Prepared By: Rajesh Thallam

Prepared On: Dec 14th, 2012

Version No.: 1.0
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1.0 Rajesh Thallam
jesh Thallam
c 14th, 2012
1.0
ns to improve this notes, please email to rajesh.thallam@gmail.com

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READ QUESTIONS &
CAREFULLY! TW
ONS & OPTIONS
LY! TWICE!!
HOW TO USE THIS NOTES?
1. Before using this notes, please read PMBOK or Rita's or any book to get fair idea
2. Before attempting final exam or any mock test, you can use this test for revision
3. In Table of Contents tab, on the left, you will see PMBOK Pg43 which is the main area of this notes. If you
that process which explains KEY CONCEPTS, INPUTS, TOOLS & TECHNIQUES and OUTPUTS
4. On each process, there is a HOME button which will bring you back to this page
5. ITTO Consolidated sheet represents ITTO's of all processes in Excel format. This will help you to analyze.
use variance analysis or which processes have output as Work Performance Measurements etc.
6. I have referred couple of websites to clear my doubts on confused topics whoch are listed in separate ta
7. Following topics are "not" covered
* Process management framework and types of organization
* Ethics and responsibility
* Interpersonal Skills (Appendix G in PMBOK)
8. Suggested to read PMBOK or this notes Process Group wise in sequence as well as Knowledge Area wise

SOURCES
1. PMBOK 4th Ed
2. Rita - PMP Exam Prep
3. Andy Crowe - How to pass PMP in First Try
4. Kim Heldman - Book in PMI reads
5. Christopher Scordo - Mock Tests
6. Some topics are copied from Rajesh Nair Notes on PMZilla.com
 k to get fair idea
test for revision
hich is the main area of this notes. If you click on any process it will take you to details on
CHNIQUES and OUTPUTS
ack to this page
cel format. This will help you to analyze. If you want to ask question like which processes
ormance Measurements etc.
ed topics whoch are listed in separate tab.

equence as well as Knowledge Area wise in sequence

 Process Group (5)
Initiating (2) Planning (20)
Knowledge Area (9)
.1 Develop Project Charter .1 Develop Project Management Plan
Project Integration Management (6)

.2 Collect Requirements
Project Scope Management (5)
.3 Define Scope
.4 Create WBS
.5 Define Activities
.6 Sequence Activities
Project Time Management (6) .7 Estimate Activity Resources
.8 Estimate Activity Durations
.9 Develop Schedule
.10 Estimate Costs
Project Cost Management (3)
.11 Determine Budget
Project Quality Management (3) .12 Plan Quality
.13 Develop Human Resource Plan
Project Human Resource Management (4)

.2 Identify Stakeholders .14 Plan communications

Project Communication Management (5)

.15 Plan Risk Management

.16 Identify Risks
Project Risk Management (6) .17 Plan Qualitative Risk Analysis
.18 Plan Quanitative Risk Analysis
.19 Plan Risk Responses
Project Procurement
.20 Plan Procurements
Management (4)
 Executing (8) Monitoring & Controlling (10) Closing (2)

.1 Direct & Manage Project Execution

.1 Monitor & Control Project Work .1 Close Project or Phase

.2 Perform Integrated Change Control

.3 Verify Scope

.4 Control Scope

.5 Control Schedule

.6 Control Costs

.2 Perform Quality Assurance .7 Perform Quality Control

.3 Acquire Project Team
.4 Develop Project Team
.5 Manage Project Team
.6 Distribute Information .8 Report Performance

.7 Manage Stakeholders Expectations

.9 Monitor & Control Risks

.8 Conduct procurements .10 Administer Procurements .2 Close procurements

Important
Project & Process framework
Professional Responsibility
There is not much detail about this topic in this notes. Please
refer Rita's or PMBOK. Will update shortly
Not covered

Excel formatted ITTO for easy navigation

ITTO Consolidated

Topics Usually Confused

Mock Up Exam Details

 HOME Project Management Essentials

Portfolios, programs, projects and sub-projects

Project
- an endeavour to deliver a unique product or service and are
meant to meet strategic goals
- temporary duration
- undergoes progressive eloboration
- driven by market demands, customer requests, org requirements or
legal changes
Operations/Ongoing work
- Work that is repetitive and does not have a clearly delineated
beginning and end. This type of work supports ongoing activity and
is usually managed within organizational functions. Its purpose is to
enable an organization to continue operating
- repetitive, required for thrive in business smoothly
e.g. writing expense reports every month, preparing metrics reports,
performance appraisals
If you’re building cars on an assembly line, that’s a process. If you’re
designing and building a prototype of a specific car model, that’s a
project
Responsibility of project manager
- to meet the objects
- update the project plans with changes
- balance changing demands of project, budgets, scope, schedule
and quality
- balance stakeholders expectations

Stakeholder categories
Sponsor
Typically, a senior executive of the organization or a management
group for which a project is carried out. The sponsor provides
financial resources and is the primary risk taker within the project.

Customer
The person or organization that purchases or uses the product or
service that results from a project.

Organizational influencers
Organizational culture
The unique nuances of how business is conducted and ways that the
organization operates. The shared values, norms, beliefs,
expectations, policies, procedures, and views of authority that
members of an organization have all make up the organizational
culture. How employees' view authority impacts communication
between the team and the project manager.
Functional Organizational structure
- org is grouped by areas of specialization within different functional
areas. Authority is with functional managers.
- Advantages - defined roles, simple reporting structures, cohesive
teams
- Disadvantages - lack of communication and colloboration between
functions, slow decision making due to sharing of mgmt role b/w
project mngrs and functional mgrs, high level of bureaucracy,
competetion of resources, limited project scope
Project Life Cycle
Stage Cost and staffing Uncertainty Cost of changes
1. Starting the project Low High Low
2. Organizing and preparing Increases Decreases Increases
3. Carrying out the work Peaks Decreases Increases
4. Closing the project Decreases Low High

Product Life Cycle

Product life cycle stages
1.product inception and development
2.product introduction
3.product growth
4.product maturity
5.product decline
 Project Management Essentials

Portfolios, programs, projects and sub-projects

Portfolio
A collection of lower-level portfolios, programs, projects, and
ongoing work. The work is grouped to facilitate centralized and
effective management, aimed at meeting strategic objectives. The
projects and other work types in the portfolio may not be directly
related.

Program
A group of related projects and operational work. It is managed in a
coordinated way to achieve benefits and a level of control not
possible when managing the work components individually.

Competencies
Knowledge based comptency - knowledge on PM areas like
integration, procurement, cost, scope, time, quality, risk, human
resources, communication
Performance based competency - comes with experience and set of
skills to manage project
Personality based competency - leadership, ability to get things
done, negotiation and persuasion skills
Stakeholder categories
Vendors
External organizations that supply goods or services required by a
project. Vendors, also known as sellers, are typically suppliers or
contractors that provide material or services for the company.
Business partners have a special relationship with the organization,
often acquired through a certification process.

Hidden Stakeholders
that may not be immediately apparent. Examples are stakeholders in
the physical, cultural, or political environment; future generations;
and members of the organization not directly involved in the project
but affected by the organization's structure and culture.

