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TableofContents
ProjectManagementFramework 1 KA5 ProjectQualityManagement 69
PlanQualityManagement 70
KA1 ProjectIntegrationManagement 11 PerformQualityAssurance 73
DevelopProjectCharter 12 ControlQuality 76
DevelopProjectManagementPlan 14
DirectandManagePlanProjectWork 17 KA6 ProjectHumanResourceManagement 79
MonitorandControlProjectWork 19 PlanHumanResourceManagement 80
PerformIntegratedChangeControl 21 AcquireProjectTeam 82
CloseProjectorPhase 23 DevelopProjectTeam 84
ManageProjectTeam 87
KA2 ProjectScopeManagement 25
PlanScopeManagement 26 KA7 ProjectCommunicationsManagement 89
CollectRequirements 28 PlanCommunications 90
DefineScope 31 ManageCommunications 92
CreateWBS 33 ControlCommunications 94
ValidateScope 35
ControlScope 37 KA8 ProjectRiskManagement 97
PlanRiskManagement 98
KA3 ProjectTimeManagement 39 IdentifyRisks 100
PlanScheduleManagement 40 PerformQualitativeRiskAnalysis 102
DefineActivities 42 PerformQuantitativeRiskAnalysis 104
SequenceActivities 44 PlanRiskResponses 106
EstimateActivityResources 46 ControlRisks 108
EstimateActivityDurations 48
DevelopSchedule 51 KA9 ProjectProcurementManagement 111
ControlSchedule 54 PlanProcurementManagement 112
ConductProcurements 114
KA4 ProjectCostManagement 57 ControlProcurements 117
PlanCostManagement 58 CloseProcurements 119
EstimateCosts 60
DetermineBudget 63 KA10 ProjectStakeholderManagement 121
ControlCosts 65 IdentifyStakeholders 122
PlanStakeholderManagement 124
ManageStakeholderEngagement 126
ControlStakeholderEngagement 128
INITIATING EXECUTING
PLANNING CLOSING
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Develop Project Charter INITIATING PROCESS GROUP Identify Stakeholders
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Develop Project Management
Plan
Plan Scope Management
Plan Quality Management
Collect Requirements
Define Scope Plan Human Resource Management
Create WBS
Plan Communications Management
Plan Schedule Management
Define Activities Plan Risk Management
PLANNING PROCESS Identify Risks
Sequence Activities
GROUP
Estimate Activity Resources Perform Qualitative Risk Analysis
Estimate Activity Durations Perform Quantitative Risk Analysis
Develop Schedule Plan Risk Responses
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Direct and Manage Project Work Manage Communications
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Monitor and Control Project Work
Control Costs
Control Quality
Perform Integrated Change Control
Control Communications
Control Stakeholder
Control Schedule
Engagement
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Close Project or Phase CLOSING PROCESS GROUP Close Procurements
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INTEGRATION HUMAN RESOURCE
COMMUNICATION
SCOPE
COST PROCUREMENT
QUALITY STAKEHOLDER
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Teams structured around departments e.g Accounting Organization is structured around projects
,Procurement,Sales
Eg. Consulting companies
Projects are done within departments ,Architects,Constructions,IT Consulting
Usually VP or Department head is incharge of project Project manager is powerful
Promotes specialization Projectized Functional manager has very little or no power
Career development in specialist areas Full time project manager and project staff
Project manager has very little or no authority Usually team members are co-located
Project decisions are taken by the FM Project manager controls resources and budgets
Organization Structure
Projects don't get pririoty No or minimal contention for resources
Loyalty towards operational work Better communication then Functional
Project manager and project staff is part time
Loyalty to the project
Lack of good project management practice
Functional No where to go when the project is complete
Project manager does a lot of administrative work
Team members are released when the project
Communication is complex and follows a hierarchy is over
PM must have a good communication,interpersonal Redundant functions are facilities
and influencing skills
Inefficient resource utilization
Staff lack specialization and have no definite
career path
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Most like the functional organization
Functional manager has more power than the PM
Project manager reports to Functional manager Hybrid organization
Weak Matrix Equal distribution of power
Some times PM is also
called project Expediter Most commonly used organization
PM has no authority FM controls resources & PM
controls budget
Mostly a part time role Expediter
Project manager has improved
Expediter is a staff assistant and control over resources
coordinates communication
Better visibility of project objectives
Reports to the executive
Organization Efficient resource utilization
Makes sure the timely completion of tasks
Structure Improved coordination
PM does not make project or Team goes back to their operations work
Project
budget decisions
Coordinator Functional specialization advantage
Reports to a higher level manager
Increased administration ,monitoring
A little more power than the Expediter and controlling
Balanced Matrix
Have some authority to assign resources Two boss situation increases
conflict and confusion
Project Manager has more power than the FM High possibility of contention between FM
and PM
Project Manager is Full Time Strong Matrix
Resources may not be loyal to PM as
Most Likely a Projectized organization they report to FM
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Develop Project Charter Monitor and Control Project Work
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Business need Processes,procedures,standards
,guidelines
Product Scope Description
Project Statement Project charter template
Strategic Plan of Work
Historical information
Organizational Process Assets
Written by buyer when done and lessons learned
under contracts Previous project data
Internal projects - Written by sponsor
INPUTS Challenges
Contracts, MOUs, SLAs Agreement
Business Case Expected benefits from the project
Contracts used when client is external Expected project budget
Options and recommendations
Governmental standards Develop Project
Industry standards Charter Social need
Enterprise
Organization infrastructure Ecological impacts
Environmental Factors
- available Legal requirement
facilities,capital,IT systems
Technological advance
Organization structure
Customer Request
and culture Project Reasons
Organizational need
Marketplace conditions
- demand vs culture Market demand
Stakeholder risk tolerance
Work authorization system
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Meeting management Justification,reasons
Facilitation Purpose
Techniques Project Charter
Project objectives
Brainstorming Key success factors
High level project description
OUTPUTS Summary milestones
Industry groups
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Governmental standards
Industry standards
Scheduling software
Input from Develop
Enterprise PMIS Configuration management system
Project Management Plan
Environmental Intranet portals
Project Objectives Develop Project
Factors Organizational
Justification, Business need Management Plan
structure and culture
Project Description Project Charter
Stakeholder risk tolerance
High level requirements
Organization infrastructure
Milestones and Budget
INPUTS Personal administration
Standards and guidelines
Organizational Requirements management plan
Proposal evaluation criteria
