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Preparation Worksheet #1
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101­120 Project Integration Management – Processes & activities  required to ensure that the various elements of the project are properly coordinated to meet
121­140 stakeholder expectations.
141­160
Area Process Inputs Tools and Outputs / Deliverables Other Notes
161­180
Techniques Process
181­200
201­220
Group
221­240
241­260 4.1 Develop Project   Contract   Project selection   Project Charter Initiating Sponsor initiates the charter;
PMP Extra Notes Charter which formally methods charter includes 1) requirements
PMI Global Stds authorizes a project   SOW (includes to satisfy needs (“what”) 2)
business need,   Project mgmt business needs that the project
PMP Prep Worksheets scope description, methodology addresses (“why”) 3) justification
PM Processes strategic plan) 4) named project manager 5)
Project Lifecycle   PMIS milestones 6) assumptions 7)
  EEF constraints (“fixed dates”) 8)
Quantitative Marketing   Expert judgment business case 9) summary
Study   OPA (templates, budget
Evaluating a procedures)
Market Positioning
Glossary
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Noteworthy Links Project Integration Management – Processes & activities  required to ensure that the various elements of the project are properly coordinated to meet
stakeholder expectations.

Area Process Inputs Tools and Outputs / Deliverables Other Notes

Techniques Process
Group

4.2 Develop   Project charter   Project mgmt   Preliminary project Initiating Scope includes 1) objectives 2)

Preliminary Project methodology scope statement product requirements 3)
Scope Statement   SOW acceptance criteria 4) project
which provides a high   PMIS deliverables 5) constraints &
level scope description   EEF assumptions 6) project
  Expert judgment organization 7) initial risks 8)
  OPA milestones 9) initial WBS 10)
high level cost estimate 11)
project configuration mgmt
requirements 12) approval
requirements

4.3 Develop Project   Preliminary project   Project mgmt   Project Planning Plan includes 1) processes

Management Plan that scope statement methodology management plan selected 2) level of
documents what is implementation 3) tools to be
needed to define,   Project   PMIS includes used 4) interactions 5) how to
prepare, integrate & management config mgmt system execute work 6) how to control
coordinate all processes to identify changes changes 7) how to do
subsidiary plans to product and configuration mgmt 8) baselines
  EEF control changes use 9) communication needs 10)
project phases 11) key mgmt
  OPA   Expert judgment issues

4.4 Direct & Manage   Project   Project mgmt   Deliverables Executing Actions include 1) perform

Project Execution by management plan methodology activities 2) spend money 3)
executing the work   Requested train staff 4) manage vendors 5)
defined in the project   Approved   PMIS changes implement standards 6) create,
management plan to corrective actions control & validate deliverables 7)
meet requirements   Implemented manage risk & risk response
defined in the scope   Approved change requests activities 8) adapt scope
statement preventive actions changes as needed 9) manage
  Implemented communications 10) collect
  Approved change corrective actions project data including cost &
requests milestones 11) collect &
  Implemented document lessons learned and
  Approved defect preventative actions process improvement actions
repair
  Implemented
  Validated defect defect repair
report
  Work performance
  Administrative information (status,
closure procedure budget, % complete)

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Project Integration Management – Processes & activities  required to ensure that the various elements of the project are properly coordinated to meet
stakeholder expectations.

Area Process Inputs Tools and Outputs / Deliverables Other Notes

Techniques Process
Group

4.5 Monitor & Control   Project   Project mgmt   Recommended Monitor & Actions include 1) compare

Project Work through management plan methodology corrective actions Control actual vs. plan 2) determine
the processes required corrective actions needed 3)
to initiate, plan,   Work performance   PMIS   Recommended analyze risks & ensure
execute & close a information preventative actions corrective actions taken 4)
project to meet   Earned Value maintain information base 5)
performance objectives   Rejected change technique   Forecasts status reporting 6) forecasting
defined in the project requests
management plan   Expert judgment   Recommended
defect repair

  Requested
changes

4.6 Integrated Change   Project   Project mgmt   Approved change Monitor & Change control is needed

Control by reviewing all management plan methodology requests Control because projects seldom run
change requests, according to plan.  Changes
approving changes &   Requested   PMIS   Rejected change must be managed; also includes
controlling changes to changes requests documenting changes and only
the deliverables &   Expert judgment releasing approved changes. 
organizational process   Work performance   Project Defect repair must be validated
documents information management plan and quality controlled.
(updates)
  Recommended  
preventative actions   Project scope
management Configuration management also
  Recommended (updates) occurs – identify changes,
corrective actions determine if changes have been
  Approved implemented, and verify
  Recommended corrective actions changes after complete.
defect repair
  Approved  
  Deliverables preventative actions
Every documented change must
  Approved defect either be accepted or rejected by
repair some authority.

