Mindmaps

KnowledgeWoods PMP MIndmaps
Published by
KnowledgeWoods Consulting Pvt. Ltd.
New Delhi, INDIA
Published Version- 1.0: October 2014
Copyright 2014 by KnowledgeWoods Consulting, New Delhi - INDIA.
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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
PROCESS GROUPS MONITORING AND CONTROLLING
PLANNING CLOSING
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info@knowledgewoods.in
Develop Project Charter INITIATING PROCESS GROUP Identify Stakeholders
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
Plan Cost Management

Plan Procurement Management
Estimate Costs
Determine Budget Plan Stakeholder Management
Direct and Manage Project Work Manage Communications
Perform Quality Assurance
Acquire Project Team EXECUTING PROCESS GROUP Conduct Procurements
Develop Project Team
Manage Project Team Manage Stakeholder Engagement
Monitor and Control Project Work
Control Costs
Control Quality
Perform Integrated Change Control
Control Communications
MONITORING AND CONTROLLING PROCESS

Validate Scope Control Risks
GROUP
Control Scope Control Procurements
Control Stakeholder
Control Schedule
Engagement
Close Project or Phase CLOSING PROCESS GROUP Close Procurements
INTEGRATION HUMAN RESOURCE
COMMUNICATION
SCOPE
TIME KNOWLEDGE AREAS RISK
COST PROCUREMENT
QUALITY STAKEHOLDER
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
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
This Page is Intentionally Left Blank
Develop Project Charter Monitor and Control Project Work
PROJECT INTEGRATION MANAGEMENT

Develop Project Management Plan Perform Integrated Change Control
Direct and Manage Project Work Close Project or Phase
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
Meeting management Justification,reasons
Facilitation Purpose
Techniques Project Charter
Project objectives
Brainstorming Key success factors
High level project description
OUTPUTS Summary milestones
TOOLS High level risks

Summary budget
Business units Develop Project
Charter Key sign-offs and criteria
Consultants
Authority of the project manager
Stakeholders
Project manager name,responsibilities
Sponsor,Customer
Expert Judgment Sponsor name,authority
Professional and HIgh level organization
technical associations
Industry groups
Subject matter experts

Project management office
(PMO)
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
Guidance on process tailoring
Support developing
project management plan
Advise how the project

should be approached
Expert
Judgment Determine what resources
and skills will be required
Which documents should be
under configuration control
Develop Project How change management
TOOLS should be done
Management Plan
Facilitation
Techniques
Project life cycle
Project management processes
Degree to which the processes will be used

Any deviations from the standard
organization processes
Definition of the processes- inputs,tools,outputs
Change management plan
Change control system
Configuration management plan
How stakeholders will be kept in loop
Develop Project Key management review points Scope
Management Plan baseline
Performance measurement baseline Schedule
baseline
Project Scope management plan
Management Plan Cost
OUTPUTS Requirements management plan
baseline
Schedule management plan
Cost management plan
Quality management plan
Process improvement plan
Human resource management plan
Communications management plan
Risk management plan
Procurement management plan
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
Specialists advice on Expert Judgment Historical information

managing the process TOOLS Reports
Sponsor / Customer
Consultants / SME's Configuration management system
Project Management
Professionals Information System Scheduling software e.g MS Project
Stakeholders Timesheet system

Meetings
Intranet portal - project dashboard
Changes to agreed
scope,schedule or budget
Corrective action Change Requests
Deliverables
Preventive action Unique,verifiable product,result or capability
Defect repair Output to perform Quality control process

Updates - Changes to Work Performance
project documentation OUTPUTS
Data Work completed
Output to perform integrated KPIs
change control for approval
Technical performance measures
Updates to the
Project Management Direct and Manage Start & finish date of schedule
project baseline Project Work
Plan Updates activities
Updates to the
component plans Actual costs
Requirements,doc Actual durations

umentation
Project Document Updates
Risk register
Stakeholder register
Issue
logs,Assumptions
Project
Management Plan
Enterprise
Environmental Work authorization system
Expected future Factors
performance Schedule PMIS
forecasts
Earned Value
performance
indicators
Calculated EAC Monitor and Control

value Cost forecasts INPUTS
Project Work
Bottom-up EAC
value
Organizational Communication requirements
Process Assets
Financial control procedures
Validated changes
Issue and defect management
procedures
Process database
Lessons learned
Calculated CV, SV, Work
CPI, SPI, TCPI, and performance Previous project data
VAC values information
Risk management procedures
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
Causal analysis Performance reports

Project Document
Updates
Meetings Issue logs
Forecasts
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
Change control board
Expert Judgment
Stakeholders
Project management team