Process Assets Quality management plan
Project Performance
Outputs from Other
management measurement criteria Process improvement plan
Processes
plans Template for PMP Human resource management plan
Estimates
Change control
Schedule Communications management plan
procedure
Resources Risk management plan
Previous project data
Cost Procurement management plan
Risk register Historical information
Project scope statement
Baselines and lessons lessons
Scope baseline
Reports
Schedule baseline
Cost baseline
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Guidance on process tailoring
Support developing
project management plan
Facilitation
Techniques
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Project life cycle
Project management processes
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Input from Perform
Integrated Change Control
Input from Develop Project
Management Plan Scope changes
Approved Change
Includes the subsidiary Project Schedule changes
Requests
component plans Management Plan
Cost changes
Performance measurement baseline
Changes to PMP
Change management plan
Work instructions
Configuration management plan INPUTS
Standard guidelines
Organization
Culture Enterprise Organizational Communication policies
Environmental Factors Process Assets Issue and defect
PMIS
management procedures
Personal
Process measurement database
administration Direct and Manage Project data - schedules,costs,risks
Work authorization Project Work registers,defect logs
system
Lessons learned
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Changes to agreed
scope,schedule or budget
Corrective action Change Requests
Deliverables
Preventive action Unique,verifiable product,result or capability
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Project
Management Plan
Enterprise
Environmental Work authorization system
Expected future Factors
performance Schedule PMIS
forecasts
Earned Value
performance
indicators
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Scope,Schedule or Cost
changes
Consult experts for advise Corrective actions - to bring
on project performance Change Requests
project performance back on
Expert
track
Opinion on the actions to Judgement
Preventive actions - to
meet expectations
minimize negative impacts
Intranet portal - OUTPUTS Defect repair - recommendation
project TOOLS on fixing a defect
dashboard
PMIS Status reports
Timesheet system
Work performance Memos
Monitor and Control
reports Updates
Regression analysis Project Work
Analytical Justifications
Trend analysis
techniques
Project Management
Earned value Plan Updates Updates to
management component plans
Forecasts
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All Subsidiary plans,
PMIS documents, baselines
Configuration
Enterprise Project
management system Status reports
Environmental Factors Management Plan
Online automated systems
Scheduling softwares - Memos
MS Project, Primavera
INPUTS Work Performance
Reports
Justifications
Change control procedures Organizational
Process Assets
Change authorization system
Process measurement database Information notes
Project files - Perform Integrated
schedule,cost,scope,baselines Change Control
Recommendations
Previous project data
Lessons learned Updates
Change Requests
Scope, Schedule
or Cost Changes
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Change control board
Expert Judgment
Stakeholders
Reviewing CRs
to approve or reject CRs
Meetings
Conducted by change control board
Project Management
Plan Updates
Change log
Project Document Updates
Risk register
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Project Management Plan
Accepted Deliverables
INPUTS
Project or phase closure guidelines
Historical information
Lessons learned
Organizational
Close Project or Phase Process Assets Project audit,evaluation
criteria,transition requirements
Consulting for administrative
closure activities
Trend analysis
Analytical techniques
Regression analysis
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Final product of project closure
Final Product , Service
Intermediate product if phase closure
or Result transition
Project
management plan
Schedule
Project files
Cost
Risk registers
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Plan Scope
Validate Scope
Management
Collect Requirements
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Project Approach taken for planning scope
Management Plan and managing project scope
Project Charter
Contains the high level
product description
Plan Scope INPUTS
Management Organizations culture
Infrastructure
Enterprise
Environmental
Factors Personnel administration
Marketplace conditions
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Input received
from Project scope
knowledgeable statement
and experienced Process for preparing
parties WBS
Scope
Management Plan
How WBS will be
maintained and
Expert Judgment
approved
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Scope
Management Plan
Requirements
Management Plan
Stakeholder
Collect Requirements INPUTS
Management Plan
Project Charter
Provides high level
project requirement
Stakeholder contact
information
Stakeholder
Register
List of stakeholders
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Collect Requirements
One-on-One with stakeholders Interviews
Large audience
Conducted by trained moderator Questionnaires and Surveys
Quick turn around
Focus Groups
Participation by SME's and stakeholders
Statistical analysis
TOOLS
Voice of Customer [VOC] Participant observer -
doing it yourself
Quality function deployment [QFD]
Observations
Joint application development [JAD] Faciliated Job shadowing
Workshops
Iteration
Cross functional stakeholders
Prototypes Feedbacks and revisions
Brainstorming
Group Creativity
Nominal group technique - Techniques Experimentation
ranking and priortising ideas
Comparing actual or planned practices to
Idea / Mind Mapping those of comparable organizations
Benchmarking
Affinity diagram Generate ideas for improvement
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Requirements Description of project justification
Documentation
Business & project objectives
Functional requirements
Non-functional requirements
Acceptance criteria
Business rules
Impact on other organizational areas
Support and training requirements
Assumptions and constraints
Project scope/deliverables
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Component of Project Consultants, SME's
Scope Expert Judgment
Management Plan Stakeholders
Management Plan
Establishes the activities for Domain Experts
developing, monitoring, and
controlling the project scope Translates product
Project Charter description into deliverable
Product Analysis
Product breakdown
Project justification INPUTS
Systems analysis
High level project description
Systems engineering
Project Objectives
Requirements analysis
Product description Define Scope
Value analysis
Constraints,Milestones,Budget
Value engineering
Requirements
Detailed description of Documentation
Alternatives Brainstorming
requirements
Generation
TOOLS Identifies various approaches of
Functional and Non doing the project work
functional requirements
Lateral thinking
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Describes the work project will
do to create the deliverables
Project Scope
Statement Product scope description
Project deliverables
Project exclusions
Project constraints
Stakeholder register
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Component of Project Templates for WBS
Management Plan