Organizational influencers
Organizational structure
How positions and departments are defined, and what the reporting
structure is in an organization. An organization may use a functional,
projectized, or matrix structure. A matrix structure blends functional
and projectized organizations. For example, a company could create
a dedicated project team comprised of members from each
functional department. The project manager is responsible for the
team and its work and has control of project resources.
 Projectized Organizational structure
- entire company is organised by projects. The PM has control of
projects. Perssonal are assinged and report to a PM. Team members
only complete the project work and when the project is over, they do
not have a department to go back to.
- Advantages - freq. collaboration, rapid decision making via single
authority, increased organizational focus
- Disadvantages - employees working on many projects at a time,
idle time, relocating employes after proj is completed
Project Life Cycle
g Uncertainty Cost of changes
High Low
Decreases Increases
Decreases Increases
Low High

Product Life Cycle

ects
Sub-project
Smaller portions of an overall project, created to enable easier
management. Sub-projects may be called projects, but they're really
smaller parts of a whole.

- A project may or may not be part of A program, but A

program will always have projects.
- Portfolios are organized around business goals and
Programs are organized around A shared benefit in
managing them together.

Project team
The people responsible for conducting a project. The project
manager is the person who is authorized to manage a project.
Project team members are the people who perform the work of a
project.

Organizational process assets

Project-related documents or data from previous work that can be
used to improve the current project or facilitate project management.
They include the plans, policies, procedures, and guidelines that may
influence a project's success. They also include knowledge assets.
Plans, templates, policies, and "lessons learned" databases can help
the project manager complete tasks quickly and improve quality by
avoiding mistakes made in the past
Matrix Organizational structure
- Team member reports to two bosses, the Project Mgr and the
Functional Mgr
- Share responsibility and authority between the two.
- As compared to functional org, there would be improved Proj Mgr
control over the resources and better horizontal & vertical
dissemination of information.

- Project life cycle can exist independent of product life cycle

- Project life cycle can run concurrently with product life cycle or
form part of product life cycle
- A single product life cycle can consist of many multiple Project life
cycle
- A product life cycle can completed during A single-phase Project
 Develop Project Charter
HOME
(Initiating)
INPUTS.1 Project Statement of Work.2 Business
TOOLSCase.3
& TECHNIQUES.1
Contract.4 Enterprise
Expert JudgmentOUTPUTS.1
Environmental Factors.5
Project
Organizational
Charter Process Assets

KEY ASPECTS
* Involves developing a document that formally authorizes a project or phase and documenting initial requirements that
satisfy stakeholders needs and expectations
* Approved project charter formally initiates the project
* PM is assigned as early in the project, preferably while project charter is being developed and prior to start of planning
* Recommended - PM to participate in the development of project charter as it provides PM authority to apply resources to
project activities
* Projects are authorized by external to project such as sponsor, PMO, portfolio steering committee
* Project sponsor is responsible for creating project charter and sponsor funds the project
* Project initiator or sponsor will either create the project charter or delegate to PM. The initiator's signature on the charter
authorizes the project. This triggers the creation of needs analysis, business case or situation that the project will address
* Involves meeting with stakeholders, define high level objectives, constraints, assumptions and risks to assess feasibility of
project within the given constraints
* Project Charter does NOT NEED to change as the project progresses. Any change into project charter should raise question
whether it should continue?

INPUTS
.1 Project Statement of Work
* SoW is description of products or services to be delivered by the project. It references business need (market demand,
tech advance, legal), product description (characteristics of product or service to be delivered), strategic plan (org strategic
goals)
* Internal projects - SoW is prepared by project sponsor/initiator
* External projects - SoW is received from customer/buyer in the form of request for proposal (RFP), request for
information (RFI) or as part of contract
.2 Business Case
* A document that provides details on why project is worth the required investment
* Includes cost-benefit analysis to justify the project
* For external projects, requesting organization/customer/buyer will write the business case
* PM should know why the project was selected and project selections are "not" done by PM.
Refer Project Selection methods
Project Selection
.3 Contract
* When the work is done for external org, contract would be input for seller to write project charter with a view to increase
revenue or gain additional work from buyer
.4 Enterprise Environmental Factors
* Factors influencing during development of project charter - govt or industry standards, org infrastructure, market
conditions
.5 Organizational Process Assets
* Org standards, policies, procedures; project charter templates; historical info; lessons learned database
TOOLS & TECHNIQUES
.1 Expert Judgment
* Assess the inputs used to develop project charter on technical and management details during the process

OUTPUTS
.1 Project Charter
Input for ---> Develop Project Management Plan;; Collect Requirements;; Define Scope;; Identify
Stakeholders;;
* Project Title/Description
* Project Manager Assigned & Authority Level (who is given authority to lead the project and can PM determine, manage,
and approve changes to budget, schedule, staffing)
* Business Case (why this project is being done? With Justification)
* Resources pre-assigned (How many or which resources will be provided)
* Stakeholders (who will affect or affected by the project)
* Stakeholder requirements (req. related to product/project scope)
* Product description/deliverables (end results)
* Measurable project objectives (summary milestone/summary budget)
* Project Approval Requirements (acceptance criteria for project success and who decides success and who signs off the
project)
* High Level project risks
* Name and Signature of the sponsors authorizing the project
PROJECT SELECTION METHODS
* PM is typically "not" involved in project selection. But the process used by company to select the project will influence how
PM will plan and manage the project
* Two categories of project selection methods -
1. Benefit Measurement Methods (Comparative Approach/ Decision Models) - Murder board, peer review, economic models,
scoring methods
2. Constrained Optimization Methods (Mathematical Methods/Calculation Approach) - Linear programming, non-linear
programming, dynamic programming, multi-objective programming
* Economic Models
* Present Value (PV) - A dollar today is worth more than a dollar tomorrow. e.g. If project is expected to produce $300K
in three yrs then the PV is going to be less than $300K. Reason is you wont get your $300K until 3rd yr but if put $300K in
bank today and after 3 yrs you would end up more than $300K. Bigger PV makes project attractive
PV = FV / (1 + r)n FV= future value, r = interest rate, n = # of time periods
* Net Present Value (NPV) - Same as PV except that costs also factor in. E.g. If you constructed building with PV $500K
and total cost was $350K then NPV is $500K - $350K = $150K. Bigger NPV makes project attractive
* Internal Rate of Return (IRR) - Bigger IRR is better
* Payback period - Duration of time it takes for the organization to recover investment in the project before accumulating
profit. Shorter payback period is better
* Benefit Cost Ratio (BCR) - BCR > 1 -- benefits (revenue) are greater than costs. BCR < 1 -- costs are greater than
benefits. BCR = 1 -- costs and benefits are same. Revenue or benefits is not same as profit.
* Economic Value Added (EVA) - EVA looks at how much value project has truly created for stakeholders - looks at net
profits as well as opportunity costs. E.g. XYZ company invests $175K and returned net profit of $10K but if same amount was
banked with 6% return it would have earned $10.5K so it would have been better to invest in the bank rather than the project
* Opportunity Cost - What is the cost of the other opportunities we missed by investing our money in this project? Lesser
the better
* Return on Investment (ROI) - Return you make by investing in something (benefit -cost)/ cost. Bigger is better
* Return on Invested Capital (ROIC) - Net Income (after tax) from Project / Total Capital Invested in the Project.