  Validated defect
repair

  Deliverables

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Project Integration Management – Processes & activities  required to ensure that the various elements of the project are properly coordinated to meet
stakeholder expectations.

Area Process Inputs Tools and Outputs / Deliverables Other Notes

Techniques Process
Group

4.7 Close Project by   Project   Project mgmt   Administrative Closing Updates after project completion

finalizing all activities management plan methodology closure procedure include 1) formal acceptance
across all of the project documentation (written) 2)
process groups to   Contract   PMIS   Contract closure project files updated 3) project
formally close the documentation procedure closure documents prepared
project   Expert judgment (even for projects halted before
  EEF   Final product, completion) 4) historical
service or result information is used to update the
  OPA “lessons learned” database
  OPA (updates)
  Work performance
information

  Deliverables

  

Preparation Worksheet #2

Area Process Inputs Tools and Techniques Outputs / Deliverables Other Notes

Process
Group
Project Scope Management – Processes required to ensure that the project includes all the work required, and only the work
required, to complete the project successfully; focus on what is and what is not included in the project

5.1 Scope Planning by   EEF   Expert judgment   Project scope Planning Project scope management plan

creating a project management plan includes 1) process to prepare
scope management   OPA   Templates, forms, detailed scope based on
plan which includes standards preliminary scope 2) process to
how the WBS will be   Project charter create WBS from scope 3)
created & defined   process to specify verification of
  Preliminary project deliverables 4) process to
scope statement control scope changes

  Project
management plan

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Area Process Inputs Tools and Techniques Outputs / Deliverables Other Notes

Process
Group

5.2 Scope Definition   OPA   Product analysis   Project scope Planning Preparation of a detailed scope

by developing a statement statement is critical to the
detailed project scope   Project charter   Alternatives project success.  Includes 1)
statement identification   Requested objectives 2) scope description
  Preliminary project changes 3) requirements 4) boundaries
scope statement   Expert judgment (excluded items) 5) deliverables
  Project scope 6) acceptance criteria 7)
  Project scope   Stakeholder management plan constraints 8) assumptions 9)
management plan analysis (updates) organization 10) risks 11)
milestones 12) funding 13) cost
  Approved change estimate 14) configuration
requests management requirements 15)
project specifications 16)
approval requirements

5.3 Create Work   OPA   WBS templates   Project scope Planning Decomposition divides work into

Breakdown Structure statement (updates) smaller elements by 1) identify
(WBS) by subdividing   Project scope   Decomposition deliverables 2) structure and
the deliverables & statement   WBS organize WBS 3) decomposing
work into smaller, upper WBS into lower level
more manageable   Project scope   WBS dictionary detailed components 4) assign
components management plan ID codes to WBS components
  Scope baseline 5) verifying that degree of
  Approved change decomposition is sufficient.
requests   Project scope
management plan  
(updates)
Each component must be
  Requested assigned, and defined in terms
changes of how the project will actually
be executed and controlled.

5.4 Scope Verification   Project scope   Inspection   Accepted Monitor & Scope verification is primarily

through formal statement deliverables Control concerned with acceptance of
acceptance of the the scope by stakeholders
completed project   WBS dictionary   Requested
deliverables changes
  Project scope
management plan   Recommended
corrective actions
  Deliverables

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Area Process Inputs Tools and Techniques Outputs / Deliverables Other Notes

Process
Group

5.5 Scope Control by   Project scope   Change control   Project scope Monitor & Uncontrolled changes called

controlling changes to statement system statement (updates) Control “scope creep”.  Change is
the inevitable, thus this process is
  WBS   Variance analysis   WBS (updates) needed
project scope
  WBS dictionary   Replanning   WBS dictionary
(updates)
  Project scope   Configuration
management plan management system   Scope baseline
(updates)
  Performance
reports   Requested
changes
  Approved change
requests   Recommended
corrective action
  Work performance
information   OPA (updates)