TOOLS Subject matter experts
Reviewing CRs
to approve or reject CRs
Meetings
Conducted by change control board
Perform Integrated Decisions communicated to

stakeholders
Change Control
Change control To facilitate configuration and change
tools management, manual or automated tools may
be used
Approved change request

OUTPUTS All changes approved or not are
documented in change log
Change log
Project Management
Plan Updates
Change log
Risk register
Accepted Deliverables
INPUTS
Project or phase closure guidelines
Lessons learned
Organizational
Close Project or Phase Process Assets Project audit,evaluation
criteria,transition requirements
Consulting for administrative
closure activities
Expert Judgment Guidance on project closing
TOOLS Lessons learned

Meetings
Review meetings
Closeout
Trend analysis
Analytical techniques
Regression analysis
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
Close Project or Phase OUTPUTS Change management documentation
Project or phase If terminated than

closure documents reasons and handover
Contract review if applicable

Handover to operations or next phase
Organizational
Review of customer acceptance
Process Assets
Historical information Risk / issue register

Lessons learned
Plan Scope
Validate Scope
Management
Define Scope Project Scope Management
Create WBS Control Scope
Project Approach taken for planning scope
Management Plan and managing project scope
Provides high level

project requirement
Project Charter
Contains the high level
product description
Plan Scope INPUTS
Management Organizations culture
Infrastructure
Enterprise
Environmental
Factors Personnel administration
Policies and procedures

Organizational
Process Assets
Historical information and lessons
learned knowledge base
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
OUTPUT How formal

Meetings may TOOLS acceptance of the
include the Meetings completed project
project manager, deliverables will
sponsor, selected be obtained
project team Plan Scope
members, Management
selected How requirements activities will
stakeholders be planned, tracked, and
reported
Requirements Requirements prioritization

Management Plan process
Product metrics that will be

used and the rationale for using
them
Traceability structure to reflect

which requirement attributes will
be captured on the traceability
matrix
Scope
Management Plan
Requirements
Management Plan
Stakeholder
Collect Requirements INPUTS
Management Plan
Contains the high level

product description
Project Charter
Provides high level
project requirement
Stakeholder contact
information
Stakeholder
Register
List of stakeholders
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
Multicriteria decision Identify best practices

analysis Document
analysis Used to elicit requirements by analyzing
Helps resolve conflict in opinion Group Decision existing documents like business plans,
Making Techniques agreements, requests for proposal, etc
Plurality
Visually depict the product scope by showing a
Dictatorship Context diagrams business system (process, equipment,
computer system, etc.), and how people and
Majority other systems (actors) interact with it
Unanimity
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
Collect Requirements OUTPUTS
Defines how requirements are linked to -
Requirements Tracks through the life cycle

Tracebility Matrix Linking Business/Project Objectives
requirements to
their origin Product development
Test strategy and test scenarios
Product design
Project scope/deliverables
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
Policies,procedures,guidelines Organizational Pair wise comparisions

Process Assets Facilitated
Template for project scope statement Usually cross-functional
Workshops stakeholders participate
Previous project files
Structured sessions
Lessons learned
Conducted by moderator
Past project data
Describes the work project will
do to create the deliverables
Project Scope
Statement Product scope description
Project deliverables
Project exclusions
Project constraints
Define Scope OUTPUTS Project assumptions
Project Documents Requirements traceability matrix

Updates
Requirements documentation
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
For example, engineering

projects may reference ISO/ Enterprise
To analyze the information
IEC 15288 on Systems Environmental
needed to decompose the
Engineering System Life Factors TOOLS project deliverables down into
Cycle Processes , to create a smaller component parts in order
WBS for a new project Expert Judgment to create an effective WBS
Component of the Project Management Plan
Description of the project

scope, major deliverables,
Project Scope Statement assumptions, and
constraints.
Deliverable oriented hierarchical

decomposition
Scope Baseline WBS Control accounts are established for the
work packages
Code of accounts are assigned to WBS

Contact information
Create WBS Outputs Acceptance criteria

Quality requirements
Cost estimates
Resources and skills required
Schedule milestones
Responsible organization
Description of work
WBS Code of account

Dictionary Provides detailed description for
WBS components
Project Document Updates Requirements documentation
Scope Management
Plan
WBS dictionary
WBS Scope baseline
Project Scope
Statement
Requirements
Project, product,technical requirements Documentation
Acceptance criteria
Requirement link to origin Requirements

Tracebility Matrix INPUTS Validate Scope
Requirements tracked throughout the project life
cycle
Verified
Deliverables are completed and checked for
completeness through Control Quality process Deliverables
Severity of the nonconformities etc