* Depreciation
1. Straight Line Depreciation
2. Accelerated Depreciation - Double declining balance, sum of the years digits. This form depreciates faster than straight
line
 Develop Project Management Plan Direct & M
HOME HOME
(Planning) (E
INPUTS.1 Project Charter.2 Outputs from planning
TOOLS &processes.3
TECHNIQUES.1
Enterprise
ExpertEnvironmental
JudgmentOUTPUTS.1
Factors.4Project
Organizational
Management
Process
PlanAssets
INPUTS.1 Project Management Plan.2 Approved Change req

KEY ASPECTS KEY ASPECTS

* Process of documenting the actions necessary to define, prepare, integrate and coordinate all subsidiary plans * Process of performing the work defined in the project ma
* Proj Mgmt Plan (PMP) defines how project is executed, monitored and controlled, and closed. It varies depending on the * Activities include
application area and complexity of the project. * Create project deliverables
* PMP is developed through a series of integrated processes until project closure. This results in a PMP that is * Staff, train and manage team members
progressively elaborated by updates and controlled and approved through the Perform Integrated Change Control * Obtain, manage and use resources (materials, tools, fa
process * Implement planned methods and standards
* It would be approved by * The Project Manager, * The Project Sponsor, * The Functional Manager who are * Establish and manage communication channels
providing resources for the project. (for the exam we will do much better to think of the Project Management Plan as * Generate project data such as cost, schedule, technica
always being DETAILED). * Issue change requests and adapt approved changes
* Exam: If the exam asks what to do when a project deviates significantly from established baselines, the correct answer is * Manage risks and implement risk responses activities
likely the one about reviewing the projects risk mgmt process. Deviations from baselines are often due to incomplete * Manage sellers/vendors/suppliers
identification of risks and risk management. * Collect and document lessons learned and implement a
* Configuration Management System and Change Control System are part of PMIS i.e. enterprise environmental * Work performance information
factors * Anothe important output from this process apart from
* What to do when you encounter a change. * This information is about completion status of the deliv
* You always begin dealing with change by consulting the project management plan. * This info is fed into performance reporting process.
* The work authorization system is a part of your company’s Enterprise Environmental Factors, and it’s generally part of * This will also be used as input to monitoring and contr
any change control system
INPUTS * This
INPUTS process also requires implementation of approved ch
.1 Project Charter * Corrective Action: Executing
.1 Project Management Plan the work to bring expecte
Input from ---> Develop Project Charter * Preventive
Input Action:
from ---> PerformProject
Develop an activity that can reduce
Management Plan
.2 Outputs from planning processes * Defect Repair:
.2 Approved Change Defect in project component with a reco
Requests
* PMP has management plan from every knowledge plan and also following plans * Any information
Input from ---> (Schedule/Milestones/Cost/Quality/Etc)
Perform Integrated Change Contr re
Requirement Management Plan: How to identify, analyze and document the requirements and how req. will be Work Performance Information.
* Perform Integrated Change Control process updates ch
managed and controlled throughout the project * Approved change requests are the documented, autho
Change Management Plan: How changes will be managed and controlled, change control procedures, approval levels policies, procedures, costs/budgets, revise schedules
for authorizing changes, creation of change control board, org tools to track the changes * Approved change requests are scheduled for implemen
Configuration Management Plan: Defines how to manage changes to deliverables and resulting documentation * They may require implementing preventive or correctiv
(version of scope, cost, schedule components) and org tools to used for this effort .3 Enterprise Environmental Factors
Process Improvement Plan: Identify existing processes and may create or improve some processes * Org structure, infrastructure, personnel administration,
.3 Enterprise Environmental Factors scheduling softeware tool, configuration management syste
* Govt or industry standards, PMIS, org structure and culture, infrastructure, personnel admin (hire/fire/perf reviews) to other online automated systems)
.4 Organizational Process Assets .4 Organizational Process Assets
* Standardized guidelines, work instructions, PMP template, change control procedures, project files past projects * Standardized guidelines and work instructions
* Communication requirements
* Issue and defect management procedures and databas
* Process measurement database
* Project files from previous projects
TOOLS & TECHNIQUES TOOLS & TECHNIQUES
.1 Expert Judgment .1 Expert Judgment
* Improve current processes to project needs, develop tech/mgmt details, determine resource and skill levels, level of * Expertise is provided PM and project management team
configuration mgmt, project documents subjected to formal change control process * Additional expertise like consultants, stakeholders, pro
.2 Project Management Information Systems (PMIS)
* It can include both manual and automated systems us
Project Management Plan Process

OUTPUTS OUTPUTS
.1 Project Management Plan .1 Deliverables
Input for ---> All Executing, Monitoring & Controlling and Closing process groups * Approved deliverable is any unique and verifiable prod
* PMP is consolidation of subsidiary management plans and baselines from planning processes to complete a process/phase/project
* PMP contains scope, cost, schedule baselines. Scope baseline is Proj scope stmt + WBS + WBS Dictionary .2 Work Performance Information
Together these baselines are called Performance Measurement Baseline which are part of PMP and used for * Deliverable status, schedule progress, costs incurred
keeping track of them as they change. * Your job is to direct the work, but you need to do more
* Once a project management plan is baselined, it may only be changed when a change request is generated and your team performed and that’s what the work performance
approved through Perform Integrated Change Control process .3 Change Requests
* Performance measurement baseline in PMP is used for eanred value measurements * Requests for a change can be inter/external, direct/ind
* The SCOPE mgmt plan, the SCHEDULE mgmt plan, the COST mgmt plan, the CHANGE mgmt plan, and the * These can include corrective actions, preventive action
CONFIGURATION mgmt plan are created right here. documents)
.4 Project Management Plan Updates
.5 Project Document Updates
* Updates to requirement documents, stakeholder regist
 Direct & Manage Execution Monitor & Control Project Work
HOME
(Executing) (Monitoring & Controlling)
TOOLS & TECHNIQUES.1 Expert Judgment.2
OUTPUTS.1
Project Management
Deliverables.2
Information
Work Performance
System
INPUTS.1
Information.3
Project Management
Change Requests.4
Plan.2 Project
Performance
TOOLS
Management
&Reports.3
TECHNIQUES.1
Plan
Enterprise
Updates.5
Expert
Environmental
Project
Judgment
Document
Factors.4
Updates
Orga