Scope Lessons learned from past projects
Management Plan
Establishes the activities for Previous project files
developing, monitoring,
and controlling the project Policies and procedures
scope Organizational
Process Assets
Project Scope Subdivides deliverables into
Product scope description smaller,manageable components
Statement
INPUTS Assigning unique identifiers to WBS
Deliverables
Phases are usually used as first level
Project acceptance criteria Requirements of decomposition
Documentation Deliverables in the near future are
Decomposition detailed
Functional and non Create WBS
functional requirements Lowest level deliverable is called
work package
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Component of the Project Management Plan
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Scope Management
Plan
WBS dictionary
Project Management Plan
WBS Scope baseline
Project Scope
Statement
Requirements
Project, product,technical requirements Documentation
Acceptance criteria
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Includes measuring, Examining, veryfying
Verify deliverables meet requirements and product
Inspection acceptance criteria
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Scope Baseline
Project
Scope Management Plan Management Plan
Work Performance
Deliverable status Data
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Work Performance Planned vs actual
Information Technical performance
Scope performance
Decide on corrective and measurements
preventive action
Change
Determine the magnitude Requests Changes to scope baseline
Variance
and cause of variance TOOLS
Analysis Changes to the project management plan
Updates to requirements
documentation
Project Document
Updates
Requirements traceability matrix
OUTPUTS
Lessons learned from
Organisational scope control
Process Assets Corrective action
Updates and rational
Causes of variances
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Plan Schedule Management
Define Activities
Control Schedule
Estimate Activity Resources
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Scope baseline
Project
Management Plan
Scheduling related cost, risk, and
communications decisions
Project Charter
Infrastructure
Enterprise
Environmental
Factors Personnel administration
Marketplace conditions
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Input received
from Process descriptions
knowledgeable
and experienced Reporting formats
parties
Rules of performance
measurement
Scheduling
Expert Judgment
methodology
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Component of the Project
Panagement Plan Schedule
Management Plan
Establishes the criteria and
the activities for developing,
monitoring, and controlling
the schedule
Subdivide work packages
Assumptions constraints INPUTS into smaller activities
Scope Baseline Decomposition
Determines the activities
required to produce the
Deliverables
deliverable
Define Activities
PMIS Enterprise Environmental Factors
Rolling wave
planning Form of progressive elaboration
Work in near term is planned
Activity planning policies in detail
and procedures Organizational TOOLS
Process Assets Future work is planned at
Activity list from previous higher level
similar projects
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List of all activities on the project
Activity identifies
Activity list
Description of
activity - ID,WBS ID,activity name
Description
Define Activities OUTPUTS Predecessors and successors
Activity attributes
Relationships,leads and lags
Resource requirements
Constraint dates
Assumptions
Significant event
Milestone list
Decision points ,Sign-offs,Go-on go,phase exit
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Component of the Project
Management Plan Schedule
Establishes the criteria and the Management Plan Previous project data
activities for developing,
Lessons learned
monitoring, and controlling the
Organizational
schedule Historical information
Process Assets
Activity List
Contains the list of all project Project files
activities
Activity Attributes
Predecessors and seccessors
PMIS Enterprise
Environmental
Scheduling Tool Factors
Company work authorization
systems
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Finish to start
Precedence Diagramming
Finish to finish Method [PDM]
Start to start
Displays activity
Start to finish dependencies
Project Schedule
Network Diagrams
TOOLS
Discretionary dependencies -
soft or preffered logic Dependency Usually produced
Determination using a software
Mandatory dependencies - hard logic
External dependencies - outside
the project team's control
Sequence Activities
Lead - acceleration of
successor activity
Leads and Lags
Lag - Delay in successor activity
Activity lists
OUTPUTS Project Document
Updates Risk register
Activity attributes
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Establishes the criteria and the activities for Schedule
developing, monitoring, and controlling the Management Plan
schedule
Contains the list of activities that will need resources Activity List
Risk events that may impact resource Risk Register INPUTS Estimate Activity
selection and availability Resources
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Expert
Specialists / Experienced List of resources required
Judgment
for each activity
Advise on resource Activity Resource
Types and quantities
utilization optimization Requirements
required for activity
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Defines the method used and the Schedule
level of accuracy along with other Management Plan
criteria required to estimate
activity durations Lessons learned
Availability of resources
Resource Estimate Activity
Calendars INPUTS Durations
Human and material resources required
Productivity metrics
Project Scope
Assumptions and constraints Statement
Published commercial
information
Contract terms and requirements
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Expected activity duration is calculated
Advise on duration estimates
using :[O+4ML+P]/6
Use expirence from previous Expert Judgment Most Likely - realistic
projects
Pessimistic - worst case
Consultation with team Determines expected
members who will do the work duration using - Optimistic - best case
Activities will have to be very
similar for being reliable Considers estimation uncertainty and risk
Three-Point
Quick and cheap but less accurate Estimates
Also refered to as PERT
Estimates based on historical
TOOLS
information and expert judgement Brainstorming
Good when limited information is Group Decision-
available Making
Techniques Delphi
Used during early phases of project
Use actual durations from previous Nominal Group
Analogous
similar projects Techniques
Estimating
Form of expert judgement
Also called as top down estimating Extra time added
Reserve Analysis
Multiplies quantity of work by rate Parametric Includes contingency
Uses data from actual durations of Estimating reserves , also referred as
past projects time reserves or buffers
Estimate Activity
Lines of code ,FPA,Number of - Can be Percentage of
Durations
installations calculated estimated duration
based on
-Two methods Fixed work period
Regression analysis for doing
Quantitative
Learning curve analysis
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Estimate for each activity
Activity Duration Indicates a range of possible
Estimates results
e.g 10 days +- 2 days i.e
between 8 and 12 days
Estimate Activity
Durations OUTPUTS
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Identifies the scheduling Schedule
