Knowledge

Areas
Process Groups
Initiating Planning Executing Controlling Closing
Integration
(3)
(3C)
Project Plan Development
Taking the results of other planning
processes and putting them into a
consistent coherent document
Inputs
1. Other planning outputs
2. Historical info
3. Organizational policies
4. Constraints
5. Assumptions
!ools
1. ro!ect planning methodolog"
2. #takeholder skills $ kno%ledge
3. ro!ect &anagement info s"stems
4. 'arned (alue management
"utputs
1. ro!ect lan
2. #upporting )etail
#otes
The ro!ect lan should include the
ro!ect Charter* #cope #tatement* +,#*
,udget* #chedule* -isks* and other
compan" documents.

Project Plan Execution
Carr"ing out the ro!ect lan ."
performing the acti(ities included
therein.
Inputs
1. ro!ect plan
2. #upporting detail
3. Organizational policies
4. re(enti(e action
5. Correcti(e action
!ools
1. /eneral management skills
2. roduct skills and kno%ledge
3. +ork authorization s"stem
4. #tatus re(ie% meetings
5. ro!ect &anagement info s"stems
0. Organizational procedures
"utputs
1. +ork results
2. Change re1uests
#otes
&2s role is to integrate all pieces of a
pro!ect into a cohesi(e %hole. 3t is
senior managements responsi.ilit" to
define the pro!ect and protect it from
changes.

Integrated C$ange Control
Coordination of changes across the entire
pro!ect.
Inputs
1. ro!ect plan
2. erformance reports
3. Change re1uests
!ools
1. Change control s"stem
2. Configuration management
3. erformance measurement
4. Additional planning
5. ro!ect &anagement info #"stems
"utputs
1. ro!ect plan updates
2. Correcti(e action
3. 4essons learned
#otes
& must .e concerned %ith the
follo%ing for o(erall change control5
1. 3nfluencing the factors that affect
change
2. 'nsuring that change is .eneficial
3. )etermining that change has occurred
4. &anaging changes as the" occur
Knowledge
Areas
Process Groups
Initiating Planning Executing Controlling Closing
%cope
(&)
(3C'())
Initiation
Committing the organization to
.egin the ne6t phase of the pro!ect
Inputs
1. roduct description
2. #trategic plan
3. ro!ect selection criteria
4. Historical information
!ools5
1. ro!ect selection methods
2. '6pert !udgment
"utputs
1. ro!ect charter
2. & identified and assigned
3. Constraints
4. Assumptions
#otes
& should .e identified in this
phase. ro!ect &anager selection is
considered an output of this phase.
High7le(el planning and feasi.ilit"
studies are also conducted during
initiation.
%cope Planning
)e(eloping a %ritten scope statement as
the .asis for future pro!ect decisions.
Inputs
1 roduct description
2. ro!ect charter
3. Constraints
4. Assumptions
!ools
1. roduct Anal"sis
2. ,enefit 8 Cost anal"sis
3. Alternati(es identification
4. '6pert !udgment
"utputs
1. #cope statement
2. #upporting details
3. #cope &anagement plan
#otes
#cope statement should include5
1. ro!ect !ustification
2. ro!ect product
3. ro!ect deli(era.les
4. ro!ect o.!ecti(es
%cope De*inition
#u.7di(iding the ma!or pro!ect
deli(era.les into smaller* more
managea.le* components.
Inputs
1. #cope statement
2. Constraints
3. Assumptions
4. Other planning outputs
5.Historical information
!ools
1. +,# template
2. )ecomposition
"utputs
1. +,#
2. #cope statement update
#otes
+,# is used as a .asis for man"
planning acti(ities.
%cope +eri*ication
9ormalizing acceptance of the pro!ect
scope.
Inputs
1. +ork results
2. roduct documentation
3. +,#
4. #cope statement
5. ro!ect plan
!ools
1. 3nspection
"utputs
1. 9ormal acceptance
#otes
#cope (erification deals %ith the
acceptance of the %ork* not the
correctness of the %ork. :ualit"
Control deals %ith the correctness of
the %ork.
%cope C$ange Control
Controlling changes to the pro!ect scope.
Inputs
1. +,#
2. erformance reports
3. Change re1uests
4. #cope management plan
!ools
1. #cope change control s"stem
2. erformance measurement
3. Additional planning
"utputs
1. #cope changes
2. Correcti(e action
3. 4essons learned
4. Ad!usted .aseline
#otes
Correcti(e Action7 an"thing done to
.ring e6pected future pro!ect
performance in line %ith the pro!ect plan.