KEY ASPECTS
work defined in the project management plan to achieve project objectives * Process of tracking, reviewing and regulating progress to meet the peformance objectives defined in
* Monitoring is performed throughout the project which includes collecting, measuring an distributing
es and assessing measurements and trends to effect prcoess improvements
team members * Control includes determining corrective or preventive actions or replanning and following upon actio
resources (materials, tools, facilities) actions taken resolved the performance review
hods and standards * Activities include
ommunication channels * Compare actual performance against PMP
ch as cost, schedule, technical and quality progress * Assess performance and recommend corrective/preventive actions
nd adapt approved changes * Identify, track new risks and monitor existing risks
ment risk responses activities * Provide info to support project status, reporting
suppliers * Providing forecasts to update current cost and schedule info
ssons learned and implement approved process improvement activities * Monitoring implementation of approved changes as they occur
ion
from this process apart from deliverables
t completion status of the deliverables and what has been accomplished.
ormance reporting process.
input to monitoring and controlling process
mplementation of approved changes covering INPUTS
ting
an the work to bring expected future performance in line with the plan .1 Project Management Plan
rm an activity
p Project that can reduce
Management Planprobability of negative risks Input from ---> Develop Project Management Plan
project
ests component with a recommendation to repair or replace the component .2 Performance Reports
mMilestones/Cost/Quality/Etc)
Integrated Change Control related to the deliverables being produced here could be considered Input from ---> Report Performance
on.
nge Control process updates change request status as approved or rejected * Performance reports include current status, milestones/major accomplishments, forecast, issues,
ts are the documented, authorized changes to expand or reduce the scope. They can also modify .3 Enterprise Environmental Factors
udgets, revise schedules * Govt or industry standards, company work authorization system, stakeholder risk tolerances, PMI
ts are scheduled for implementation by project team .4 Organizational Process Assets
menting preventive or corrective actions * Organization communication requirements
tal Factors * Financial procedures (time reporting, expenditure and disimbursements)
ture, personnel administration, stakeholder risk tolerances, PMIS (Automated tool suite such as * Issue and defect management procedures
nfiguration management system, information collection and distribution system, web interfaces * Risk control procedures (risk categories, probability definition and impact, probabaility and impac
stems) * Process measurement database
Assets * Lessons learned database
and work instructions
ments
ement procedures and databases
atabase
us projects
 TOOLS & TECHNIQUES
.1 Expert Judgment
and project management team using specialized knowledge/training * Project management team provides expertise to interpret information provided by monitor and co
consultants, stakeholders, professional and technical associations * PM, along with team, determines actions to ensure performance is inline with expectations
nformation Systems (PMIS)
ual and automated systems used together, integrate and disseminate the outputs of the Develop
cess

OUTPUTS
.1 Change Requests
any unique and verifiable product, result or capability to perform a service that must be produced .2 Project Management Plan Updates
project * Management Plans - Schedule, Cost, Scope, Quality
ormation * Baselines - Scope, Schedule, Cost Performance
dule progress, costs incurred .3 Project Document Updates
work, but you need to do more than deliver the results. You also need to keep track of how well * Forecasts, performance reports, issue log
at’s what the work performance information output is about

an be inter/external, direct/indirect, optional/legally mandated

tive actions, preventive actions, defect repairs and updates (changes to fomally controlled

an Updates
ates
documents, stakeholder register, risk register, project logs (assumption/issues etc.)
ect Work Perform Integrated Change Control
HOME
olling) (Monitoring & Controlling)
OUTPUTS.1 Change Requests.2 Project Management
INPUTS.1 Project
Plan Updates.3
Management
Project
Plan.2
Document
WorkTOOLS
Performance
Updates
& TECHNIQUES.1
Information.3
Expert
Change
Judgment.2
Requests.4
OUTPUTS.1
Change
Organizational
Control
ChangeMeetings
Request
ProcessStatus
Assets.5
Update.2
Enterprise
Project
Environm
Manag

KEY ASPECTS
formance objectives defined in PMP * Process of reviewing all change requests, approving changes and managing changes to deliverables, org process assets,
ng, measuring an distributing performance information project documents and project management plan
s * Conducted from project inception to completion
nning and following upon action plans to determine if * PMP, scope statement, other deliverables are maintained by carefully managing changes (approving/rejecting) thereby only
approved changes are incorporated into the revised baseline
* Activities include
* Influencing factors that bypass integrated change control so that only approved changes are implemented
* Reviewing, analyzing, approving change requests promptly
* Managing the approved changes
* Maintain integrity of baselines by releasing only approved changes
* Review, approve, deny recommended corrective and preventive actions
* Coordinating changes across the project
* Documenting complete impact of change requests
* Corrective and Preventive Actions do not normally effect the Project Baselines, only the performance against the baselines.
* Project Manager is given authority to approve certain types of change requests. Whenever required, Change Control Board is
responsible for reviewing changes and change requests and its level of authority should be spelled out in the Project
Management Plan.
* Perform Integrated Change Control is primarily focused on MANAGING CHANGE to the project's SCOPE
INPUTS
.1Monitor
Projectand Control Project
Management PlanWork is primarily focused on MANAGING THE WAY that SCOPE is EXECUTED
Direct
InputandfromManage Project Execution
---> Develop Project implements
Management approved
Plan Change Requests
* Exam: A functional
* Contains manager
subsidiary wants
plans and thetobaselines
make a change
against to the project,
which what
actual will be is the first thing
compared a PM should
(i.e. planned do? date deviates
deliverable
1. evaluate the impact - considering all the project constraints
from actual, a change request need to be submitted and approved and may lead to updated plan)
mplishments, forecast, issues, scheduled activities .2 2. create
Work options - areInformation
Performance created based on crashing, fast tracking, reestimating..etc
3. get change
Input from --->request approved
Direct internally
& Manage Project Execution
akeholder risk tolerances, PMIS 4. get customer buy-in (if required)
* Project deliverable status/schedule progress/cost-to-date and when they are deviated from planned, PM should take
corrective action
.3 Change Requests
ents) Input from ---> Verify Scope;; Control Scope;; Control Costs;; Control Schedule;; Perform Quality
Assurance;; Perform Quality Control;; Manage Team;; Monitor & Control Risks;; Administer Procurements;;
mpact, probabaility and impact matrix) Manage Stakeholder Expectations;; Report Performance;; Plan Procurements;; Conduct Procurements;; Direct
and Manage Project Execution;; Monitor & Control Project Work
* Direct and manage project execution - Project team find an efficient way to implement tasks and so recommend changes
* Manage and control project work process - Corrective action after analyzing work performance information.
Any control processes that may lead to change in quality/cost/time/scope
.4 Enterprise Environmental Factors
* PMIS E.g. Scheduling tool - Monitor status schedule > identify changes > analyze alternative actions > Apply schedule
changes > Communicate changes to all stakeholders
.5 Organizational Assets
* Configuration Mgmt Knowledge Base - Contains versions and baselines of company policies/procedures/project docs that
may influence how a change will be handled in current project
* Change control procedures - How a change should be reviewed/assessed?