All identified risks and their
method and tool used to create Management Plan
characteristics that affect
the schedule, and how the
Risk Register the schedule model
schedule is to be calculated
Activity List
List of all activities
Description of all activities
Activity Attributes Specify which resources
Leads and lags Project Staff are assigned to each
Contains the logical relationship Assignments activity
Project Schedule
Displays the order in which Network Diagrams
INPUTS
activities will occur
The resources required for each Activity Resource Provides the details by
activity Requirements Resource which resource analysis
Breakdown and organizational
Resource available,skills,capabilities Resource Calendars Structure reporting can be done
Develop
Activity Duration
Schedule
Estimates for doing activity Estimates
Enterprise
Assumptions Project Scope Environmental Factors Scheduling software
Start No Earlier Than Statement PMIS
Constraints
Finish No Earlier Than
Start No Later Than
Organizational Project calendars
Finish No Later Than
Process Assets
Must Start On Scheduling methodology
Must Finish On
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Develop the project schedule
CP is the longest path Schedule
on the project Critical Path Network Analysis Uses analytical techniques-
Method CPM,CCM,What-if,Resource leveling
Determines the project
finish date Determines the early and late
Performs forward and backward start and finish date
pass on the network
Critical Chain Analyzes resource constraints
Calculates early and late Method and probability
start and finish dates Critical chain is resource
Calculates how much an constrained critical path
activity can slip using float TOOLS Buffer are added to manage uncertainty
Resource Leveling Resource Feeding buffer protects the critical
Optimization chain from slipping
Develop
Resource Smoothing Techniques Project buffer protects the
Schedule finish date from slipping
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Baseline can be changed only after Working days and shifts
changes are approved that are available for
scheduled activities
Baseline start and baseline finish dates Project Calendars
Schedule Baseline Distinguishes time periods
Represents the agreed and approved
in days or parts of days
target dates
that are available to
Critical path OUTPUTS complete scheduled
activities from time
Project schedule network diagrams
periods that are not
Bar charts displays activities,their start available
and finish dates
Milestones charts identifying the
completion of major deliverables Develop
Project Schedule Schedule Schedule Baseline
Start and finish date of each activity Project
Management Plan
Project start and finish date
Updates Schedule
Management Plan
Supporting documentation
Assumptions and constraints
Delivery schedules Activity resource
Project Document requirements
Cash flow projections Updates
Activity attributes
Resource histograms Schedule Data
Calendar
Risk register
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Schedule Management Plan
Measuring, comparing and
describes how schedule will
analyzing schedule performance
be controlled
Performance Determining if there is a variance
Project schedule baseline is Project Reviews
compared to actual results Management Plan Analyzing if any corrective action is required
Identifying is available buffer is adequate
Indicates complete activities,
in-progress activities uses SV. SPI to assess the
variation to original schedule
Current project schedule Project Schedule Variance Analysis Identifying reasons behind the schedule
Work Performance Determining corrective /
Project progress information Data preventive action required
Project
Management Tracks planned vs actual date
A schedule model may Software e.g. Microsoft Project
require more than one INPUTS TOOLS
Helps quickly analyze impacts
project calendar to allow for
different work periods for Scheduling of activities and the
some activities to calculate Resource resources required by those activities
the schedule forecasts Project Calendars Optimization while taking into consideration both the
Techniques resource availability and the project time
Will be reviewed
Control Schedule Modeling Analyzes schedule to align
and updated in
Techniques the schedule with plan
the Control
Schedule process Schedule Data May be adjusted to
Leads and Lags reflect current reality
Schedule Identifies ways to shorten
Compression the schedule to meet dates
Monitoring and
reporting method Determines ways to bring
Organizational back the schedule on track
Schedule control tools Process Assets
Scheduling Tool Helps running scenarios to take decision
Procedures and guidelines for
controlling project schedule Quick and reliable
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Work Performance
SPI,SV
Information
Estimates or predictions of conditions and
events in the projects future based on
information and knowledge available at the
Schedule Forecasts time of the forecast
Schedule date
Project Document Updates
Project Schedule
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Plan Cost Management
Estimate Costs
Project Cost Management Control Costs
Determine Budget
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Schedule baseline
Project Charter
Organizations culture
Enterprise
Infrastructure
Environmental
Factors
Marketplace conditions
Financial databases
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Input received Units of measure
from
knowledgeable
and experienced
parties
Level of precision
Expert Judgment
Self-funding
Level of accuracy
TOOLS OUTPUT
Funding with Analytical
Organizational
equity Techniques
procedures links
Plan Cost Cost Management
Plan
Management
Control
Funding with debt
thresholds
Rules of
performance
measurement
Meetings
Meetings may
include the
project manager, Reporting formats
sponsor, selected
project team
members,
selected Process
stakeholders descriptions
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How project costs will be managed and
controlled
Cost Management It includes the method used and the level of
Plan accuracy required to estimate activity cost
Rewards/recognition
Human Resource
Unit rates
Plan
Staffing information
Scope Baseline
Constraints on project budget
Project Scope Statement
Assumptions
Estimate Costs INPUTS
WBS Product description, acceptance criteria
WBS dictionary
Activity estimates
Risk Register Cost of mitigating risks
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Uses actual costs of similar
Guidance on project costing using past experience
previous projects
Analogous
Expert Judgment Support on estimating
Quick and easy Estimating
Project teams,stakeholders,consultants
Accuracy depends on how
much similar the projects are
Parametric Estimating
Uses data from past projects
Divide activities into
smaller activities
PERT
Separately cost each Bottom -up Estimating Three-point Estimates
activity and than rollup TOOLS Defines an approximate
range of cost for an activity
Time consuming but
highly accurate Optimistic,Pessimistic,Most likely
Cost of non-conformance Cost of Quality Reserve Analysis Contingency reserves to account for
cost uncertainty
Cost of conformance Can change as more project
information is available
Estimate Costs
Brainstorming Part of project funding requirements
Project Management
Spreadsheets
Software
Delphi
Group Decision- Software applications / tools
Making
Techniques
Nominal group Gather bids and compare to
Vendor Bid Analysis