Knowledge
Areas
Process Groups
Initiating Planning Executing Controlling Closing
!ime
(&)
(,C'-))
Activit. De*inition
3dentif"ing the specific acti(ities that
must .e performed to produce the
(arious pro!ect deli(era.les.
Inputs
1. +,#
2. #cope statement
3. Historical information
4. Constraints
5. Assumptions
0. '6pert !udgment
!ools
1. )ecomposition
2. Templates
"utputs
1. Acti(it" list
2. #upporting detail
3. +,# updates
#otes
)ecomposition here generates acti(ities*
%hereas decomposition in
#cope )efinition generates
deli(era.les.
Activit. %e/uencing
3dentif"ing and documenting
interacti(it" dependencies.
Inputs
1. Acti(it" list
2. roduct description
3. &andator" dependencies
4. )iscretionar" dependencies
5. '6ternal dependencies
0. &ilestones
!ools
1. recedence )iagramming &ethod
2. Arro% )iagramming &ethod
3. Conditional )iagramming &ethods
4. ;et%ork Templates
"utputs
1. ro!ect net%ork diagrams
2. Acti(it" list updates
#otes
1. )& has 4 t"pes of dependencies <97
#* 979* #79* #7#=
2. A)& onl" uses 97# dependencies
3. A)& uses dummies* )& doesn2t.
%c$edule Control
Controlling changes to the pro!ect
schedule
Inputs
1. ro!ect schedule
2. erformance reports
3. Change re1uests
4. #chedule management plan
!ools
1. #chedule change control s"stem
2. erformance measurement
3. Additional planning
4. ro!ect management soft%are
5. >ariance anal"sis
"utputs
1. #chedule updates
2. Correcti(e action
3. 4essons learned
#otes
-e(isions are a special schedule update.
-e(isions are changes to the start and
finish dates in appro(ed schedules. The"
are usuall" re(ised onl" in response to
scope changes.
Knowledge
Areas
Process Groups
Initiating Planning Executing Controlling Closing
!ime (cont)
(&)
(,C'-))
Activit. Duration
Estimating
'stimating the num.er of %ork periods
%hich %ill .e needed to complete
indi(idual acti(ities
Inputs
1. Acti(it" list
2. Constraints
3. Assumptions
4. -esource re1uirements
5. -esource capa.ilities
0. Historical information
?. 3dentified risks
!ools
1. '6pert !udgment
2. Analogous estimating
3. :uantitati(el" .ased durations
4. -eser(e <contingenc"= time
"utputs
1. Acti(it" duration estimates
2. ,asis of estimates
3. Acti(it" list updates
#otes
1. '-T and C& estimating can onl"
.e dra%n on an AOA diagram.
2. Critical path is the longest path
through a net%ork diagram
and sho%s the earliest
completion of a pro!ect. 3t
can .e deri(ed using C&*
'-T or &onte Carlo.
%c$edule Development
Anal"zing acti(it" se1uences* acti(it"
durations* and resource re1uirements o
create the pro!ect schedule.
Inputs
1. ro!ect net%ork diagrams
2. Acti(it" duration estimates
3. -esource re1uirements
4. -esource pool descriptions
5. Calendars
0. Constraints
?. Assumptions
@. 4eads and 4ags
A. -isk management plan
1B. Acti(it" attri.utes
!ools
1. &athematical anal"sis
2. )uration compression
3. #imulation
Knowledge
Areas
Process Groups
Initiating Planning Executing Controlling Closing
!ime (cont)
(&)
(,C'-))
4. -esource le(eling heuristics
5. ro!ect &anagement soft%are
0. Coding structure
"utputs
1. ro!ect schedule
2. #upporting details
3. #chedule management plan
4. -esource re1uirement updates
#otes
1. C& techni1ue pro(ides onl" 1
estimate per task <i.e. most likel"=
2. '-T techni1ue pro(ides 3 estimates
<Optimistic <O=* essimistic <=* and
&ost 4ikel" <&==.
3. '-T 9ormulas5
<C4&CO=80
#tandard de(iation D <7O=80
>ariance D <<7O=80= 2
Knowledge
Areas
Process Groups
Initiating Planning Executing Controlling Closing
Cost
(,)
(3C'-))
0esource Planning
)etermining %hat resources <people*
e1uipment* materials= and %hat
1uantities of each should .e used to
perform pro!ect acti(ities.