Work
Number of nonconformities
Performance Data
Degree of compliance with requirements
Includes measuring, Examining, veryfying
Verify deliverables meet requirements and product
Inspection acceptance criteria
TOOLS Also called as reviews,product reviews,audits,walkthrough

Group Decision- Used to reach a conclusion when the validation is
Making performed by the project team and other
Techniques stakeholders
Meets acceptance criteria

Accepted
Validate Scope Deliverables Signed-off by sponsor / customer
Reasons for non acceptance
Change Requests Defect repair

OUTPUTS
Work
Performance Information about
Information project progress
Project Document Product status

Updates
Product documentation
Scope Baseline
Project
Scope Management Plan Management Plan
Change Management Plan

Configuration Management Plan
Requirements Management Plan
Requirements
Detailed description of requirements Documentation
Input from collect Requirements process

Control Scope
Tracks requirements life cycle Requirements INPUTS
Tracebility Matrix
Input from Collect Requirements process
Work Performance
Deliverable status Data
Scope control procedures ,policies,gyidelines Organizational

Process Assets
Monitoring and reporting methods
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
Analyze if there is a difference Preventive / Corrective action

Defect repairs
Compare scope baseline Scope baseline updates if

with actual work changes approved
Control Scope
Project Management Cost and schedule baseline
Plan Updates updates if CR approved
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
Plan Schedule Management
Estimate Activity Durations
Define Activities
Project Time Management Develop Schedule

Sequence Activities
Control Schedule
Estimate Activity Resources
Scope baseline
Project
Management Plan
Scheduling related cost, risk, and
communications decisions
Provides high level project requirement
Project Charter
Contains the high level product description

Plan Schedule INPUTS
Management Organizations culture
Infrastructure
Enterprise
Environmental
Factors Personnel administration
Policies and procedures

Organizational
Process Assets
learned knowledge base
Input received
from Process descriptions
knowledgeable
and experienced Reporting formats
parties
Rules of performance
measurement
Scheduling
Expert Judgment
methodology
Scheduling tools TOOLS OUTPUT

and techniques Control thresholds
Analytical
Techniques
Estimating Plan Schedule Schedule Project schedule model
approaches Management Plan maintenance
Management
Formats
Project
management Organizational procedures links
software
Meetings Units of measure

Meetings may
include the
project manager,
sponsor, selected
project team Level of accuracy
members,
selected
stakeholders
Project schedule model
development
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
Lessons learned Advise on determining activities

Expert Judgment
Guidelines on defining Project team members
activities
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
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
Leads and lags
List of milestones Milestone List Sequence Activities

INPUTS
Project Scope
Product characterstics Statement
Product scope description
PMIS Enterprise
Environmental
Scheduling Tool Factors
Company work authorization
systems
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
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
Detailed description of an activity Activity Attributes

Look at the organization resource pool
for available resources Resources Calendars
People,equipments,material available for use
Consider skill ,experience ,location
Risk events that may impact resource Risk Register INPUTS Estimate Activity
selection and availability Resources
Resource availability Enterprise

Infrastructure,facilities,equipments,capital
Skills and experience of staff
Staffing policies and procedures Organizational Process Assets
Rental and purchasing policies for

supplies and equipments
What resources were used on similar

projects in the past and how
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
Human resource decisions - Resources are then

recruit ,insource, outsource aggregated at work
Alternative Analysis package level
Different options for Documentation on
assigning resources resource estimates and
TOOLS
Material and equipment - make utilization
or buy
Published data on labor and Published

materials unit rate Estimating Data
Country or region wise rate list Estimate Activity Resource
Published in articles , Resources Breakdown Graphical hierarchical
periodicals ,journals, books Structure resource structure
Bottom-up
Lower level estimates are then Estimating Broken down by resource
summed up to higher level category and type
OUTPUTS E.g Labor , Material,Equipment
Breaking down bigger and complex
activities into smaller ones Can include proficiency, grades
Helps in better and accurate
resource estimating
Displays available Project Document

Project Management Activity List
resources from the pool Updates
software
Helps play around for better Activity attributes
resource combination Resource calendars
Faster turnaround
Defines the method used and the Schedule
level of accuracy along with other Management Plan
criteria required to estimate
activity durations Lessons learned
List of all activities Activity List Scheduling

methodology
Detailed description developed from
other processes in Time Management Project calendars
Activity Attributes Organizational
Historical
Process Assets
What resources are required / assigned duration
information
Type,skills and experience Avtivity Resource
will effect the duration Requirements
Availability of resources
Resource Estimate Activity
Calendars INPUTS Durations
Human and material resources required
List of risks, along with the