techniques determine costs
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Costs required to do the activity
Activity Cost
Estimates Includes labor ,materials,equipments etc
Risk register
Project Document
Updates
Communication management plan
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Describes how the project
Cost Management Plan
costs will be managed and
controlled
Cost of doing
each activity Activity Cost Estimates
Supporting information for
cost estimates Basis of Estimates
Scope Statement
Scope Baseline
WBS Costs are rolled up to next
higher level
WBS Cost Aggregation
dictionary WP to control account to
project level
Contains activities,work
Contingency reserves -
packages, control accounts Project Schedule
known unknowns
INPUTS Reserve Analysis
Resource
Management reserves -
Assigned resources and timelines Calendars
unknown unknown
Should be reviewed to Determine Advise on budgeting
consider how to aggregate Expert Judgment
Budget Stakeholders, consultants
the risk response costs Risk Register
Parametric model
Historical using historical data
Costs of Products, services, results TOOLS Relationships
that are purchased Agreements Analogous estimating
Policies and guidelines for
Might result in
cost budgeting
Organizational rescheduling
Funding Limit Reconciliation
Reporting methods Process Assets Reconcile planned
spending with limits
Cost budgeting tools
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Also referred to as project budget / S curve
Risk register
Cost estimates
Project Document Updates
Project schedule
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Cost Baseline
Cost Management Plan Project Management Plan
How and when the money will be spent Project Funding Requirements
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EAC forecast : ETC work Integrates scope,schedule and cost for
performed at budget rate = performance assessment
AC+BAC - EV Earned Value
Management Key dimensions - Planned value -PV =
EAC work performed at BAC*planned percent complete
present CPl = BAC/ Earned value - EV =
Cummulative CPl BAC*actual percent complete
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SV,SPl
CV,CPl
Work Performance Information
Output to Report Performance
Control Costs OUTPUTS Change Requests Changes to cost baseline/ cost management plan
Project Management
Cost baseline
Plan Updates
Cost management plan
Lessons learned
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Perform Quality Assurance
Control Quality
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Project Scope
Statement Domain specific
WBS Scope Baseline rules,standards and
Project guidelines
WBS dictionary Management Plan
Governmental
agency regulations
Accepted schedule Enterprise
performance Environmental Working /Operating
measures Schedule Baseline Factor conditions of the
Accepted time project /product
interval being
used to measure
cost performance Cost Baseline
Plan Quality
INPUTS
Other Management
Management
Contribute to the
plans
overall project
quality
Quality policy for
Interest / expectation Stakeholder Register projects
Historical data
Organizational
Risks that may impact quality Risk Register
Process Assets
Quality
Project (including policies,procedures
product) and and guidelines
quality Requirements
requirements Documentation
Lessons learned
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Cost of doing quality activities against Identify best practices and improvement ideas
the gains Cost -Benefit
Cost is the Analysis Basis for measurement
efforts,equipments,resources required Benchmarking Reference points is set current project goals
Benefit is less rework, better productivity
and efficiency, happy customer
Determines the number and type of tests
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Component of Project Management Plan An operational definition
Quality of projects or product
How the quality policy will be implemented? Management Plan attribute
Component of Project
Management Plan
Project Document
Stakeholder register
Updates
Responsibility assignment
matrix
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Describes the quality assurance Project Documents
and continuous process Quality Management Plan
Should be monitored within
improvement approaches
the context of a system for
configuration management
Perform Quality
INPUTS
Required Performance level Quality Metrics Assurance
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Used to generate ideas Quality
that can be linked to form Management and Structured independent review
Quality
organized patterns of Affinity diagrams Control Tools
thought about a problem Audits Determines if project activities
complies with organization
Used to understand a
goal in relation to the
standards/processes
steps for getting to the Process decision
goal program charts
(PDPC) Identifies non conformance and
Provide a process for ensures closures
creative problem solving in TOOLS
moderately complex
scenarios that possess
intertwined logical
Interrelationship Scheduled or random
digraphs Tools and techniques
relationships for up to 50 Conducted by internal/external
relevant items of the Plan Quality
Management and auditors
Used to represent
Control Quality
decomposition
hierarchies processes Process
Tree diagrams
Identify the key issues
Analysis Root cause analysis
and the suitable
alternatives to be Identifies required improvements
prioritized as a set of Prioritization matrices
decisions for Review problems,constraints
implementation Perform Quality
Include both the AOA Assurance
(Activity on Arrow) and, Activity network
most commonly used, AON diagrams
(Activity on Node) formats
of a network diagram
Used to perform data
analysis within the
organizational structure Matrix diagrams
created in the matrix
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Corrective or Preventive actions
Change Requests
Recommended improvement in
processes,procedures
Defect repairs
Project Document
Quality audit reports
Updates
Training plans
Process documentation
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Planned vs actual cost performance
Control Quality Planned vs actual schedule performance
Quality Management Plan Project
Management Plan Work Performance
Data Planned vs actual technical performance
Agreements
Can be used for inspections
Training plans and assessments of
Verifies that a set of step Project effectiveness
has been performed Quality Checklists
Documents
Quality audit reports and change logs
supported with corrective action plans
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Seven Basic
Quality Tools Used in Plan Quality Management
Statistical
Control Quality TOOLS Sampling E.g PMI verifies about 5-7% applications
Approved Change
Requests Review Inspect a defect repair to ensure it is fixed
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Results of quality control activities Recommended defect repair
Quality Control
No. of test passed /failed Recommended corrective /
Measurements
Change Requests preventive action
Defect found
Defect repairs, changes or variances
corrected and inspected Validated Project Management Quality management plan
Changes may be accepted or rejected Changes Plan Updates
OUTPUTS
Process improvement plan
Determines the correctness of Verified
deliverables Deliverables
Project Document Quality standards
Information about the
Updates
project requirements
fulfillment Work
Performance Control Quality
Rework required Information Organizational Process Completed checklists