  Project
Management Plan
(updates)

 Preparation Worksheet #3
Project Time Management ­ Processes required to ensure timely completion of the project

Area Process Inputs Tools and Techniques Outputs / Deliverables Other Notes

Process
Group

6.1 Activity Definition   EEF   Decomposition   Activity list Planning The activity list does not include

by identifying the any schedule activities that are
specific activities that   OPA   Templates   Activity attributes not required as part of the
must be performed to project scope.  
produce the various   Project scope   Rolling Wave   Milestone list
project deliverables statement planning
  Requested
  WBS   Expert judgment changes

  WBS dictionary   Planning
component (control
  Project account, planning
management plan package)

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Project Time Management ­ Processes required to ensure timely completion of the project

Area Process Inputs Tools and Techniques Outputs / Deliverables Other Notes

Process
Group

6.2 Activity   Project scope   Precedence   Project schedule Planning PDM (a.k.a  Activity on Node)

Sequencing by statement diagramming method network diagrams uses 4 types of dependencies
identifying and (PDM) (F­S, F­F, S­S, S­F). 
documenting   Activity list   Activity list
dependencies among   Arrow diagramming (updates)  
schedule activities   Activity attributes method (ADM)
  Activity attributes ADM (a.k.a.  Activity on Arrow)
  Milestone list   Schedule network (updates) uses only F­S dependencies. 
templates Allows dummy activities to
  Approved change   Requested show logical relationships. 
requests   Dependency changes (Usually shown as a dashed
determination line.)
 
  Applying leads and  
lags
3 types of dependencies ­
mandatory, discretionary (best
practices) and external.

6.3 Activity Resource   EEF   Expert judgment   Activity resource Planning  

Estimating through requirements
estimating the type &   OPA   Alternatives
quantity of resources analysis   Activity attributes
needed to complete   Activity list (updates)
each activity   Published
  Activity attributes estimating data   Resource
breakdown structure
  Resource   Project
availability management   Resource
software calendars (updates)
  Project
management plan   Bottom­up   Requested
estimating changes

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Project Time Management ­ Processes required to ensure timely completion of the project

Area Process Inputs Tools and Techniques Outputs / Deliverables Other Notes

Process
Group

6.4 Activity Duration   EEF   Expert judgment   Activity duration Planning  

Estimating by estimates
estimating the number   OPA   Analogous
of work periods which estimating (use   Activity attributes
will be needed to   Project scope actual duration of (updates)
complete individual statement similar activity from
activities past)
  Activity list
  Parametric
  Activity attributes estimating (hours per
meter)
  Activity resource
requirements   Three­point
estimates (average of
  Resource most likely, optimistic
calendars & pessimistic)

  Project   Reserve analysis
management plan
(risk register, activity
cost estimates)

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Project Time Management ­ Processes required to ensure timely completion of the project

Area Process Inputs Tools and Techniques Outputs / Deliverables Other Notes

Process
Group

6.5 Schedule   OPA   Schedule network   Project schedule Planning Critical Path is the longest path

Development by analysis through a network diagram and
analyzing activity   Project scope   Schedule model shows earliest completion of a
sequences, activity statement   Critical path data project. 
durations, and resource method
requirements to create   Activity list   Schedule baseline  
the project schedule   Schedule
  Activity attributes compression   Resource CPM uses the most likely
requirements estimate to calculate the float to
  Project schedule   What­if scenario (updates) determine project duration and
network diagrams analysis scheduling flexibility.
  Activity attributes
  Activity resource   Resource leveling (updates)  
requirements
  Critical chain   Project calendar Critical chain modifies schedule
  Resource method (updates) to account for limited
calendars resources.  Define critical path,
  Project   Requested then apply resources – often
  Activity duration management changes path changes. 
estimates software
  Project  
  Project   Applying calendars management plan
management plan (updates, including Schedule can be showed as a
(risk register)   Adjusting leads schedule network diagram, bar chart
and lags management plan) (gantt), or milestone chart.