Risk Register Standards and
results of risk analysis and
Enterprise regulations
risk response planning
Environmental
Resource Factors
Hierarchical structure of the Breakdown
identified resources by Structure Duration estimating
resource category and databases
resource type
Productivity metrics
Project Scope
Assumptions and constraints Statement
Published commercial
information
Contract terms and requirements
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
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
Project Document Activity attributes

Updates
Assumptions made during estimates
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
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
Modeling What-If Scenario Analysis

Ensures leads/lags are used Techniques
appropriately
Simulation
Leads and lags
Leads accelerates the schedule

Schedule
Lag delays the schedule Compression Shortens the schedule without changing the scope
Fast tracking- Overlapping phases or activities on the
Quick and accurate critical path
Scheduling Tool
Allows playing around May result in risk and rework
e.g. Microsoft Project Requires careful coordination and

communication
Crashing Adding resource on the critical path

May increase risk and /or cost
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
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
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
Changes to schedule baseline and PMP

Change Requests Corrective/ Preventive action
Control Schedule OUTPUTS
Schedule baseline
Project Management plan Updates Schedule management Plan
Cost baseline
Schedule date
Project Schedule
Organization Process Lesson is learned

Assets Updates Chosen corrective action and justification
Reason for variance
Estimate Costs
Project Cost Management Control Costs
Determine Budget
Schedule baseline
Project Scope baseline

Management Plan
Cost-related scheduling, risk, and

communications decisions
Provides high level project requirement
Project Charter
Contains the high level product description

INPUTS
Organizations culture
Enterprise
Infrastructure
Environmental
Factors
Financial controls procedures

Organizational
Process Assets
Financial databases
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
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
Project Schedule Resources assigned to the activity
Activity estimates
Risk Register Cost of mitigating risks
Enterprise Environmental Market conditions

Factors
Published commercial information
Organizational Process Assets Cost estimating policies

Cost estimating templates
Lessons learned
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
Analyze and evaluate the bid
Costs required to do the activity
Activity Cost
Estimates Includes labor ,materials,equipments etc
Can also include cost contingency reserve
How the estimates were developed

Estimate Costs OUTPUTS
Basis of Estimates
Assumptions
Constraints
Range of possible estimates - $1000 +- 15%

Confidence level on the estimates
Risk register
Project Document
Updates
Communication management plan
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
Also referred to as project budget / S curve
Describes what costs and when they will incur

Cost Baseline
Time phased approved budget -BAC
Used to measure project performance
Total and periodic funding

required by the project
Project Funding Requirements

Determine Budget OUTPUTS
Total funds = Cost baseline +
management reserve
Risk register
Cost estimates
Project schedule
Cost Baseline
Cost Management Plan Project Management Plan
How and when the money will be spent Project Funding Requirements
Covers unexpected risks
Status on deliverables Work Performance Data
Complete,Percent Complete,Remaining INPUTS Control Costs
Policies and guidelines to control costs

Cost control tools
Cost monitoring and controlling tools
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
EAC work performed Actual cost - AC

Forecasting
considering CPl and SPl = AC +
[{BAC - EV} /(CPl*SPl)] Variances Schedule variance - SV= EV- PV
Cost variance -CV = EV - AC

Variance analysis
Performance TOOLS
Trend analysis Reviews Schedule performance
Efficiency Indices index - SPl = EV/PV
Earned value performance Cost Performance
index -CPl = EV/AC
To-Complete
Performance Cost performance required for the
Index (TCPl) remaining work to meet the BAC or EAC
Control Costs TCPl based on EAC = (BAC - EV) / EAC -AC)
TCPl based on BAC = (BAC-EV)/ (BAC-AC)
Reserve Analysis Used to monitor the status of contingency and

management reserves for the project to
determine if these reserves are still needed or
if additional reserves need to be requested
Project Management
Software Monitors PV,AC,EV
Displays graphical trends
Forecasting
SV,SPl
CV,CPl
Work Performance Information
Output to Report Performance
Cost Forecasts EAC
Control Costs OUTPUTS Change Requests Changes to cost baseline/ cost management plan
Project Management
Cost baseline
Plan Updates
Project Document Cost estimates

Updates
Basis of estimates
Reason behind the variances

[Updates] Corrective action taken and the reason
Lessons learned
Perform Quality Assurance
Plan Quality Management Project Quality Management
Control Quality
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
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
Training Design of Identifies the variables that will have greatest