on provided by monitor and control processes
inline with expectations
TOOLS & TECHNIQUES
.1 Expert Judgment
* In addition to project team's expertise, stakeholders may be asked to provide expertise and sit on Change Control Board
.2 Change control meetings
* Change control board reviews change requests and gives project manager level of authority (high/low) to approve change
requests
* Roles & responsibilities of CCB is clearly defined and agreed upon by all stakeholders
* All CCB decisions are documented and communicated to stakeholders for info and follow up
* Control board approves/rejects/on hold changes depending on feasibility of scope and impact to the scope
* Feasible - When project baseline can be adjusted without affecting projects performance beyond tolerable levels
* Within Scope - If change request does not impact project performance baselines
OUTPUTS
.1 Change Request Status Update
* If Change request is not feasible
* Reject the change request and ask for additional info
* Update change control log, change request status
* Change request is feasible and within scope
* Update change control log, change request status, subsidiary plan
* Change request is feasible and out of scope
* Update change control log, change request status, project documents, forecast, performance baselines
* Change request status - Approved/Rejected/Pending - will be updated in change request log and approved CRs are
implemented during Direct & Manage Projet Execution process
.2 Project Management Plan Updates
* When change effects scope of a project, PM Plan must updated to reflect the changes in performance baseline and
subsidiary plans
e.g. Cost overrun due to supplier change will require changes to budget plan and procurement plan
* Changes to baseline should show only changes from current time forward. Past performance may not be changed to
protect integrity of baselines
.3 Project Document Update
* Documents that are affected by change control system such as change request log
e.g. Change control log (approved/rejected) or Change to project scope must be documented in forecast plans
Involves Review, Approve and Manage changes to project deliverables, plans and processes
How changes be implemented? (Principles of change control process)
* Prevent the root cause for changes
* Identify method to identify changes early
* Daily status from team
* Meeting with customer or stakeholder
* Online sources for environmental, technical or legal changes
* Look at impact of the change
* Change control logs or issue logs
* Create a change request
* Perform Integrated Change Control
i. Asess the impact
* Understand what led to change - customer demand, legislation change or technical defect so on
* Impact of change - Scope, cost, schedule and quality
* Should change go ahead? Benefits increase or decrease for project completion?
ii. Create options - are created based on crashing, fast tracking, reestimating..etc
iii. Get change request approved internally
* Emergency procedures to be in place for approving change requests faster when necessary
iv. Get
Configurationcustomer buy-in (if required)
Management
*
* Adjust the Projmanagement
Configuration Mgmt Plan, proj
is andoc, baseline
overall system of which change control system is a part.
* When an existing PM process is impacted
* Configuration mgmt provides tools to control projectthen updates are need for that PM process that means additional passes
changes.
through planning and executing processes
* Always for look for alternative solution not impacting baseline (if change request deviates from initial scope, then CR can
Features
be rejected)
* Ensure version control
*
* Communicate change toversion
Product documentation stakeholders
controland coordinate approved changes
*
* Project management documentationmgmt
Manage Project to the revised Proj Plan.
version control
* Only approved changes are version controlled

Why version control required?

* Prevent version related errors

How configuration management is helps to implement change control process? (Principles)

* Identify characteristics of change
* Controlling changes - Track current status to either approve or reject change request
* Document and audit changes - Verification to ensure product meets quality standards and stakeholder requirements
 Close Project/Phase
HOME
(Closing)
INPUTS.1 Project Management Plan.2 TOOLS
Accepted
& TECHNIQUES.1
Deliverables.3 Organizational
Expert Judgment
OUTPUTS.1
Process Assets
Final Product or Service or Result Transition.2 Organizational Process Asset Upd

KEY CONCEPTS
* Involves finalizing all activities across all of the proj mgmt process groups to formally complete the project or phase
* Since project scope is measured against project mgmt plan, PM will review that document to ensure completion before
project is closed
* This process also establishes procedures to investigate and document the reasons for actions taken if a project is terminated
before completion
* Activities Involved
* Acceptance of deliverables - acceptance criteria laid out as by corporate guidelines
* Transfer of project's products, services, results to the next phase or to production and/or operations
* Administrative closures - Customer sign off, lessons learned (using Expert Judgment technique)
* Assessing project success - Compare actual results with the planned results defined in project mgmt plan
* To answer questions such as Was project delivered on time and budget? Was the quality acceptable? How well
project team performed? How many revisions were there to project?
* Performing audits or project post-mortem
* Written survey
* Closing meetings
* Exam: Project closure occurs at the end of each phase of the project in order to properly document project information and
keep it safe for future reference. You shouldn't wait until project completion to perform the Close Project or Phase process but
rather
INPUTS perform it at the end of every phase, no matter whether the project phase was completed successfully or ended for
some other reason.
.1 Project Management Plan
* Benefits
Input from of close project Project Management Plan
---> Develop
*
* Confirms
Comparesproject
actual status
results-toStakeholders cannot
the performance request outlined
baselines any changes
in theonce
planproject
- status is confirmed as closed
* Clarifies success and failures
* Performance baselines - scope, schedule (whether delivered on time), budget (project expenses within limits) & risks
* Release resources
.2 Accepted Deliverables
* Completes
Input project
from ---> documentation
Verify Scope
* Reasons for early closure
.3 Organizational Process Assets
*
* Shift in business
Company env for
guidelines andclosure,
focus audits, subcomponent validations
* Technology changes
* Historical information and lessons learned database (project records and documents, project closure information, info
* Need
about for more
the results of resources
previous project selection decisions, performance information, risk management effort)
* Legislation changes
* Change in customer demands
TOOLS & TECHNIQUES
.1 Expert Judgment
* Experts ensure project/phase closure is performed as per standards