Need for process Asset Updates
Lessons learned documentation
adjustments
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Plan Human Resource
Management Develop Project Team
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Hierarchical Top down charts
Project life cycle and the
processes type charts Resource breakdown
Project structures
Organizational
How work will be Management Plan
Charts and Position
executed to accomplish Responsibility
Descriptions Matrix based Assignment Matrix
the project objectives [RAM]
charts
RACI chart
Avtivity Resource
Required Position descriptions
Requirements
skills,experience,capability INPUTS Text oriented Role-responsibility-
formats authority forms
Organization culture
and structure Enterprise Job description
Existing human Environmental Factors
resources Plan Human Formal / informal interaction
Resource Plan Get a handle on political and
Personnel
administration policies Networking interpersonal factors
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Role
Roles and
responsibilities Authority
Responsibility
Competency
Human Resource
OUTPUTS Management Plan
Graphical display of
Project organization
project organization
charts
Reporting relationship
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Names you already know
Roles and Responsibilities Pre-assignment
Human Resource
With functional managers
Management Plan
Project Organization Charts Negotiation With other projects for
shared resources
Staffing Management Plan INPUTS With suppliers for specific
resources
Hiring consultants
Who is Acquisition
available,competency,ex Contracting / outsourcing
perience,intrest,cost work
Aquire Project Team
Organization Enterprise People working from
structure Environmental Factors different locations
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Person assigned to the project
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How project human
resources should be defined,
staffed, managed, controlled, Human Resource Plan
and eventually released
Training Plan
Rewards
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Soft skills Rules,guidelines
Interpersonal
Empathy Ground Rules
Skills Acceptable behaviour by
Influence
team members
At important times in
Develop competancies
case of virtual teams
Classroom,on-the-job,
online,comuter based Training
Same physical location
Co-location
Mentoring and coaching
WAR room / Tight Matrix
One-to-ones,appraisals
Adjourming
Maslow's hierarchy of needs
Performing Five stages of team
Recognition
development
Norming TOOLS and Rewards
Storming Mcgregors theory X and theory Y
Offsite activities
Ouchi's theory Y-Increasing employee loyalty to their
Forming WBS organization
Status review meetings
Team Building
Activities Develop Project McClellends achievement theory
Promotes good working relationship
Team
Herzberg's hygeine and motivation theory
Personnel
Assessment Tools Attitudinal surveys
Ability tests
Focus groups
Structured interviews
Specific assessments
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How is the team performing together
Team Performance
Assessments
Improvements in competencies
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Human Resource
Management Plan
Keep in touch
Observation and Conversation
Roles and responsibilities Project Monitor
Management Plan
Collaborate/
Problem Solve
Organizational
Appreciation certificates Process Assets Leadership
Newsletters Interpersonal Skills
Influencing
Websites
Effective decision making
Bonus structures
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Replacement due to people leaving
the team
Change Requests Outsourcing work
Change in assignments
Project Management
Plan [Updates] Staffing management plan
Issue log
Project Documents
Updates Roles description
Manage Project Team OUTPUTS
Project staff assignments
Organizational
Enterprise Environmental performance appraisals
Factors [Updates}
Personal skill updates
Organizational standard process
Organizational Process
Assets [Updates] Templates
Historical information and lessons
learned
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Manage Communications
Control Communications
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Figure out what
How the project will be information is required
Communications
executed, monitored, Project
Requirement No.of communication
controlled, and closed Management Plan
Analysis channels:n(n-1)/2
Internal and external
information requirements
Urgency
List of stakeholders, names, Stakeholder Communication
Available technology
role, departments Register Technology
Project Staffing
Project Duration
Project Environment
INPUTS Encode
Infrastructure
Enterprise Transmit Message
Plan
PMIS Environmental Factors
Communications Decode
Organizational Communication
Culture
Management Models Acknowledge
TOOLS Feedback/Response
Lessons Learned Organizational Most effective
Historical Information Process Assets Interactive Meetings,phone,video
Data from past projects conferencing
Communication
Template Letters,memos,reports,emails
Methods
Push
Policies and guidelines faxes,voice,mails,press,release
Intranet sites,e-learning,project
management systems
Pull Can be retrieved at any
time ,from any where
Meetings
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Stakeholder Communication Requirements
Format,Content
Sender/Receiver
Medium
Communication Frequency
Management Plan Escalation Procedure
Reason for the required Information
Updating Method for the Communication Plan
Responsibility
Plan
Communications OUTPUTS Constraints
Management
Stakeholder Register
Project Document
Updates
Project Schedule
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How project
communications Communication Technology
will be planned,
structured, Communications
monitored, and Management Plan
controlled Communication Models
Work
Project Status Reports Performance
Forecasts Reports TOOLS Communication Methods
Organizational Project Management
culture and Enterprise Software,Portals,Collaboration
structure Environmental Manage tools
PMIS Factors Communications Email,Fax,Voice
Information mail,Telephone,Video
Government or
Distribution Tools conferencing,Web sites
industry
standards and INPUTS Hard copy,Filling system,Press
regulations release
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Deliverables status Project
Schedule progress Communications Resolved issues
Stakeholder
Cost incurred Project Notification Approved changes
Management Plan General project status
Project Baselines Updates
Lessons learned
Communications Project Reports
Issues log
Management Plan
Project closure reports
Stakeholder
Management Outputs from other knowledge areas
Project
Organizational
Presentations
Process Assets Formal/Informal information presentation
Updates
Manage
Communications OUTPUTS Correspondance
Projects Records Memos
Project schedule Meeting minutes
Project
Documents
Updates Feedback from Stakeholders
Project funding Causes of issues/reasoning
requirements Lessons Learned Documentation
Lessons learned on
information distribution
Issue log
Input to Organizational Process Assets
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Stakeholder communication
Set of standard tools for the
requirements Project project manager to capture, store,
Management Plan Information
and distribute information to
Reason for the distribution of Management
stakeholders about the projects
the information Systems
costs, schedule progress, and
performance
Individual or group receiving