Prevention impact on the project
Document processes Costs Cost of Experiments
Conformance
Time to do it right Cost of
Quality Using sample population to make decisions
TOOLS Stastical Sampling
Testing Appraisal
Inspection Costs
Additional Quality Planning Brainstorming
Rework Internal Tools Forces field analysis
Scrap Failure Costs
Cost of Non Nominal group technique
Conformance
Warranty External
Failure Costs Quality management and control
Lost business tools
Useful in linking the Plan Quality To develop the quality

Meetings
undesirable effects Seven Basic Management management plan
seen as special Quality Tools
variation to the Cause-and-
assignable cause Effect
Diagrams Special form of vertical bar chart used to identify the vital few sources
Pareto Diagrams that are responsible for causing most of a problems effects
Displays process
flow graphically
Special form of bar chart and used to describe the central tendency,
Helps Flowcharts
Histograms dispersion, and shape of a statistical distribution
determine
where things
can go wrong Tells if the process is within acceptable limits
Control Charts
Checksheets
Usually used for repetitive activities
Facilitates the
effective collection of Plot ordered pairs (X, Y) and seek to explain a change in the dependent variable, Y,
useful data about a in relationship to a change observed in the corresponding independent variable, X
Scatter Diagrams
potential quality Direction of correlation may be proportional (positive correlation), inverse
problem (negative correlation), or a pattern of correlation may not exist (zero correlation)
Component of Project Management Plan An operational definition
Quality of projects or product
How the quality policy will be implemented? Management Plan attribute
How QA and QC work will be done? Quality Metrics
The approach to continuous improvement E.g Stay within a

budget of + - 10%
Purpose,inputs,outputs and other Process

process information Improvement Plan OUTPUTS
Verifies if instructions /
How the process interfaces with others steps are followed
Quality Checklists
Process metrics
Plan Quality
Management
Targets for improved performance
Component of Project
Management Plan
Project Document
Updates
Responsibility assignment
matrix
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
Quality assurance activities

should be supportive of and
consistent with the process
improvement plans Process Improvement Plan
Perform Quality
INPUTS
Required Performance level Quality Metrics Assurance
Results of control quality

activities Quality Control
Measurements
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
Corrective or Preventive actions
Change Requests
Recommended improvement in
processes,procedures
Defect repairs

Perform Quality Project Management
OUTPUTS
Assurance Plan Updates Schedule Management plan
Project Document
Quality audit reports
Updates
Training plans
Process documentation
Organizational Process Lessons learned

Asset Updates
Updates to quality standards
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
Describes what will be Approved

measured,when and how INPUTS Change Requests Includes defect repairs ,revised schedules
Quality Metrics
Provides the operational
definition
Deliverables Required for inspection
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
Organizational Quality standards and policies

Process Assets
Guidelines and instructions
Issue and defect reporting processes
Communication policies and procedures
Seven Basic
Quality Tools Used in Plan Quality Management
Takes a sample population for inspection
Statistical
Control Quality TOOLS Sampling E.g PMI verifies about 5-7% applications
Examine the work product to see if it meets

agreed standards
Inspection Also called as reviews ,peer reviews ,audits,walk

through
Also done to validate defect repairs
Approved Change
Requests Review Inspect a defect repair to ensure it is fixed
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
Causes for rejections
Plan Human Resource
Management Develop Project Team
Project Human Resource Management
Acquire Project Team Manage Project Team
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
Marketplace conditions Correspondance,luncheon meetings

Informal
Standard policies and Organizational conversations,meetings,conferences
Process Assets TOOLS
process in the organization
Organizational Proven principle to help planning
Standard role descriptions Theory Helps understand how people behave
Templates for
organizatioon charts
Expert Judgment
and lessons learned
Meetings Planning meetings
Past project data
Role
Roles and
responsibilities Authority
Responsibility
Competency
Human Resource
OUTPUTS Management Plan
Graphical display of
Project organization
project organization
charts
Reporting relationship
Plan Human Resource Staff acquisition

Management
Resource calendars
Staff release plan
Staffing
Training needs
management plan
Recognition and rewards
Compliance
Safety
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
Location Virtual Teams Connected with

collaboration tools
TOOLS
Organization standard
Organizational Criteria are developed
policies and procedures
Process Assets Multi-Criteria and weighted and used
Standard processes Decision Analysis to rate or score
potential team
members
Person assigned to the project
Project Staff Assingments
Project team directory
When people will work on the project

Acquire Project Team OUTPUTS Resource Calendars
Release date
Project Management Plan Human Resource Plan

[Updates]
How project human
resources should be defined,
staffed, managed, controlled, Human Resource Plan
and eventually released
Training Plan
Rewards
List of project team members Project Staff Assignments