OUTPUTS
.1 Final Product, Service or Result Transition
* Transition of deliverables - Formal sign off, official transfer of product/service to next body/person, notify relevant
stakeholders
* The final product, service, or result is concerned with obtaining formal acceptance; organizational process assets involves
documenting and archiving formal acceptance.
* Another function of sign‐off is that it kicks off the beginning of the warranty period (if applicable)
.2 Organizational Process Asset Updates
* Project Files - e.g. PM plan, scope/cost/schedule baseline, risk registers, planned risk response actions, project calendars,
risk impact assessment
* Project or Phase Closure documents
* Formal acceptance document, sign offs, transfer phase/project deliverables to Operations
* During project/phase closures, PM reviews prior phase documentation, customer acceptance from verify scope process
and contract (if applicable) to ensure that all project requirements are complete prior to finalizing the closure of the project
* Historical information
* Sign off documents
* Archived project files and deliverables
ADDITIONAL NOTES
* Probability of completing the project is highest during closing and risk is lowest. Majority of the work is completed - if not all
of the work - so the probability of not finishing the project is very low.
* Stakeholders have the least amount of influence during the Closing processes, while project managers have the greatest
amount of influence. Costs are significantly lower during this process because the majority of the project work and spending
has already occurred
* Weak matrix organizations tend to experience the least amount of stress during the Closing processes. This is because, the
functional manager assigns all tasks (project‐related tasks as well) so the team members have a job to return to once the
project is completed and there's no change in reporting structure.
* Projects come to an end for several reasons:
* They're completed successfully.
* They're canceled or killed prior to completion.
* They evolve into ongoing operations and no longer exist as projects.
* Four formal types of project endings exist
* Addition: Projects that evolve into ongoing operations are considered projects that end because of addition; in other
words, they become their own ongoing business unit i.e. Operations
* Starvation: When resources are cut off from the project or are no longer provided to the project, it's starved prior to
completing all the requirements, and you're left with an unfinished project on your hands. Starvation can happen for any
number
* Exam:ofRemember
reasons: Other projectsverification,
that product come aboutwhichand take precedence
determines over all
whether theofcurrent
the workproject,
of thethereby
project cutting the funding or
was completed
resources for your project
correctly according or the customer
to the contract or othercurtails an order
procurement or the
terms andproject budget
satisfactory is reduced
according to or a key resource
stakeholder quits is
expectations,
* Integration: Integration occurs when the resources of the project—people, equipment, property, and supplies—are
performed during the Closing processes. Product documentation is verified and accepted during the Verify Scope process. One
distributed
more note: to other
when areas in
projects theprematurely,
end organizationtheor are assigned
Verify to other is
Scope process projects.
where the level of detail concerning the amount of
* Extinction:
work Thisdocumented.
completed gets is the best kind of project end because extinction means the project has been completed and accepted
by the stakeholders. As such, it no longer exists because it had a definite ending date, the goals of the project were achieved,
and the project was closed out.
* The difference between starvation and integration is that starvation is the result of staffing, funding, or other resource cuts
while integration is the result of reassignment or redeployment of the resources.
 HOME
Collecting Requirements Define Scope Create Work Breakdown Structure (WBS) Verify Scope Control Scope
Understanding Project Scope HOME HOME HOME HOME HOME
(Planning) (Planning) (Planning) (Monitoring & Controlling) (Monitoring & Controlling)
INPUTS.1 Project Charter.2 Stakeholder Register
TOOLS & TECHNIQUES.1 Interviews.2 Focus
OUTPUTS.1
Groups.3 Requirements
Facilitated Workshops.4
Documentation.2
Group
INPUTS.1
Creativity
Requirements
Project
Techniques.5
Management
Charter.2Group
Requirements
Plan.3
Decision
Requirements
TOOLS
Making
Documentation.3
&
Techniques.6
TECHNIQUES.1
Traceability
Organizational
Questionnaires
Matrix
Expert Judgment.2
Process
and Assets
OUTPUTS.1
Surveys.7
ProductObservations.8
Analysis.3
Project Scope
Alternatives
Prototypes
Statement.2
Identification.4
Project
INPUTS.1
Document
Facilitated
ProjectUpdates
Scope
Workshops
Statement.2 Requirements
TOOLS & TECHNIQUES.1
Documentation.3
Decomposition
OrganizationalOUTPUTS.1
Process Assets
WBS.2 WBS Dictionary.3 Scope
INPUTS.1
Baseline.4
Validated
ProjectDeliverables.2
Document Updates
ProjectTOOLS
Management
& TECHNIQUES.1
Plan.3 Requirement
InspectionDocumentation.4
OUTPUTS.1Requirement
Accepted Deliverables.2
Traceability Change
Matrix
INPUTS.1
Requests.3
Project
Project
Management
Document
Plan.2
Updates
Work
TOOLS
Performance
& TECHNIQUES.1
Information.3
Variance
Requirements
Analysis
OUTPUTS.1
Documentation.4
Work Performance
Requirements
Measurements.2
Traceability Matrix.5
Change Organizational
Requests.3 Organizational
Process Assets
Process Assets Updates.4 Project Managem