the information
Project
Communications Consultants
Deliverables status
Schedule progress
Industry groups
Expert Judgment
Costs incurred
Subject matter
experts
Document and monitor the Issue Log
resolution of issues
TOOLS
INPUTS PMO
Planned vs actual technical Work
performance Performance
Data Determine
Planned vs actual cost performance the most appropriate way to
Control update and communicate
Planned vs actual schedule project performance, and to
Communications
performance respond to requests from
Meetings stakeholders
Report templates Organizational
Policies and procedures Process Assets
on measurements
Organizatonsals variance limits
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Work
Performance
Information Status and progress information
Forecasts
Project
Documents Performance
Updates reports
Issue log
Report formats
Organizational Process Assets Updates
Lessons learned
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Plan Risk Management
Identify Risks
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Analytical Understand and
All approved subsidiary management Project Techniques define the overall
plans and baselines Management Plan risk management
context of the
High-level risks project
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Methodology
Roles and Responsibilities
Budgeting
Timing
Risk Categories
Reporting Formats
Plan Risk Risk Management Plan Tracking
OUTPUTS
Management
Revised Stakeholder Tolerances
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Roles and responsibilities Baselines
Risk Management Plan
Schedule and budget Network diagrams
Categories Earned value reports
Processes and controls that can be Project Documents
Cost Management Plan Work performance report
used to help identify risks
Assumptions log
Project time/schedule objectives and
expectations which may be impacted
If the project requires
by risks Schedule Management Plan
external procurement
Procurement
Baseline of quality measures and of resources,
Quality Management Plan Identify Risks Documents
metrics for use in identifying risks procurement
documents become a
Guidance on how project human resources
Human Resource key input
should be defined, staffed, managed, and
Management Plan
eventually released
INPUTS
Assumptions and constraints Commerial databases
Enterprise
WBS dictionary Environmental Published chacklists
WBS Scope Baseline Factors Benchmarking
Project Scope Statement Risk attitudes
Provide a quantitative assessment of
Industy/Academic studies
the likely cost to complete scheduled
activities Activity Cost Estimates
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Plans Documentation
Assumptions Reviews
Contracts
Project files
Previous projects
List of Identified
Brainstorming Risks
Information
Delphi technique
Gathering Techniques
Interviewing
List of Potential
Root cause analysis Responses
Use historical information
Risk Register
Lessons learned Checklist Analysis TOOLS Identify Risks OUTPUT
Root Causes of
Past Project data Risk
Assumption
Test the validity of assumptions Analysis
SWOT Analysis
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How risk management Likelihood of an event occuring
Risk Management
wil be done
Plan Risk Probability and Impect on schedule, cost,
Definition of Impact Assesment scope, cost and other areas
probability and impact
Determine negative
Categories and positive impact
Risk tolerance
Probability and uses tailord risk rating rules
Project Scope Statement Impact Matrix
Scope Baseline Uses a look table to decide
WBS priority and importance
Risk Data Quality
WBS Dictionary How accurate and reliable is the data
Assessment
TOOLS
List of risks Risk Register
Risk Grouping by sources of risks
Industry studies of similar Enterprise categorization
INPUTS
projects by risk specialists Environmental e.g. technical, business, external
Factors
Risk databases from
industry or proprietary Risk Urgency How soon / how far
sources Perform Qualitative Assessment
Proximity
Organization
Risk Analysis
Data from similar past projects Process Assets
Stakeholders /consultants
Expert Judgment
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Ranking /priority of risks
Category
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How risk management will be done
Risk Management
Definitions of probability and impact Plan
Categories
Use past
Risk tolerance
experience
Risk budgets, contingencies, Three point
management reserves Cost Management Interviewing estimates
Plan Data Gathering
How project costs will be planned, Representation Historical data
managed and controlled Techniques Beta
Schedule management plan Continuous distribution
Schedule Probability distributions Triangular
Schedule contingencies Management Plan INPUTS Distributions distribution
How project schedule will be Normal /
planned ,managed and controlled Perform Lognormal
Quantitative Risk Uniform
List of risks Analysis
Discreate
Results from qualitative analysis Risk Register
distributions
TOOLS
Industry studies of similar Enterprise
projects by risk specialists Sensitivty analysis-
Environmental
uses tornado diagram
Factors
Risk databases from industry Expected
or proprietary sources Quantitative Risk Analysis monetary EMV=probability
and Modeling Techniques value -EMV *impact
Expert Judgment
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Probablistic Analysis of the Project
Project Document
Updates Probability of achieving Cost and Time
Objectives
Trends
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How risk management will be done Risk Management
Roles and responsibilities Plan
Timings for review
Risk tolerance
Risk throsholds
Expert Judgment
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Cost Baseline
Schedule Baseline
Scope Baseline
Project
Human Resource Management Plan
Management Plan
Updates Procurement Management Plan
Quality Management Plan
Cost Management Plan
Schedule Management Plan
Change requests
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Risk Management Plan Project
Roles and responsibilities Management
Plan
Timings for review
Contingency reserves
Risk thresholds
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Work Performance Provides a mechanism to communicate and support project
Information decision making
Lessons learned
Organization Process Assess Updates Risk breakdown structure
Risk management plan template
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Plan Procurement
Management Control Procurements
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Project
Scope Baseline Management Plan
Activity Cost Estimates Evaluate the
reasonableness of the
bids or proposals
received from potential
Insurence,intellectual Requirements sellers
rights (PR),licenses Documentation
Health,safety,security,performance,
environmental Stakeholder Project participants and
Register their interests
List of Risks Plan Procurement
Risk Register
Management
Results of risk analysis & risk
Typical terms and conditions
response planning
for the product / service
Enterprise Previous suppllers and
Environmental their performance
Information on specific needs such Activity Resource INPUTS
Factors
as people, equipment, or location Requirements What is available and at what
rate
Marketplace conditions
Procurement policies,
Information on required timelines or Procedures, guidelines
Organizational
mandated deliverable dates Project Schedule
Process Assets Pre-qualified sellers
Type of contracts
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Make -or-Buy Analysis