  Schedule model

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Project Time Management ­ Processes required to ensure timely completion of the project

Area Process Inputs Tools and Techniques Outputs / Deliverables Other Notes

Process
Group

6.6 Schedule Control –   Schedule   Progress reporting   Schedule model Monitor & Key measures include Schedule

controlling changes to management plan data (updates) Control Variance (SV) and Schedule
the project schedule   Schedule change Performance Index (SPI).
including 1) determining   Schedule baseline control system   Schedule baseline
current status of (updates)  
project schedule 2)   Performance   Performance
influencing factors that reports measurement   Performance Progress reporting includes
cause changes 3) measurements actual start and finished dates,
determining that the   Approved change   Project and remaining durations for
schedule has changed requests management   Requested unfinished activities..
4) managing changes software changes
as they occur  
  Variance analysis   Recommended
corrective actions Schedule revisions are a special
  Schedule category of schedule updates –
comparison bar   OPA generally incorporated in
charts response to approved change
  Activity list requests.  The original schedule
(updates) baseline and model are saved to
prevent loss of data.
  Activity attributes
(updates)

  Project
management plan
(updates)

 
Preparation Worksheet #4
Project Cost Management – processes in planning and controlling costs so that the project can be completed within budget

Area Process Inputs Tools and Techniques Outputs / Deliverables Other Notes

Process
Group

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7.1 Cost Estimating   EEF   Analogous   Activity cost Planning Top down / analogous estimating

through estimating estimates is generally less costly and less
  OPA accurate than other techniques.
approximating the   Determine   Activity cost
costs of the resources   Project scope resource cost rates estimate supporting Bottom­up estimating accuracy
needed to complete statement detail (description, is driven by size of work items
project activities   Bottom­up basis of estimate, being estimated.  Reserve
  WBS estimating assumptions, analysis includes “known
constraints, ROM) unknowns”.
  WBS dictionary   Parametric
estimating   Requested Project in initiation phase as
  Project changes rough order of Magnitude (ROM)
management plan   Project of –50/+100%, later could go to
(schedule & staffing management   Cost management –10%/+15%
mgmt plan, risk software plan (updates)
register)
  Vendor bid
analysis

  Reserve analysis

  Cost of quality

7.2 Cost Budgeting by   Project scope   Cost aggregation   Cost baseline Planning Cost baseline is a time­phased

aggregating estimated statement budget to measure and monitor
costs of individual   Reserve analysis   Project funding cost performance.
activities or work   WBS requirements
packages to establish a   Parametric  
cost baseline   WBS dictionary estimating   Cost management
plan (updates) Reserve are budgeted for
  Activity cost   Funding limit unplanned, but potentially
estimates reconciliation   Requested required, changes to project
changes scope and cost – not part of the
  Activity cost project cost baseline or earned
estimate supporting value.
detail
 
  Project schedule
Project funding requirements are
  Resource derived from the cost baseline.
calendars

  Contract

  Cost management
plan

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7.3 Cost Control by   Cost baseline   Cost change   Cost estimate Monitor &   PV ­ Planned Value (also

influencing factors that control system (updates) Control Budget at Completion BAC)
create cost variances &   Project funding
controlling changes to requirements   Performance   Cost baseline   EV ­ Earned Value
the project budget measurement (updates)
  Performance analysis   AC ­ Actual Cost
reports   Performance
  Forecasting measurements   ETC – Estimate to
  Approved change Complete
requests   Project   Forecasted
management reviews completion   EAC – Estimate at
  Project Completion
management plan   Project   Requested
management changes Formulas to remember:
software
  Recommended   Schedule Variance = EV­
  Variance corrective actions PV 
management
  Organizational   Cost Variance = EV­AC  
process assets
(updates)   Schedule Performance
Index = EV/PV  
  Project
management plan   Cost Performance Index =
(updates) EV/AC  (<1.0 overrun, 1.0 on
budget, > 1.0 underrun)

  SPI, CPI used to forecast
completion date and project
cost projection

Preparation Worksheet #5
Project Quality Management – processes to ensure that the project will satisfy the needs for which it was undertaken & implements the quality
management system