* Scope is work required to complete deliverables KEY ASPECTS KEY ASPECTS KEY ASPECTS KEY ASPECTS KEY ASPECTS
* Scope is like boundary around project - inside boundary is "within scope" and outside boundary is "out of scope" * Collect requirements is defining and managing customer expectations * Exam: Define scope process occurs in planning phase after project charter is developed and requirements are collected but * Creating WBS involves breaking project into manageable work packages to control the project better * Project managers and stakeholders use this process to confirm that project deliverables meets its requirements * Helps managing changes to projects scope and keep it on target to meet req. and objectives
* Project scope is based on product scope and is all of the work that needs to be done to make the product. * Attributes of the deliverables and clients need determine the requirements of a project before project mgmt. plan is created i.e. involves progressive elaboration * WBS is a deliverable oriented hierarchal decomposition of work to be executed by the project to accomplish the project * The req. document, project scope stmt, scope baseline form become part of project management plan, which is used to * Changes can be uncontrolled (scope creep) or controlled (approved changes)
* Product scope is defined by components, functions and features * It is vital to define and document requirement in as much detail as possible as * Involves defining two types of scope objectives and create required deliverables manage and control scope throughout the execution of project * Control scope process ensures only beneficial changes are approved
* Scope changes always have cost/quality/schedule implications * They represent stakeholder expectations * Product Scope - req. characteristics of product or service or result that project must deliver * Exam: Planned work is contained within the lowest level WBS components called work packages. A work package can be * Exam: You should perform Verify Scope even if the project is canceled to document the degree to which the project was * Control scope creep and changes to scope that would have detrimental effect on project More on
* Processes uses to manage scope as well as supporting tools/techniques vary by application area and are usually defines as * Form basis for WBS and planning (quality/time/cost) * Project Scope - refers to all the work required to meet the project deliverables and measures against proj mgmt plan scheduled, cost estimated, monitored and controlled completed. * Scope creep is difference between work performance information and the scope baseline Scope Creep
part of the project life cycle * Needed for control processes to make decisions promptly * Assumption - any idea held but not proven to be true * WBS structure options are * Important: Difference between verify scope and perform quality control processes are * Gold Plating: Sometimes people think of a really great improvement to the product and go ahead and make it without even
* Scope baseline = Approved project scope statement + WBS + WBS dictionary. This baseline scope is * Completion of project scope is measured against project management plan * Risks - Any potential circumstance that may affect success of the project * Phases * Verify scope - Primarily concerned with acceptance of deliverables, ensures products meets requirements, performed by checking the impact.
monitored, verified and controlled throughout the lifecycle of the project * Completion of product scope is measured against the product requirements * Constraints - Anything that puts limit on what can be achieved * Major deliverables or sub-projects project manager and stakeholders, reviewed against req. doc * Integrated Change Control spans: Control Scope, Control Schedule, Control Cost, Quality Control, Monitor and Control Risk,
* Exam: The project scope management plan is a planning tool that documents how the project team will go about * Requirements care categorized as * Develop detailed description of project and product i.e. turns all requirements into a more detailed project scope statement. * External sub-projects * Perform quality control - Primarily concerned with correctness of the deliverables and meeting the quality requirement Administer Procurements
defining project scope, how the work breakdown structure will be developed, how changes to scope will be controlled, and * Project requirements: business req, project mgmt req, delivery req, political req * WBS achieves four goals specified for the deliverables. Ensures no defects in product, find ways of improving product, performed by quality assurance, * Any modification to the agreed‐upon WBS is considered a scope change
how the work of the project will be verified and accepted. Scope management plan is a subsidiary of the project * Product requirements: technical req, security req, performance req * Define responsibilities reviewed against predefined quality standards * Changes in product scope require changes to the project scope as well
management plan and created during Develop Project Management Plan process. * Better control * Quality control is generally performed before scope verification but these two can be performed in parallel. Also Quality * Important: Always remember to update your stakeholders regarding the changes you're implementing and their impacts.
* Exam: Scope management involves managing both product and project scope * Facilitate project scheduling control is performed by quality control dept and Verify Scope is done by customer They'll want to know how the changes impact the performance baselines, including the project costs, project schedule, project
* Exam: Give priority to the customer * Facilitate accurate cost estimates * Verify Scope can be done at the end of each project phase in the project life cycle and at other points throughout the scope, and quality.
* WBS can be structured as an outline, an org chart, a fishbone diagram or other method project as part of M&C i.e. Verify Scope is done multiple times in the project
* Exam: WBS represents all product and project work include PM work. The total of the work at lowest levels must roll up to * Important: Difference between Verify Scope and Close Project/Phase
higher levels so that nothing is left out and no extra work is completed. This is called 100% rule * Verify Scope: Results in formal acceptance of interim deliverables
* Scope Creep INPUTS INPUTS *
INPUTS WBS does not show dependencies
Exam: * Close Project/Phase: Final acceptance from the customer for the project as a whole
INPUTS INPUTS
* Scope creep is what happens when scope changes are not detected early enough or managed .1 Project Charter .1 Project Charter .1 Project Scope Statement * Steps
.1 Involved
Project Management Plan .1 Project Management Plan
* Refers to how small, slow and often unpredicted changes can "creep" unnoticed or be ignored because their effort on Input from ---> Develop Project Charter Input from ---> Develop Project Charter Input from ---> Define Scope 1. Complete
Input fromdeliverables
---> Develop Project Management Plan Input from ---> Develop Project Management Plan
project scope is not realized * It identifies high level requirements, description of a project or product or service to be delivered but not the exact * High level project description and product characteristics * Product scope description assist in purpose of breaking down deliverables in WBS 2.
* Perform
Project Quality Control inspection
Scope Statement: Contains product scope description, includes project deliverables, defines product user * Scope Baseline: To compare with actual results and determine if a change, corrective or preventive action is necessary
* This happens when you think you know the impact of a change so you go ahead, but it turns out that that change leads design or implementation plan .2 Requirement documentation * Project deliverables assist in identifying tasks to be included in WBS 3. Changes
acceptance are requested and corrective action/defect repair completed
criteria * Scope Management Plan: How changes to scope will be managed and controlled
to another one, and since you are already making the first change, you go with the next. Then another change comes up, .2 Stakeholder register Input from ---> Collect Requirements * Project exclusions identify tasks not to be included in WBS 4.
* Perform Qualityeach
WBS: Defines Control inspection
deliverable andiscorresponding
repeated work packages (after decomposition) * Change Management Plan: How changes will be managed and controlled in the project?
and another, and another, until it’s hard to tell what the scope of the project is. Input from ---> Identify Stakeholders .3 Organizational Process Assets .2 Requirement documentation 5.
* Verify Scope i.e. meet
WBS Dictionary: with the
Detailed customerof work and technical documentation for each WBS element
description * Configuration Management Plan: Defines items, attributes, project documents that must be controlled. These should
* List of stakeholders that need to be consulted for detailed information about projects requirements * Polices, procedures, templates for project scope statement Input from ---> Collect Requirements .26. Either customer
Requirements accepts deliverables or changes are requested
Documentation not be changed without an approved change request. Configurable items are product design documents, products and its
* Causes of scope creep * Project files from previous projects * All req. in the requirement documentation must map to specific deliverables in WBS * Verify
InputScope
fromis--->typically performed
Collect by the PM, the Sponsor, the Customer, and the Functional Managers, and the result is a
Requirements components, project documents, results of Quality and stakeholder reviews
* Unexpected scope related issues: Changes project requirements or raise its complexity * Lessons learned * Helps in identifying priority of req. which structures WBS formal, written
* Lists acceptance
all project, by technical
product, the appropriate stakeholders
and other types of req along with their acceptance criteria * Requirement Management Plan: How req will be managed and controlled, how impacts will be analyzed and
* Perfectionism: Adding extra features than required causes change in scope and may end up costing too much time and * WBS should reflect stakeholder expectation of project and its deliverables * If we don't receive a final sign
.3 Requirement Traceability Matrix off from our customer; we have to escalate the issue to our Management. authorization levels required to approve these changes
money .3 Organizational Process Assets Input from ---> Collect Requirements .2 Work Performance Information
* Placating stakeholders * Policies and procedures * To link requirements to their origin and track them throughout the project life cycle Input from ---> Direct and Manage Project Execution
* Misunderstandings: Especially careful to avoid ambiguity or unclear statements. * Existing WBS templates .4 Validated Deliverables * Refers to status of work to complete the deliverables or features/functions of the product
* Previous project files - time schedules, costing sheets, process guides Input from ---> Perform Quality Control * Comes from progress reports, quality control reports, PMI systems
* Ramblings from Questions * Lessons learned * Validated deliverables have been completed and checked for correctness by the Perform Quality Control process * Measure work performance to act against the scope baseline
* Scope creep will probably not occur if staff change is well managed .3 Requirement Documentation
* Scope creep can occur if a stakeholder's request for non-essential item is granted Input from ---> Collect Requirements
* Managed
Project Scopeevents (like strikesProcesses