Inputs
1. +,#
2. Historical information
3. #cope statement
4. -esource pool description
5. Organizational policies
0. Acti(it" duration estimates
!ools
1. '6pert !udgment
2. Alternati(es identification
3. ro!ect &anagement soft%are
"utputs
1. -esource re1uirements
#otes
; 8 A
Cost 1udgeting
Allocating the o(erall cost estimate to
indi(idual %ork items.
Inputs
1. Cost estimates
2. +,#
3. ro!ect schedule
4. -isk management plan
!ools
1. Cost .udgeting tools and techni1ues
"utputs
1. Cost .aseline
#otes
Cost .aseline is a time7phased .udget
used to measure and
monitor cost performance.
Cost Control
Controlling changes to the pro!ect
.udget.
Inputs
1. Cost .aseline
2. erformance reports
3. Change re1uests
4. Cost management plan
!ools
1. Cost change control s"stem
2. erformance measurement
3. 'arned (alue management
4. Additional planning
5. Computerized tools
"utputs
1. -e(ised cost estimates
2. ,udget updates
3. Correcti(e action
4. 'stimate at completion
5. ro!ect closeout
0. 4essons leaned
#otes
9ormulas to remem.er5
'AC E ,AC 8 C3
'TC E 'AC D AC+
>AC E ,AC 7 'AC
Knowledge
Areas
Process Groups
Initiating Planning Executing Controlling Closing
Cost (cont)
(,)
(3C'-))
Cost Estimating
)e(eloping an appro6imation
<estimation= of the costs of the resources
needed to complete !o. acti(ities.
Inputs
1. +,#
2. -esource re1uirements
3. -esource rates
4. Acti(it" duration estimates
5. 'stimating pu.lications
0. Historical information
?. Chart of accounts
@. -isks
!ools
1. Analogous estimating
2. arametric modeling
3. ,ottom up estimating
4. Computerized tools
5. Other cost estimating methods
"utputs
1. Cost estimates
2. #upporting details
3. Cost management plan
#otes
Analogous estimating is generall" less
costl" and less accurate than other
techni1ues. ,ottom up estimating
accurac" is dri(en ." size of %ork items
.eing estimated. #maller items increase
.oth cost and accurac". 9ormulas to
remem.er include5
#> E ,C+ D ,C+#
C> E ,C+ D AC+
#3 E ,C+ 8 ,C+#
C3 E ,C+ 8 AC+

Knowledge
Areas
Process Groups
Initiating Planning Executing Controlling Closing
2ualit.
(3)
(3))
2ualit. Planning
3dentif"ing %hich 1ualit" standards are
rele(ant to the pro!ect and determining
ho% to satisf" them.
Inputs
1. :ualit" polic"
2. #cope statement
3. roduct description
4. #tandards and regulations
5. Other process outputs
!ools
1. ,enefit 8 Cost anal"sis
2. ,enchmarking
3. 9lo%7charting
4. )esign of e6periments
5. Cost of 1ualit"
"utputs
1. :ualit" management plan
2. Operational definitions
3. Checklists
4. 3nputs to other processes
#otes
1. :ualit"5 the totalit" of characteristics
of an entit" that .ear on its a.ilit" to
satisf" stated or implied needs.
2. Customer satisfaction5 conformance to
re1uirements* specifications* and fitness
for use
3. :ualit" is planned in* not inspected in.
2ualit. Assurance
'(aluating o(erall pro!ect
performance on a regular .asis to
pro(ide confidence that the pro!ect
%ill satisf" the rele(ant 1ualit"
standards.
Inputs
1. :ualit" management plan
2. -esults of 1ualit" control
measurements
3. Operational definitions
!ools
1. :ualit" planning tools and
techni1ues
2. :ualit" Audits
"utputs
1. :ualit" 3mpro(ement
#otes
1. Faizen <Continued impro(ement=5
#mall impro(ements in products or
processes to reduce costs and ensure
consistenc" of products or ser(ices.
2. 3#O ABBB5 an international standard
that descri.es a recommended 1ualit"
s"stem. )oes not include 1ualit"
procedures or forms.
3. Heuristic is a rule of thum..
2ualit. Control
&onitoring specific pro!ect results to
determine if the" compl" %ith rele(ant
1ualit" standards and identif"ing %a"s to
eliminate causes of unsatisfactor"
performance.