Area Process Inputs Tools and Techniques Outputs / Deliverables Other Notes

Process
Group

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8.1 Quality Planning by   EEF   Cost­benefit   Quality Planning Quality is “the degree to which a

analysis management plan set of inherent characteristics
identifying which   OPA fulfill requirements”
quality standards are   Benchmarking   Quality metrics
relevant to the project   Project scope Customer Satisfaction:
and determining how to statement   Design of   Quality checklists Conformance to requirements,
satisfy them experiments specifications, and fitness for
  Project   Process use.
management plan   Cost of quality improvement plan
(COQ) (steps to analyze Quality is planned in, not
processes to identify inspected in.
  Additional quality waste & non­value
planning tools added items Cost of quality is total cost of all
efforts related to quality.  Project
  Quality baseline may not reap benefits since
they are later in product lifecycle
  Project (i.e. lower returns)
management plan
(updates)

8.2 Perform Quality   Quality   Quality planning   Requested Executing Deming: Plan, Do, Check, Act

Assurance by management plan tools and techniques changes
employing activities to Kaizen (Continuous
ensure the project   Quality metrics   Quality audits   Recommended Improvement): Small
employs all processes corrective actions improvements in products or
needed to meet   Process   Process analysis processes to reduce costs and
requirements improvement plan   Process analysis ensure consistency of products
  Quality control or services.
  Work performance tools and techniques   Quality control
information tools and techniques ISO 9000:  An international
standard that describes a
  Approved change recommended quality system. 
requests Does not include quality
procedures or forms.
  Quality control
measurements Heuristic is a rule of thumb (e.g.
Rule of Seven)
  Implemented
change requests

  Implemented
corrective actions

  Implemented
defect repair

  Implemented
preventative actions

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8.3 Perform Quality   Quality   Cause and effect   Quality control Monitor &   +/­ 1 sigma = 68.26%

Control by monitoring management plan diagram measurements Control
specific project results   +/­ 2 sigma = 95.46%
to determine if they   Quality metrics   Control charts   Validated defect
comply with relevant repair   +/­ 3 sigma = 99.73%
quality standards and   Quality checklists   Flowcharting
identifying ways to   Quality baseline   +/­ 6 sigma = 99.99 %
eliminate causes of   OPA   Histogram (updates)
unsatisfactory Variable:  Characteristic to be
performance   Work performance   Pareto chart   Recommended measured (e.g. size, shape)
information corrective actions
  Run chart Attribute:  The measurement
  Approved change   Recommended (e.g. inches, pounds)
requests   Scatter diagram preventative actions
Statistical Independence:  The
  Deliverables   Statistical   Requested probability of 1 event occurring
sampling changes does not affect the probability of
another event occurring.
  Inspection   Recommended
defect repair
  Defect repair
review   OPA

  Validated
deliverables

  Project
management plan
(updates)

Preparation Worksheet #6
Project Human Resource Management – process the organize & manage the project team

Area Process Inputs Tools and Techniques Outputs / Other Notes

Deliverables Process
Group

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9.1 Human Resources   EEF
Planning by identifying, (organizational,
documenting project technical,
roles, responsibilities & interpersonal,
reporting relationships logistical & political)
as well as creating the
staffing management   OPA (templates,
plan checklists)
  Project
management plan
(activity resource
requirements)
9.2 Acquire Project   EEF
Team by getting the
human resources   OPA
needed to complete the
project   Roles and
responsibilities
  Project
organization charts  
  Staffing
management plan
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  Organization   Roles and Planning Staff management plan includes
charts and position responsibilities (role, 1) staff acquisition 2) timetable
descriptions authority, 3) release criteria 4) training
(hierarchical charts, responsibility, needs 5) recognition & rewards
matrix charts, text competencies 6) compliance 7) safety
formats) – required)
responsibility
assignment matrix   Project
(RAM) organization charts
  Networking   Staffing
management plan
  Organizational
theory
  Pre­assignment   Project staff Executing Conflict Resolution Techniques:
assignments
  Negotiation   Problem Solving (Address
  Resource interests)
  Acquisition availability
  Compromising (Middle
  Virtual teams   Staffing ground)
management plan
(updates)   Forcing (Impose judgement)
  Withdrawal (Avoidance)
  Smoothing (Peace keeping)
PMI recommends Problem
Solving as best choice followed
by compromising.  Forcing is
last.
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9.3 Develop Project   Project staff   General   Team performance Executing Maslow’s Hierarchy of Needs (in

Team by improving assignments management skills assessment order):
competencies & includes 1)
interactions to enhance   Staffing   Training improvements in   Physiological (Lowest)
project performance management plan skills for individuals
  Team­building 2) improvements in   Safety
  Resource activities competencies for the
availability group as a whole 3)   Social
  Ground rules reduce staff turnover
rate   Esteem
  Co­location
  Self­Actualization (Highest)
  Recognition and
rewards MacGregor’s Theory X – People
must be constantly watched. 
They are incapable, avoid
responsibility, and avoid work.