Expert Judgment
Examination of industry and specific vendor capabilities
TOOLS
Market Research
Leverage information gained at conferences, online reviews
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Risk register
How the procurement
Project Documents
processes will be managed Risk related contract decisions
from developing procurement
documentation through Procurement Core capabilities of the
contract closure Management Plan organization
Value delivered by
vendors meeting the need
Conduct
Provide an audit trail for Make- or -Buy Decisions Risks associated with
contracts and other
Procurements
Procurement Based on factors like meeting the need in a cost-
agreements Documents effective manner, and
Capability internally
compared with the vendor
community
INPUTS Specifications,
Technical expertise
Source Selection
Product cost Criteria Procurement Quantity desired
Statement of
Quality levels
Suppliers capacity Work
Work location
Will be used by an evaluation
body to select one or more Good and bad relevant
successful bidders Seller Proposals Organizational experience of sellers
Process Assets
Listings of Prospective sellers
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Addressing questions
from prospective sellers
Contract conferences
Bidder Conferences
Vendor conferences Procurement Responsibilities, Schedule,
Pre-bid conferences Negotiations Cost, Scope, IPR,Payments
Professional estimator
Independent Estimates
Get benchmark
Expert
Development, sales
To evaluate Judgment
Engineering, research seller proposals
Contracting, TOOLS Conduct Procurements
legal, accounting
Readiness of a vendor to
provide the desired end state
Analytical
Cost expected to support Techniques
budgeting and avoid cost
overruns
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Selected Sellers
Payment terms
Place of delivery
Conduct Warranty
OUTPUTS
Procurements
Resource
Calendars Availability of contracted resources
Change Requests
Cost baseline
Schedule baseline
Project Management Plan Updates
Scope baseline
Procurement management plan
Requirements documentation
Project Document Updates Requirements traceability matrix
Risk register
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Procurement
management plan
Project
How procurement will
Management Plan
be handled
Contract awards
Statement Procurement
of work Documents
Approved Change
Procurement Performance Reviews
Requests
Modifications to contract Control Conducted by buyer
terms and conditions Procurements Inspections and Audits to verify compliance
Work
Performance Performance Reporting
Seller performance reports Reports
Payment Systems
Seller developed technicial TOOLS
documentation Claims Systerm to keep
Administration procurement records
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Work Basis for identification of current or
Performance potential problems to support later claims or
Information new procurements
Baseline Schedule
Project Management Plan Updates
Procurement Management Plan
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Procurement management Plan Project
Management Plan
How the contract wil be closed
Procurement
Changes Documents INPUTS Structured review of
procurement process
Procurement
Audits Identify best practices
Payment records
and things to avoid
Close
Audit reports Procurements Settlement of issues,
claims,disputes
Procurement
Negotiations
ADR
TOOLS
Contract documents
Records and correspondance
Management
System
System to keep
procurement records
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Closed Procurements Formal notification that contract is closed
Organizational Process
Assets Updates Deliverable acceptance
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Identify Stakeholders Manage Stakeholder Engagement
PROJECT STAKEHOLDER
MANAGEMENT
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Internal and external teams Identify stakeholders,their
involved Project Charter Stakeholder names,roles, departments
Analysis Their
Sponsor
expectations,interests,knowledge
,influence
Customer
Find about other
Departments stakeholders from them
Key stakeholders
Classify to develop Power/Interest grid
an approach:
Power/Influence Grid
RFP.RFQ.RFI Procurement INPUT Influence/Impect grid
Documents
Salience model
Key People in the content
Identify Determine how you will deal with them
Governmental or
industry standard Stakeholders Identify how you will get them on your side.
(regulations)
Enterprise
Organizational Environmental Factors Senior Management
culture and structure TOOLS Business units
Expert Judgment Identified key stakeholders
Stakeholder Project managers who have
Organizational
register template worked on similar projects
Process Assets
Lessons learned SME's/consultints
from past projects
Stakeholder registers Profile analysis meetings
Meetings
from past projects
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Supporter/neutral/register
Internal/external
Identify Stakeholder Register
OUTPUTS Name,Organization,position,role,contact information
Stakeholders
Major requirements,expectaions,influence,interest
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How human Senior
resources management
requirements will be
met SMEs
Expert Judgment
Need and techniques Project Industry groups
for communication Management Plan and consultants
among stakeholders
With experts and
Stakeholder
the project team
List of stakeholders Register
to define the
required
Organizational Enterprise engagement
culture Environmental levels of all
Factors Meetings stakeholders
Organization INPUTS TOOLS
structure
Unaware
Analytical
Political climate Techniques
Plan Stakeholder Resistant
Lessons learned Management
database Organizational Neutral
Process Assets
Historical information
are of particular Supportive
importance
Leading
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Component of the project
Stakeholder
management plan
Management Plan
Plan Stakeholder
OUTPUTS
Management Project schedule
Project
Documents
Updates
Stakeholder
register
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Guidance on how
the various Stakeholder
stakeholders can be Management Plan
best involved in the Face-to-face
project Meeting
Communication
Methods Telephone Calls
Stakeholder
communications Emails
requirements Communications
Management Plan
Building trust
Person or groups
who will receive
Resolving conflict
information Interpersonal
Skills Active listening
INPUTS TOOLS
Escalation process Dealing with
resistance to change
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New issues are identified
Issue Log
Current issues are resolved
Project Management
Plan Updates Stakeholder Management Plan
Manage Stakeholder
Engagement
Project Document
OUTPUTS Updates Stakeholder register
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How work will be
executed to accomplish
the project objectives
Capture, store,
Project
Needs and techniques Information and distribute
Management Plan
for communication Management information to
among stakeholders Systems stakeholders
Issue Log
Percentage of work Senior
completed management
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Work Status of deliverables
Performance
Implementation status for change requests
Information
Forecasted estimates to complete
Preventive Actions
Project Management
Plan Updates Stakeholder Management Plan
Control Stakeholder
Engagement
Project Document
OUTPUTS Updates Stakeholder register
Issue Log
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