Inputs
1. +ork results
2. :ualit" management plan
3. Operational definitions
4. Checklists
!ools
1. 3nspection
2. Control charts
3. areto diagrams
4. #tatistical sampling
5. 9lo%7charting
0. Trend anal"sis
"utputs
1. :ualit" impro(ement
2. Acceptance decisions
3. -e%ork
4. Completed checklists
5. rocess ad!ustments
#otes
1. >aria.le5 characteristic to .e measured
2. Attri.ute5 the measurement <pound*
inchG=
3. #tatistical independence5 the
pro.a.ilit" of 1 e(ent occurring does not
affect the pro.a.ilit" of another e(ent
occurring.
C87 1 sigma E 0@.20H
C87 2 sigma E A5.40H
C87 3 sigma E AA.?3H
C87 0 sigma E AA.AAH
Knowledge
Areas
Process Groups
Initiating Planning Executing Controlling Closing
30
(3)
(3))
"rgani4ational Planning
3dentif"ing* documenting* and assigning
pro!ect roles* responsi.ilities and
performing relationships.
Inputs
1. ro!ect interfaces
2. #taffing re1uirements
3. Constraints
!ools
1. Templates
2. H- practices
3. Organizational theor"
4. #takeholder anal"sis
"utputs
1. -ole $ -esponsi.ilit" assignments
2. #taffing management plan
3. Org chart
4. #upporting detail
#otes
& 9orms of o%er
1. 9ormal <4egitimate= osition ,ased
2. -e%ard </i(en on &erit=
3. enalt" <Coerci(e=
4. '6pert <,ased on Fno%ledge=
5. -eferent <Ising Others o%er=
%ta** Ac/uisition
/etting the human resources needed
assigned to and %orking on the pro!ect.
Inputs
1. #taffing management plan
2. #taffing pool descriptions
3. -ecruitment practices
!ools
1. ;egotiations
2. reassignments
3. rocurements
"utputs
1. ro!ect staff assigned
2. ro!ect Team director"
#otes
Conflict -esolution
1. ro.lem #ol(ing <Confront= ,'#T
2. Compromising
3. +ithdra%al
4. #moothing
!eam Development
)e(eloping indi(idual and group
skills to enhance pro!ect performance.
Inputs
1. ro!ect plan
2. ro!ect staff
3. #taffing management plan
4. erformance reports
5. '6ternal feed.ack
!ools
1. Team .uilding acti(ities
2. /eneral management skills
3. -e%ard and -ecognition s"stems
4. Collocation
5. Training
"utputs
1. erformance impro(ements
2. 3nput to performance appraisals
#otes
&aslo%2s Hierarch" of ;eed
1. h"siological <4o%est=
2. #afet"
3. #ocial
4. 'steem
5. #elf7Actualization <Highest=
&ac/regor2s Theor" J D people need
to .e %atched e(er" minute. The" are
incapa.le* a(oid responsi.ilit"* and
a(oid %ork.
&ac/regor2s Theor" K D people are
%illing to %ork %ithout super(ision
and %ant to achie(e.
5. 9orcing <+orst=
Knowledge
Areas
Process Groups
Initiating Planning Executing Controlling Closing
Comms
(,)
((C'())
Communications Planning
)etermining the information and
communications needs of the
stakeholders.
Inputs
1. Communications re1uirements
2. Communications technolog"
3. Constraints
4. Assumptions
!ools
1. #hare holder anal"sis
"utputs
1. Communications management plan
#otes
Communications &anagement lan ma"
include the follo%ing5
1. +hat information needs to .e
collected and %hen.
2. +ho %ill recei(e the information
3. &ethods to gather the information
4. +ho ma" talk to %hom
5. -eporting relationships
0. #chedule for distri.ution
In*ormation Distri5ution
&aking needed information a(aila.le
to pro!ect stakeholders in a timel"
manner.
Inputs
1. +ork results
2. Communications management plan
3. ro!ect plan
!ools
1. Communications skills
2. 3nformation retrie(al s"stems
3. 3nformation distri.ution methods
"utputs
1. ro!ect records
2. ro!ect reports
3. ro!ect presentations
#otes
Communications &ethods5
1. 9ormal +ritten
2. 9ormal >er.al
3. 3nformal +ritten
4. 3nformal >er.al
Communications Channel5
;<;71=82 %here ; E the num.er of
people.