MacGregor’s Theory Y – People
are willing to work without
supervision and want to achieve.

Ouchi's Theory Z ­ People work
effectively when secure,
consulted and held collectively
responsible.

9.4 Manage Project   OPA   Observation and   Requested Monitor & Lessons learned documentation

Team by tracking conversation changes Control can include 1) org charts as
member performance,   Project staff templates 2) rules or techniques
providing feedback, assignments   Project   Recommended that were particularly successful
resolving issues and performance corrective actions 3) virtual teams, location items
coordinating changes   Roles and appraisals that were successful 4) special
to enhance project responsibilities   Recommended skills discovered during the
performance   Conflict preventative actions project
  Project management
organizational charts   OPA (updates)
  Issue log
  Staffing   Project
management plan management plan
(updates)
  Team performance
assessment

  Work performance
information

  Performance
reports

 
Preparation Worksheet #7
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Project Communications Management – Processes required to ensure timely and appropriate generation,
collection, dissemination, storage and ultimate disposition of project information; provide the critical links among
people & information that are needed for successful communications

Area Process Inputs Tools and Techniques Outputs / Deliverables Other Notes

Process
Group

10.1 Communication   EEF   Communications   Communications Planning Communication Methods:

Planning by requirements analysis management plan
determining the   OPA (provides 1)   Formal Written – Project
information and   Communications stakeholder Plans/Charters
communications needs   Project scope technology requirements 2) info
of the stakeholders statement to be communicated   Formal Verbal –
3) responsibility 4) Presentations, Speeches
  Project methods & frequency
management plan 5) escalation 6)   Informal Written – Memos,
(constraints, updating ) e­mail
assumptions)
  Informal Verbal –
Meetings, Conversations

Comm. Channels:  N(N­1)/2
where N is equal to the number
of people.

   

10.2 Information   Communications   Communications   OPA Executing PM should spend 70 ­ 90% of

Distribution through management plan skills their time communicating.
making needed   Requested
Basic elements of
information available to   Information changes
communication:
project stakeholders in gathering and
a timely manner retrieval systems
  Sender (or encoder)
  Information
  Message.
distribution methods
  Receiver (or decoder)
  Lessons learned
process

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Project Communications Management – Processes required to ensure timely and appropriate generation,
collection, dissemination, storage and ultimate disposition of project information; provide the critical links among
people & information that are needed for successful communications

Area Process Inputs Tools and Techniques Outputs / Deliverables Other Notes

Process
Group

10.3 Performance   Work performance   Information   Performance Monitor & Performance Reporting Tools:

Reporting by collecting information presentation tools reports Control
and disseminating   Status Report
performance   Performance   Performance   Forecasts
information including measurements information gathering   Progress Report
status reporting, and compilation   Requested
progress measurement   Forecasted changes   Trend Report
& forecasting completion   Status review
meetings   Recommended   Forecasting Report
  Quality control corrective actions
measurements   Time reporting   Variance Report
systems   OPA
  Project   Earned Value**
management plan   Cost reporting
(performance systems
measurement
baseline)

  Approved change
requests

  Deliverables

10.4 Manage   Communications   Communications   Resolved issues Monitor &  

Stakeholders by management plan methods Control
managing   Approved change
communications to   OPA   Issue logs requests
satisfy he requirements
of, and resolve issues   Approved
with, project corrective actions
stakeholders
  OPA

  Project
management plans
(updates)

Preparation Worksheet #8
Project Risk Management – processes concerned with planning, identifying, analyzing and responding to project risk; objective is  to increase the
probability & impact of positive events and to decrease the probability and impact of adverse events

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Area Process Inputs Tools and Techniques Outputs / Deliverables Other Notes

Process
Group

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11.1 Risk Management   EEF   Planning Meetings   Risk Management Planning Risk management plan includes

Planning by deciding and analysis Plan methodology, roles,
how to approach, plan   OPA responsibilities, budget, timing,
& execute the risk scoring / interpretation,
management activities   Project scope thresholds, reporting, tracking,
for a project statement etc.

