The (B.5) Project Manager hands out a new work package at CS1 and the cycle repeats.
If information at CS2 or anywhere else identifies a problem within tolerance to a product that is not yet baselined then corrections to existing work packages or new work packages to correct the project are issued by CS7 via CS1 to Accepting a Work-Package (MP1) .
If the product has been
baselined or if the correction would exceed the (B.5) Project Manager’s
tolerances then the change control component and technique must be used via
Capturing Project Issues (CS3) and Examining Project Issues (CS4).
Day-to-day the project manager and team members or team managers routinely run the most frequent cycle of delegate work, execute & report on work, complete work and advise completion. The cycle repeats many times, often with work-packages running in parallel in the stage.
If the project contains more than the minimum two stages then routinely, but much less frequently the project manager (and teams) plan a new stage (that is they perform SB’s sub-processes). At this less frequent level the project manager reports stage end to the project board and requests the project board’s permission (at DP3) to start the next stage.
Eventually all work for all stages is completed. Then the project manager and team close the project down using CP instead of prepare for a new stage using SB. Then seek permission from the project board at DP5 to close the project down based on the information produced in CP.