Per*ormance 0eporting
Collecting and disseminating
performance information. This includes
status reporting* progress measurements
and forecasting.
Inputs
1. ro!ect plan
2. +ork results
3. Other pro!ect records
!ools
1. erformance re(ie%s
2. >ariance anal"sis
3. Trend anal"sis
4. 'arned (alue anal"sis
5. 3nformation distri.ution tools and
techni1ues
"utputs
1. erformance reports
2. Change re1uests
#otes
erformance -eporting Tools5
1. #tatus -eports
2. rogress -eports
3. Trend -eports
4. 9orecasting -eports
5. >ariance -eports
0. 'arned >alue
Administrative Closure
/enerating* gathering* and
disseminating information to
formalize phase or pro!ect
completion.
Inputs
1. erformance measurement
documentation
2. roduct documentation
3. Other pro!ect records
!ools
1. erformance reporting tools and
techni1ues
2. ro!ect reports
3. ro!ect presentations
"utputs
1. ro!ect archi(es
2. ro!ect closure
3. 4essons learned
#otes
Admin closure should .e done for
each phase of the pro!ect.
3nputs include5
1. erformance &easurement
)ocumentation
2. )ocumentation of the product of
the pro!ect
3. Other pro!ect records
Knowledge
Areas
Process Groups
Initiating Planning Executing Controlling Closing
0is6
(,)
(,))
0is6 Identi*ication
)etermining %hich risks are likel" to
affect the pro!ect and documenting the
characteristics of each.
Inputs
1. roduct description
2. Other planning outputs
3. Historical information
!ools
1. Checklists
2. 9lo%charting
3. 3nter(ie%ing
"utputs
1. #ources of -isk
2. otential risk e(ents
3. -isk s"mptoms
4. 3nputs to other processes
#otes
T"pes of -isk5
1. ,usiness /ain 8 4oss
2. ure <3nsura.le= D Onl" loss
#ources of -isk5
1. #chedule
2. Cost
3. :ualit"
4. erformance
0. #cope
-isk 9actors5
1. ro.a.ilit" it %ill occur
2. -ange of possi.le outcomes
3. '6pected timing
4. Anticipated fre1uenc"
0is6 2uanti*ication
'(aluating risk and risk interactions to
assess the range of possi.le pro!ect
outcomes.
Inputs
1. #takeholder risk tolerance
2. #ources of risk
3. otential risk e(ents
4. Cost estimates
5. Acti(it" duration estimates
!ools
1. '6pected monetar" (alue
2. #tatistical sums
0is6 7onitoring and Control
-esponding to changes in risk o(er the
course of the pro!ect.
Inputs
1. -isk management plan
2. Actual risk e(ents
3. Additional risk identification
!ools
1. +orkarounds
2. Additional risk response de(elopment
"utputs
1. Correcti(e action
2. Ipdates to risk management plan
#otes
+orkarounds D unplanned responses to
negati(e risk e(ents
Contingenc" lans D planned responses
to risks. roper risk management should
make contingenc" plans more fre1uent
than %orkarounds.
3. #imulation
4. )ecision Trees
Knowledge
Areas
Process Groups
Initiating Planning Executing Controlling Closing
0is6 (cont)
(,)
(,))
5. '6pert !udgment
"utputs
1. Opportunities to pursue* threats to
respond to.
2. Opportunities to ignore* threats to
accept
#otes
-isk :uantification in(ol(es determining
the follo%ing5
1. ro.a.ilit"
2. Amount at stake
3. -anking of risks
T%o methods used to determine
pro.a.ilit" and the amount at stake5
1. :ualitati(e5 'ducated guess <High*
&edium* 4o%=
2. :uantitati(e5 'stimation ."
calculation <2Bk or 2 %eek period=
0is6 0esponse Development
)efining enhancement steps for
opportunities and responses to threats.
Inputs
1. Opportunities to pursue* threats to
respond to.
2. Opportunities to ignore* threats to
accept
!ools
1. rocurement
2. Contingenc" lanning
3. Alternati(e strategies
4. 3nsurance
"utputs
1. -isk &anagement lan
2. 3nputs to other processes
3. Contingenc" plans
4. -eser(es
5. Contract agreements
#otes
-esponse Categories5
1. A(oidance D 'liminate threat ."
eliminating cause
2. &itigation D -educe '&> of risk ."
reducing pro.a.ilit" of occurrence
3. Acceptance D accept conse1uences
4. )eflection D make another part"
responsi.le
-eser(es <Contingenc"= D formulating
the amount of cost 8 time for risk.