  Project Risk Categories:
management plan
  Technical

  Project management

  Organizational

  External

11.2 Risk Identification   EEF   Documentation   Risk register Planning Risk Components:

by determining which reviews (includes list of
risks might affect the   OPA risks, potential   Risk event
project and   Information responses, root
documenting their   Project scope gathering techniques causes, and updated   Risk event probability
characteristics statement risk categories)
  Checklist analysis   Risk event consequence
  Risk management
plan   Assumptions   Risk event status
analysis
  Project
management plan   Diagramming
techniques

11.3 Qualitative Risk   OPA   Risk probability   Risk register Planning Use of low precision data may

Analysis by prioritizing and impact (updates) lead to faulty analysis.
risks for further   Project scope assessment
analysis or action by statement Risks calculated as high or
assessing & combining   Probability and moderate would be prime
their probability of   Risk management impact matrix candidates for further analysis.
occurrence & impact plan
  Risk data quality
  Risk register assessment

  Risk categorization

  Risk urgency
assessment

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11.4 Quantitative Risk   OPA   Data gathering and   Risk register Planning Quantitative analysis follows

Analysis through representation (updates) including qualitative analysis. 
numerically analyzing   Project scope techniques 1) probabilistic
the effect on overall statement analysis of the Objectives include:
project objectives of   Quantitative risk project for schedule
identified risks   Risk management analysis and & cost outcomes 2)   Determine probability of
plan modeling techniques prioritized list of reaching project objectives
(sensitivity analysis, quantified risks 3)
  Risk register expected monetary trends in quantitative   Determine size of
value analysis, and risk results) contingency needed
  Project decision tree
management plan analysis, modeling &   Identify risks requiring most
(schedule simulation) attention based on their
management plan, priority
cost management
plan)   Identify realistic cost and
scope targets

11.5 Risk Response   Risk management   Strategies for   Risk register Planning Contingency Plan is a

Planning by developing plan negative risk or (updates) management plan that identifies
options & actions to threats (avoid, alternative strategies to be used
enhance opportunities   Risk register transfer or mitigate)   Project to ensure project success if
& reduce threats to management plan specified risk events occur.
project objectives   Strategies for (updates)
positive risks or Fallback plan is a management
opportunities (exploit,   Risk­related plan that identifies alternative
share or enhance) contractual project approaches if the risk
agreements has high impact, or if the
  Strategy for both strategy might not be fully
risks and effective. 
opportunities
(acceptance) Contingency Reserve accounts
for known risks that have been
  Contingency accepted.
response strategy
Secondary risks arise from
implementing the contingency
plan. 

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11.6 Risk Monitoring   Risk management   Risk   Risk register Monitor & Purpose of Risk Monitoring is to

and  Control by plan reassessment (updates) Control determine if:
keeping track of
identified risks,   Risk register   Risk audits   Requested   Risk responses
monitoring residual changes implemented as planned
risks and identifying   Approved change   Variance and trend
new risks, executing requests analysis   Recommended   Risk response actions were
risk response plans corrective actions as effective as planned
and evaluating their   Work performance   Technical
effectiveness information performance   Recommended   Project assumptions are
throughout the project measurement preventative actions still valid
life cycle   Performance
reports   Reserve analysis   OPA   Risk trigger has occurred

  Status meetings   Project   Risk exposure has changed

management plan
(updates)  

Preparation Worksheet #9
Project Procurement Management – processes required to acquire goods and services from outside the performing team; administering contractual
obligations placed on the project team by the contract