INPUTS Develop Project Team
When members are available Resource Calendars
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
Develop Interpersonal relationship Vroom's expectancy theory
Personnel
Assessment Tools Attitudinal surveys
Ability tests
Focus groups
Structured interviews
Specific assessments
How is the team performing together
Team Performance
Assessments
Improvements in competencies
What can we do to improve

performance
Develop Project Team OUTPUTS
Enterprise Environmental Skill assessments

Factors Updates
Personal administration
Employee training records
Human Resource
Management Plan
Keep in touch
Observation and Conversation
Roles and responsibilities Project Monitor
Management Plan
Project organization Project Performance Appraisals Feedback

Individual training
Staffing Management Plan
plans
List of team members Project Staff Assignments Succession planning

TOOLS
Team Communication,Clear
How is the team doing Performance Conflict responsibilities,ground rule reduce
Assignments Management conflicts
How can we improve performance Reasons-
Manage Project Team resources,priorities,schedules,per
Document and monitor who is sonal styles,technical
responsible for resolving specific Issue Log options,costs
issues by a target date
Resolution style - Withdraw/Avoid
Work INPUTS Smooth/

Current status compared to plan
Performance Accomodate
Forecasts Reports Compromise/
Reconcile
Future resource requirements
and required performance level Force/Direct
Collaborate/
Problem Solve
Organizational
Appreciation certificates Process Assets Leadership
Newsletters Interpersonal Skills
Influencing
Websites
Effective decision making
Bonus structures
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
learned
Manage Communications
Plan Communications PROJECT COMMUNICATIONS

Management MANAGEMENT
Control Communications
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
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
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
Policies,Procedures,Guidelines Performance Analysis of project forecasts

Reporting
Templates
Organizational Analysis of past performance
Historical information,
Process Assets Current status of risks and
Lessons Learned
issues
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
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
Work
Performance
Information Status and progress information
Recommended preventive action to minimize

negative performance
Change Requests Recommended corrective actions to bring the

project back on track
Communications Management Plan

Project
Control Management Plan Stakeholder Management Plan
Communications OUTPUTS Updates
Human Resource Management Plan
Forecasts
Project
Documents Performance
Updates reports
Issue log
Report formats
Organizational Process Assets Updates
Lessons learned
Plan Risk Management
Identify Risks
Perform Qualitative Risk

PROJECT RISK MANAGEMENT Control Risks
Analysis
Perform Quantitative Risk

Analysis
Plan Risk Responses
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
High-level project descriptions Senior

Project Charter management
High-level requirements
Project
Expert Judgment stakeholders
Projects stakeholders Stakeholder
Register SMEs in business
Overview of their roles INPUTS or project area
Industry groups
and consultants
Enterprise
Risk attitudes and tolerance Plan Risk Professional and
How much risk the organization can withstand Management technical
associations
Common definition of concepts and terms Organizational
Risk statement formats Process Assets
Roles and responsibilities TOOLS Meetings Planning
Meetings
Decision making authority
Lessons learned
Stakeholder registers
Methodology
Roles and Responsibilities
Budgeting
Timing
Risk Categories
Definitions of risk probability and

impact
Probability and Impact Matrix
Reporting Formats
Plan Risk Risk Management Plan Tracking
OUTPUTS
Management
Revised Stakeholder Tolerances
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
Useful in identifying risks Project files and actual data

related to the time allowances Activity Duration Estimates Organizational
Process Assets Organizational and process controls
Risk statement templates
List of stakeholder and Lessons learned

those who can be useful Stakeholder Register
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
Cause and effect diagrams Digramming Updated Risk

Techniques Categories
Process flow charts
Influence diagrams
SWOT Analysis
Stakeholders Expert Judgment

Risk experts
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
Ranking /priority of risks
Category
Risk Register Updates Causes of risks

Project Document
Updates
Risk that require a near
term response
Risk that require further

analysis
Watch list of low
Perform Qualitative OUTPUTS priority risks
Risk Analysis
Trends
Assumptions Log As new information becomes

Updates available through the
qualitative risk assessment,
assumptions could change
May be incorporated into the

project scope statement or in
a separate assumptions log
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
Organizational Modeling and simulation

Data from similar past project Process Assets using monte carlo
Expert Judgment
Probablistic Analysis of the Project
Project Document
Updates Probability of achieving Cost and Time
Objectives
Perform Risk Register Updates

Quantitative Risk OUTPUTS
Pricritized List of Quantified Risks
Analysis
Trends
How risk management will be done Risk Management
Roles and responsibilities Plan
Timings for review
Risk tolerance
Risk throsholds
List fo risks INPUTS

Potential responses if available Avoid
Root causes Strategies for Negative Transfer
Risk or Threats
Owners Risk Register Mitigate
Symptoms Plan Risk Responses Accept
Priority
Exploit
Near term events Share
Strategies for positive Risk
Watch lists or Opportunities Enhance
TOOLS
Accept
Contigent Response Responses for

