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"For us is very important to have the confidence of our customers,

so we are committed to achieve the objectives established

by our clients by means a consulting and services engagement

to grant the required legal security to them".



1.1 GVP-P01-PM. Performing Potential Clients Registry

We proceed to  register the potential customers by following the process GVP-P01-PM with the purpose of:

  • Send a complete and personalized information dossier containing the most important aspects to consider in the “Project Management” and benefits that our services will can offer.

  • Meet the needs of Potential Clients.

  • Obtain relevant information to understand determinants on the  feasibility of the project.

  • Get accurate information that allow us the realization of a  Management & Consulting Services Offer (MCSO) that will meet the needs and demands of our clients.

1.2 GVP-P02-PM. Performing the Management & Consulting Services Contract (MCSC)

Upon acceptance of the commercial offer by Client, we should proceed with the Management & Consulting Services Contract (MCSC) following the process GVP-P02-PM with the purpose of:

  • Give legal effect to the agreement reached between the parties, providing safety to them.

  • Establish the  scope of the project , specifying the services to be provided and their characteristics.

  • Planning the project schedule by setting milestones in the major phases and timelines of them.

  • Establish the  price of services provided and payment methods.

  • Identify stakeholders.

  • Establish a  Communication Plan and establish mechanisms to provide efficiency, security and legal validity to them.

  • Establish the  clauses that shall govern the relationship between the parties.


Scope is defined and initial financial resources are committed.

Internal and external Stakeholders

who will interact and influence

the overall outcome of the project are identified.



The initiating stage consist of those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase. The Key purpose of this stage is to align the stakeholders’ expectations with the project’s purpose, give them visibility about the scope and objectives, and showing how their participation in the project and it associated phases can ensure that their expectations are achieved.

2.1 GVP-P18. Developing Project Charter

The Project Charter is the document that formally  authorizes the existence of  a project and provides the project manager with the  authority to apply organizational resources to project activities. Under the protocol GVP-P18 we identify and document:

  • The business needs.

  • Assumptions.

  • Constraints.

  • The understanding of the  customer’s needs and high-level requirements.

  • High-level requirements of the new product, service, or result that it is intended to satisfy.

2.2 GVP-P19. Identifying Stakeholders

The key benefit of this process is that it allows the project manager to identify the appropriate focus  for the people, groups, or organizations that could impact or be impacted by a decision, activity, or outcome of the project, analysing and documenting relevant information regarding their interest, involvement, interdependencies, influence, and potential impact on project success. The main output of the Identify Stakeholders process is the Stakeholders Register , which contains all details related to the identified stakeholders including, but not limited to:

  • Identification information , as name, organizational position, location, role in the project, etc…

  • Assessment information , as major requirements, main expectations, potential influence in the project, etc…

  • Stakeholder classification as, external/internal, supporter/neutral/resistor, etc…


Delineate the strategy and tactics as well as

the course of action or path to

successfully complete the project or phase,

therefore it's setting the route to the desired objective.



The planning stage consist of those processes performed to stablish the total scope of the effort, define and refine the objectives, and develop the course of the action required to attain those objectives. The planning objectives develop the project management plan and the project documents that will be used to carry out the project. The complex nature of project management may require the use of repeated feedback loops for additional analysis. Updates arising from approved changes during the project may significantly impact parts of the project management plan and the project documents.

3.1 GVP-P20. Developing Project Management Plan

It is one of the primary documents used and  defines the basis of all project  work, and how the project is executed, monitored and controlled. The process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive Project Management Plan is progressively elaborated by updates . The key benefit of this process is a  central document integration and consolidation of:

  • Baselines (included, but not limited); scope, schedule and cost baselines.

  • Subsidiary plans (included, but not limited); scope management, requirements, schedule, cost, quality, process improvement, human resources, communications, risk, procurement and stakeholder management plans.

  • Other things ; life cycle, description of how work, other management plans, integrity of the project.

3.2 GVP-P21. Managing Project Documents

While the  Project Management Plan is one of the primary documents used to manage the project,  other project documents are also used. A representative list of this documents could be; agreements, checklists, metrics and measurements, assignments, forecasts, schedules, etc ...


This stage involve coordinating people and resources,

managing stakeholder expectations, as well as,

integrating and performing the activities of the project

in accordance with the project management plan.



The executing stage consist of those processes performed to complete the work defined in the Project Management Plan to satisfy the project specifications. During project execution, results my require planning updates and rebaselining that may include changes to expected activity durations, changes in resource productivity and availability, and unanticipated risk. Such variances may affect the Project Management Plan or Project Documents and may require detailed analysis and development of appropriate project management responses.

4.1 GVP-P22. Executing Project Management Plan

The main task is to  direct the performance of the planned project activities and manage the various technical and organizational interfaces that exist within the project, and if it’s necessary, manage any unplanned activities and determine the appropriate course of action. The Project Management Plan contains subsidiary plans concerning all aspects of the project. Those subsidiary plans related to project work include, but are not limited to:

  • Scope Management Plan.

  • Requirements Management Plan.

  • Schedule Management Plan.

  • Cost Management Plan.

  • Stakeholder Management Plan.

4.2 GVP-P23. Managing Changes

Managing changes requires  review of the impact - in the project management plan, policies, procedures, costs, budgets or schedules - of all project changes and the implementation of approved changes, which may be:

  • Corrective action , which realigns the performance of the project work with the Project Management Plan.

  • Preventative action , which ensures the future performance of the project work is aligned with the Project Management Plan.

  • Defect repair, which consist in modify a nonconforming product or product component.


Consist in tracking, review and orchestrate

the progress and performance of the project;

identify any areas in which changes to the plan are required;

and initiate the corresponding changes.



The key benefit of this Processes Group is that the project performance is measured at analysed at regular intervals, appropriate events, or exception conditions to identify variances from the Project Management Plan.

5.1 GVP-P14. Monitoring Processes

By following the process GVP-P14 we establish  Key Points Indicators (KPI) that allow us monitoring the critical milestones to get relevant data about scope, schedule, cost, stakeholders, etc…,  in order to:

  • Collecting, measuring, and distributing performance information, and distributing  performance information.

  • Assessing measurements and trends to effect process improvements.

  • Provide an insight into the health of the  performance.

  • Identifies any critical areas that may require special attention.

5.2 GVP-P15. Control Processes

Following the process GVP-P15 we analyse all data obtained in GVP-14 monitoring process with the purpose of:

  • Determining corrective or preventive actions on critical areas.

  • Replanning and following up on action plans.

  • Determining whether the actions taken resolved the performance issue.


When complete, verifies that the defined processes

are completed within all of the processes to close

the project or a project phase, as appropriate, and formally

establishes that the project or project phase is complete.



This Stage consist of those processes performed to conclude all activities across all Project Management Process to formally complete the project, phase, or contractual obligations.

6.1 GVP-P24. Full Report on Project

When completed, verifies that the defined processes are completed within all stipulated to close the project or project phase, as appropriate, or premature closure. To do it we will make a Full Report on Project (FRP) as set out in the GVP-P24 process, which has the following objectives:

  • Obtain acceptance by customer or sponsor to formally close the project or phase.

  • Conduct post-project review.

  • Record impacts of tailoring to any process.

  • Document lessons learned.

  • Apply appropriate  updates to organizational process assets.

  • Archives all relevant project documents in the Project Management Information System (PMIS) to be used as historical data.

  • Close out all procurement activities ensuring termination of all relevant agreements.

  • Perform team members’ assessments  and release project resources.