Area Process Inputs Tools and Techniques Outputs / Deliverables Other Notes

Process
Group

12.1 Plan Purchases   EEF   Make or buy   Procurement Planning Contract Type:

and Acquisitions by analysis management plan
determining what to   OPA   FP – Fixed Price or Lump
purchase or acquire   Expert judgment   Contract sum.  (Simplest form is PO) –
and when to do it   Project scope statement of work – risk on seller
statement   Contract types needs to be clear,
complete and   CR – Cost Reimbursable
  WBS concise (cost plus fee, cost plus fixed
fee or cost plus incentive fee)
  WBS dictionary   Make or buy – place risk on buyer
decisions
  Project   T&M – Time and Materials
management plan   Requested (aspects of FP and CR
(risk register, risk­ changes contracts)  ­ Moderate cost
related contractual risk to buyer.)
agreements,
resource  
requirements, project
schedule, activity
cost estimates, cost
baseline)

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Project Procurement Management – processes required to acquire goods and services from outside the performing team; administering contractual
obligations placed on the project team by the contract

Area Process Inputs Tools and Techniques Outputs / Deliverables Other Notes

Process
Group

12.2 Plan Contracting   Procurement   Standard forms   Procurement Planning Procurement management plan

by management plan documents can include 1) type of contract 2)
  Expert judgment independent estimates 3)
documenting products,   Contract   Evaluation criteria standardized procurement
services & results statement of work (can include cost, documents 4) constraints &
requirements and technical capability, assumptions 5) lead times for
identifying potential   Make or buy financial capacity, contracting coordination 6)
sellers decisions business type, make­or­buy documentation 7)
references, etc…) scheduled dates in contracts 8)
  Project performance metrics for
management plan   Contract managing contracts
(risk register, risk­ statement of work
related contractual (updates)
agreements,
resource
requirements, project
schedule, activity
cost estimates, cost
baseline)

12.3 Request Seller   OPA   Bidder   Qualified sellers Executing All bidders conference Q&A

Responses by conferences list should be put in writing and
obtaining information,   Procurement issued to all potential sellers as
quotations, bids offers management plan   Advertising   Procurement an addendum to the procurement
or proposals document package docs.
  Procurement   Develop qualified
documents sellers list   Proposals

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Project Procurement Management – processes required to acquire goods and services from outside the performing team; administering contractual
obligations placed on the project team by the contract

Area Process Inputs Tools and Techniques Outputs / Deliverables Other Notes

Process
Group

12.4 Select Sellers by   OPA   Weighting system   Selected sellers Executing Objectives of Negotiation:

reviewing offers,
choosing among   Procurement   Independent   Contract   Obtain a fair and
potential sellers, and management plan estimates reasonable price
negotiating a written   Contract
contract   Evaluation criteria   Screening system management plan   Develop a good relationship
with the seller (should be a
  Procurement   Contract   Resource win­win situation)
document package negotiation availability
Items to negotiate include:
  Proposals   Seller rating   Procurement Responsibilities, authority,
systems management plan applicable law, technical and
  Qualified sellers (updates) business mgmt approaches,
list   Expert judgment contract financing, and price.
  Requested
  Project   Proposal changes
management plan evaluation
(risk register, risk­ techniques
related contractual
agreements,
resource
requirements, project
schedule, activity
cost estimates, cost
baseline)

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Project Procurement Management – processes required to acquire goods and services from outside the performing team; administering contractual
obligations placed on the project team by the contract

Area Process Inputs Tools and Techniques Outputs / Deliverables Other Notes

Process
Group

12.5 Contract   Contract   Contract change   Contract Monitor & Contracts are often managed by

Administration by control system documentation Control a contract department who have
managing contract &   Contract authority and responsibility for
relationship between management plan   Buyer­conducted   Requested contracts.  The PM must work
the buyer & seller; performance review changes closely with this group to ensure
documenting   Selected sellers that project objectives are met.
performance to   Inspections and   Recommended
establish corrective   Performance audits corrective actions
actions, and manage reports
contract change   Performance   OPA
  Approved change reporting
requests   Project
  Payment system management plan
  Work performance (updates)
information   Claims
administration

  Records
management system

  Information
technology

12.6 Contract Closure   Procurement   Procurement   Closed contracts Closing Centralized Contracting – A

through completing and management plan audits separate contracting office
settling each contract,   OPA (update handles contracts for all
including resolution of   Contract   Records contract file, projects.
any open items management plan management system deliverable
acceptance, and Decentralized Contracting – A
  Contract lessons learned contract administrator is
documentation documentation) assigned to each project.

  Contract closure
procedure

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