Strategy predefined conditions
Expert Judgment
Cost Baseline
Schedule Baseline
Scope Baseline
Project
Management Plan
Updates Procurement Management Plan
Quality Management Plan
Time and cost required to implement the response

Secondary Risks
Resdual Risks
Plan Risk Responses OUTPUTS Fallback Plans
Risk Register Contingency Plans and when they will be implemented

Updates Contingency Reserves
Risk Owners and Responsibilities
Project Document
Updates Response activities and Budget
Response Strategies
Warning signs of risk occurance
Description of risks
Assumptions Log Updates
Technical Documentation Updates
Change requests
Risk Management Plan Project
Roles and responsibilities Management
Plan
Timings for review
Contingency reserves
Risk thresholds
Residual and secondary risks

Watch lists
Risk New risks
Priority
Reassessment Closing risks
Symptoms Status updates
Owners Risk Register INPUTS
Potential responses if available Determine the effective of
Root causes risk management process
List of risks Control Risks Risk Audits Verifies if the process
is being followed
Work
Deliverable status Performance Variance and Trend Analysis
TOOLS
Data
Schedule progress Technical Performance Measurement
Costs spent
Is the reserve sufficient
Work Reserve Analysis for remaining project risk
Performance
Earned value data Reports
Periodic meetings to review risk
Valance analysis Meetings
Forecasting data
Work Performance Provides a mechanism to communicate and support project
Information decision making
Recommended Corrective Actions

Change Requests
Recommended Preventive Actions

Control Risks OUTPUTS
Procurement Management Plan
Project Management Plan Updates
Work Breakdown Structure
Schedule Baseline
Cost Baseline
Technical documentation updates

Updates to assumptions log
Lessons learned
Organization Process Assess Updates Risk breakdown structure
Risk management plan template
Plan Procurement
Management Control Procurements
PROJECT PROCUREMENT MANAGEMENT
Conduct Procurements Close Procurements
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
Procurement policies,
Information on required timelines or Procedures, guidelines
Organizational
mandated deliverable dates Project Schedule
Process Assets Pre-qualified sellers
Type of contracts
Make -or-Buy Analysis
Expert Judgment
Examination of industry and specific vendor capabilities
TOOLS
Market Research
Leverage information gained at conferences, online reviews
Meetings Meetings with potential bidders

Component of the project management
plan
How a project team will acquire goods and
Plan Procurement Procurement Statements of services from outside the performing organization
work
Management
RFQ
RFP
Procurement Documents
RFI
Understanding of need /Technical capability

OUTPUTS
Overall or life -cycle cost
Warranty
Source Selection Criteria
Business size and type /Financial capacity
Past performance of sellers /References

Intellectual property rights
Production capacity and interest
Make or- Buy Decisions
Change Requests Changes to Project Management Plan
Project Documents Requirements documentation,Requirements

Updates traceability matrix, and Risk register.
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
Addressing questions
from prospective sellers
Contract conferences
Bidder Conferences
Vendor conferences Procurement Responsibilities, Schedule,
Pre-bid conferences Negotiations Cost, Scope, IPR,Payments
Proposal Evaluation Techniques
Professional estimator
Independent Estimates
Get benchmark
Expert
Development, sales
To evaluate Judgment
Engineering, research seller proposals
Contracting, TOOLS Conduct Procurements
legal, accounting
Newspapers, journals Advertising
Readiness of a vendor to
provide the desired end state
Analytical
Cost expected to support Techniques
budgeting and avoid cost
overruns
Selected Sellers
Statement of work or deliverables

Pricing
Agreements
Payment terms
Place of delivery
Inspection and acceptance criteria
Conduct Warranty
OUTPUTS
Procurements
Resource
Calendars Availability of contracted resources
Change Requests
Cost baseline
Schedule baseline
Scope baseline
Procurement management plan
Requirements documentation
Project Document Updates Requirements traceability matrix
Risk register
Procurement
management plan
Project
How procurement will
Management Plan
be handled
Contract awards
Statement Procurement
of work Documents
Change Management process

Contract Change
Agreements Control System Paperwork,tracking system
Terms and conditions
INPUTS Approvals for authorizing changes
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
Costs incurred Work Performance Record Management System Contract documents

Quality checklists completed Data and correspondance
Invoices paid
Work Basis for identification of current or
Performance potential problems to support later claims or
Information new procurements
Changes to baselines and procurement management

plan
Change Requests
Input to perform Intergrated Change Control
Baseline Schedule
Control Project Document Procurement