Knowledge
Areas
Process Groups
Initiating Planning Executing Controlling Closing
Procurement
(8)
(-C'&))
Procurement Planning
)etermining %hat to procure and %hen.
Inputs
1. #cope statement
2. roduct description
3. rocurement resources
4. &arket conditions
5. Other planning outputs
0. Constraints
?. Assumptions
!ools
1. &ake7or7,u" anal"sis
2. '6pert !udgment
3. Contract t"pe selection
"utputs
1. rocurement management plan
2. #tatement of +ork
#otes
&ain reason to .u" <o(er make= is to
decrease risk <cost*
schedule* and performance
or scope of %ork.
Contract T"pe #election5
1. C- D Cost reim.ursa.le. ,u"er .ears
highest risk for cost.
2. 9 D 9i6ed price. ,u"er has least cost
risk.
3. T$&7 <Init rice= Time and
&aterials. ,u"er has moderate cost risk.
3ncenti(es D help .ring sellers o.!ecti(es
in line %ith .u"er2s o.!ecti(es.
%olicitation Planning
)ocumenting pro!ect re1uirements and
identif"ing potential sources.
Inputs
1. rocurement management plan
2. #tatement of +ork
3. Other planning outputs
!ools
1. #tandard forms
2. '6pert !udgment
"utputs
1. rocurement documents
2. '(aluation criteria
%olicitation
O.taining 1uotations* .ids* offers or
proposals as appropriate.
Inputs
1. rocurement documents
2. :ualified seller list
!ools
1. ,idder conferences
2. Ad(ertising
"utputs
1. roposals
#otes
Things to .e a%are of at a .idders
conference5
1. Collusion
2. #ellers not asking 1uestions in front
of the competition.
3. All :$A is put in %riting and
issued to all potential sellers as an
addendum to the procurement
documentation.
%ource %election
Choosing from among potential
sellers.
Inputs
1. roposals
2. '(aluation criteria
3. Organizational policies
!ools
1. Contract negotiation
2. +eighting s"stem
3. #creening s"stem
4. 3ndependent estimates
"utputs
1. Contract
#otes
O.!ecti(es of ;egotiation5
1. O.tain a fair and reasona.le price
2. )e(elop a good relationship %ith
the seller <%in7%in situation=
3tems to negotiate5
1. -esponsi.ilities
2. Authorit"
Contract Closeout
Completion and settlement of the
contract including resolution of all
open issues.
Inputs
1. Contract documentation
!ools
1. rocurement audits
"utputs
1. Contract file
2. 9ormal acceptance and closure
#otes
Centralized Contracting D a
separate contracting office handles
contracts for all pro!ects.
)ecentralized Contracting D a
contract administrator is assigned to
each pro!ect.
Contract documentation is the onl"
input into Contract Closeout.
3. #tatement of +ork updates 3. Applica.le la%
4. Tech 8 ,usiness Approaches
5. 9inancing 8 rice
Knowledge
Areas
Process Groups
Initiating Planning Executing Controlling Closing
Procurement
(cont) (8)
(-C'&))
#otes
-9 <-e1uest for roposal= D re1uests
detailed proposal on ho% %ork %ill .e
accomplished.
-93 <-e1uest for 3nformation= D re1uest
for information a.out a product or
ser(ice
-9: <-e1uest for :uotation= D re1uest
from a price 1uote per item* hour* etc.
39, <3n(itation for ,id= D re1uests one
price for all %ork.
rocurement documents5
1. 3nfo for #ellers
2. #cope of +ork
3. roposed terms and conditions for
contract.
Contract Administration
&anaging the relationship %ith the
seller.
Inputs
1. Contract
2. +ork results
3. Change re1uests
4. #eller in(oices
!ools
1. Contract change control s"stem
2. erformance reporting
3. a"ment s"stem
"utputs
1. Correspondence
2. Contract charges
3. a"ment re1uests
#otes
Isuall" a third part" controls the
contract and is the onl" one %ith
authorit" to change it. This can lead
to conflict .et%een the pro!ect
manager and the contracting officer.
1lue E Core rocess <C=
Green E 9acilitating rocess <9=