OUTPUTS
Procurements Updates documentation
Seller performance evaluation documentation

Assets Updates Payment schedules and requests
Correspondance
Procurement management Plan Project
Management Plan
How the contract wil be closed
Information on contract schedule,

scope,quality,cost,performance
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
Closed Procurements Formal notification that contract is closed
Close Procurement file

OUTPUTS
Procurements
Assets Updates Deliverable acceptance
Lessons learned documentation
Identify Stakeholders Manage Stakeholder Engagement
PROJECT STAKEHOLDER
MANAGEMENT
Plan Stakeholder Management Control Stakeholder Engagement
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
Supporter/neutral/register
Internal/external
Identify Stakeholder Register
OUTPUTS Name,Organization,position,role,contact information
Stakeholders
Major requirements,expectaions,influence,interest
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
are of particular Supportive
importance
Leading
Component of the project
Stakeholder
management plan
Management Plan
Identifies the management

strategies required to effectively
engage stakeholders
Plan Stakeholder
OUTPUTS
Management Project schedule
Project
Documents
Updates
Stakeholder
register
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
Change tracker Change Log Presentation skills

Manage Stakeholder
Negotiating
Engagement
Oraganizational Management
communication requirements Organizational Skills Writing skills
Process Assets
Issue management procedures
Public speaking
Change control procedures
from past projects
New issues are identified
Issue Log
Current issues are resolved
Change Requests Corrective or preventive action
Project Management
Plan Updates Stakeholder Management Plan
Manage Stakeholder
Engagement
Project Document
OUTPUTS Updates Stakeholder register
Lessons learned during the process

Assets Updates Corrective action taken and the rationale
Cause of issues
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
Start and finish dates

of schedule activities
Technical performance Expert Judgment SMEs
measures INPUTS TOOLS
Work
Number of change Performance Data
requests Industry groups
Number of defects and consultants
Control Stakeholder
Actual costs Engagement
Actual durations Status review

Meetings meetings
Project
Project schedule Documents
Work Status of deliverables
Performance
Implementation status for change requests
Information
Forecasted estimates to complete
Change Requests Corrective Actions
Preventive Actions
Project Management
Plan Updates Stakeholder Management Plan
Control Stakeholder
Engagement
Project Document
OUTPUTS Updates Stakeholder register
Issue Log
Lessons learned during the process

Assets Updates Project presentations
Project reports

Mindmaps

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KnowledgeWoods PMP MIndmaps

Published Version- 1.0: October 2014

Copyright 2014 by KnowledgeWoods Consulting, New Delhi - INDIA.

PROCESS GROUPS MONITORING AND CONTROLLING

Plan Cost Management

Perform Quality Assurance

Acquire Project Team EXECUTING PROCESS GROUP Conduct Procurements

Develop Project Team

Manage Project Team Manage Stakeholder Engagement

MONITORING AND CONTROLLING PROCESS

Control Scope Control Procurements

TIME KNOWLEDGE AREAS RISK

PROJECT INTEGRATION MANAGEMENT

Direct and Manage Project Work Close Project or Phase

TOOLS High level risks

Subject matter experts

Advise how the project

Degree to which the processes will be used

Specialists advice on Expert Judgment Historical information

Stakeholders Timesheet system

Defect repair Output to perform Quality control process

Requirements,doc Actual durations

Calculated EAC Monitor and Control

Causal analysis Performance reports

Project management team

Perform Integrated Decisions communicated to

Approved change request

Expert Judgment Guidance on project closing

TOOLS Lessons learned

Close Project or Phase OUTPUTS Change management documentation

Project or phase If terminated than

Contract review if applicable

Historical information Risk / issue register

Define Scope Project Scope Management

Create WBS Control Scope

Provides high level

Policies and procedures

OUTPUT How formal

Requirements Requirements prioritization

Product metrics that will be

Traceability structure to reflect

Contains the high level

Multicriteria decision Identify best practices

Collect Requirements OUTPUTS

Defines how requirements are linked to -

Requirements Tracks through the life cycle

Policies,procedures,guidelines Organizational Pair wise comparisions

Define Scope OUTPUTS Project assumptions

Project Documents Requirements traceability matrix

For example, engineering

Description of the project

Deliverable oriented hierarchical

Code of accounts are assigned to WBS

Create WBS Outputs Acceptance criteria

WBS Code of account

Project Document Updates Requirements documentation

Requirement link to origin Requirements

Severity of the nonconformities etc

Degree of compliance with requirements

TOOLS Also called as reviews,product reviews,audits,walkthrough

Meets acceptance criteria

Reasons for non acceptance

Change Requests Defect repair