Management in a factory) that only impact the schedule and not the scope of the project will not be TOOLS & TECHNIQUES TOOLS & TECHNIQUES TOOLS & TECHNIQUES TOOLS & TECHNIQUES .4 Requirements
TOOLS & TECHNIQUESTraceability Matrix
considered
* scope creep (Planning Process Group)
Collect requirements .1 Interviews .1 Expert Judgment .1 Decomposition .1 Inspection .1 Input from
Variance ---> Collect Requirements
Analysis
* *Lowering costdefine,
Investigate, withoutdocument
reducing quality probably
stakeholders wouldn't
needs and lead to scope creep * Formal/informal approach with stakeholders by talking to them directly * Expert judgment required as defining scope involves determining implications of what's in the project charter and req. * Break down deliverables until lowest level of WBS - work packages * Also called reviews, product reviews, walkthroughs and audits .5 *
Organization Process
Variance in scope Assets
can be quantitative or qualitative. Steps include
* Expectations about project and about products features and functions * Interviews with stakeholders, SMEs, people with prior experience on similar projects (one-to-one/multiple doc * Easier to assign control and performance measures * Includes activities such as measuring, examining and verifying to determine whether work and deliverables meet * Formal/informal scope control related policies, procedures and guidelines
* Identify the variance
* Define Scope interviewers/multiple interviewees) .2 Product Analysis * Estimate cost, time, resources more accurate requirements and product acceptance criteria * Monitoring andcause
* Look for the reporting methods to be used
* Involves creating project scope statement that defines work required to deliver product and service .2 Focus groups * Determine what attributes and features a project deliverable must have (i.e. product scope) * Over-decomposition leads to inefficiency in terms of work performance and resource use * Asses the impact of the variance
( Elaborates on project deliverables, assumptions, constraints for a project (used throughout the project) * Bring together prequalified stakeholders and SMEs to learn about their expectations on the product * Techniques like product breakdown, system analysis, req. analysis, systems engineering, value engineering, and value * Four steps of decomposition * Choose the appropriate response
* Create WBS * Less formal, interactive discussion, find expectation that stakeholders have analysis 1. Identify main deliverables - project charter and project scope statement * Triple constraint model: Scope, budget, schedule - in which change in one element forces change in one or both of
* WBS subdivides each task into smaller, manageable work packages * A trained moderator guides the group through interactive discussion and designed to be more conversational than a one- .3 Alternatives Identification Nature/complexity of the project, whether phases of project run concurrently, whether project has interim the others
* Execution stage of project relies heavily on WBS to-one interview * Generate different approaches to execute and perform work of the project deliverables * Stacking resources: If time and money are run out in project, find resources within organization who can be
* Control scope .3 Facilitated workshop * Techniques used: brainstorming, lateral thinking, pair wise comparisons etc. 2. Decompose deliverables reassigned to sort the problem without incurring extra costs
* Monitor status of project scope and manage scope changes * Bring Cross functional stakeholders together to define cross-functional product req and reconcile their differences .4 Facilitated workshops Nature of the project, experience of the project manager and team (familiar or unfamiliar)
* Verify scope (balance expectations of stakeholders with different interests) * Bring Cross functional stakeholders together to define cross-functional product req and reconcile their differences 3. Assign identification
* Last scope process confirming project has met its objectives as defined in scope statement * Fast way to collect feedback from diverse group of stakeholders . Ensures each element can be monitored, tracked and controlled
* Benefits: Build trust, foster relationships. improved communication among stakeholders and leading to increased . Enables to connect specific project activities with an organization accounting and management systems
consensus, discover and resolve issues quickly 4. Verify WBS
* E.g: Joint Application Development in IT, Quality Function Deployment/Voice of Customer in mfring Expert judgment to verify WBS
.4 Group creativity techniques . All the elements are clear and complete
Exam: Arrange all of the activities you do to control scope in the right order *
OUTPUTSBrainstorming OUTPUTS OUTPUTS . each component and work package listed is absolutely necessary OUTPUTS OUTPUTS
1. You figure out that you have to make a change * Nominal group
.1 Requirement technique (brainstormed ideas are voted upon and sorted by priority)
Documentation .1 Project Scope Statement .1 WBS . Deliverables are clearly defined .1 Accepted Deliverables .1 Work Performance Measurements
2. Create a change request * Delphi
Input technique
to ---> Develop (group of experts
Project answer QPlan;;
Management and provide feedback regarding
Plan Procurements;; responses
Define fromCreate
Scope;; each round
WBS;; of Verify
req. Input to ---> Create WBS;; Develop Project Management Plan;; Sequence Activities;; Estimate Activity * Finalize. Identification
WBS by adding codes are accounts
control logical at strategic points to monitor performance (Earned Value Analysis) Input to ---> Close Project or Phase Input to ---> Report Performance;; Perform Quality Control
3. Get approval to make the change gathering)
Scope;; Control Scope Durations;; Develop Schedule;; Plan Risk Management * Control. account
Project management elements
is a mgmt control pointare included
where scope, costs and schedule are integrated and compared to the earned * Deliverables that meet acceptance criteria are formally signed off and approved by customer/sponsor * Results of comparing actual performance data to planned performance of project baselines - scope, cost and time
4. Compare the change against the baseline **Describes
Mind mapping (single map
how individual to reflect
req meet commonality
the business needand differences
for the project. in understanding and generate new ideas) * Official agreement among all the project stakeholders that lists what will and what will not be included in projects . Contractual
value for performance work is represented as a single discrete element
measurement * Formal documentation is forwarded to Close Project/Phase process .2 Organizational Process Assets Updates
5. Go back and plan for the new work **Req.
Affinity
maydiagrams (allows
start at high large
level and#then
of ideas to be sorted
progressively moreand classified
detailed for review/analysis)
as more is known deliverables . It reflects
* Each control how your
account mayparticular organization
include one or moredoes
work business
packages but each work package must be associated .2 Change Requests * Causes of variances, corrective actions taken and reasons, other lessons learned from scope control
6. Update the baseline .5 *
Group
Before decision making
base lining: techniques
Req. must be measurable, testable, traceable, compete, consistent and acceptable by stakeholders * Defines work, guides project team, sets baselines (in scope/out of scope), sets stakeholders expectations * Decomposition
with only one control is notaccount
possible for a deliverable that will be accomplished in future. This decomposition is done when Input to ---> Perform Integrated Change Control .3 Change Requests
7. Store the updated baseline in the configuration management system **Direct
Dictatorship
result of (individual making
group creativity decision),However,
techniques. Majoritydetail
(moreofthan 50%), Unanimity
documentation varies by(everyone
project agrees on same), * Six main components details
.2 WBSofDictionary
WBS can be developed i.e. rolling wave planning * Deliverables that are not accepted are documented with reasons and these may require change request for defect repair Input to ---> Perform Integrated Change Control
8. Now the team can change the way they do the work Plurality
* Includes(largest blockneed/opportunity
business in the group decides to beeven if majority
seized, businessis and
not project
achieved), Consensus
objectives, (general agreement i.e.
functional/non-functional req,willing
qualityto * Product scope description (progressively elaborates product scope described in project charter/req doc) * Contains information not present in WBS and consists of separate form for each WBS item that describes its works and * This would be disposed through Perform Integrated Change Control process * Analysis of scope performance can result in change request to the scope baseline or other component of PMP
accept
req, decision supported
acceptance by mostrules
criteria, business of the people
stating in theprinciples
guiding group) of org, impacts to other org areas, impacts to other * Product acceptance criteria (defines process and criteria for accepting completed products/services/results) req. in details * Changes in verify scope should be treated with suspicion * Perform integrated change control process approved the changes requests and Control scope process ensures that
.6 Questionnaire & surveys
internal/external entities, support and training req and requirement assumptions and constraints * Project deliverables (comprising product/service of the project, ancillary results such as PM reports) * Identifies team members responsible for work package, requirements to which it relates, schedule, cost and quality .3 Project Document Updates decisions are properly recorded, archived and communicated to project staff
* Appropriate for
.2 Requirements broad audiences
Management Planwhen quick turnaround is needed and where statistical analysis is appropriate * Project exclusions (out of scope work) information * Any documents that define product or report status on product completion .4 Project Management Plan Updates
.7 Input
Observation
to ---> Develop Project Management Plan * Project constraints (known limitations - limit on resources, budget, schedule & scope) .3 Scope baseline * Updates to scope baseline, schedule baseline, cost baseline
**How
Job toshadowing:
manage andWatching a person or
track requirement group of people performing job. Useful when people find it difficult to express
changes? * Project assumptions (any idea held but not proven to be true) Input to ---> Develop Project Management Plan;; Define Activities;; Estimate Costs;; Determine Budget;; .5 Project Document Updates
their req. need to know how many phases project will have?
* You .2 Project Document Updates Plan Quality;; Identify Risks;; Plan Procurements * Req. documentation and req. traceability matrix
* Participant Observation: trying out task or process yourself so that you'd
* Single phase with final result - req. must be known and stable, resources must be available, record actions and make req. of new system * Stakeholder register, req. documentation, req. traceability matrix * Complete description of proj req., assumptions, projections, constraints
clear (identify hiddenphase
* Incremental req) - break req. and define req. for each phase * Scope baseline = Project scope statement + WBS + WBS dictionary
.8 Prototype
* Req. plan defines Responsibilities, Tools, Methods and communication for managing requirements (including techniques .4 Project Document Updates
used* for
Obtain early feedback
prioritizing on req. glossary
requirements), by providing working
of terms model
in the plan of the product * req. documentation often needs to be modified
**Configuration
Prototypes are tangible
mgmt and allows
activities such asstakeholders
how changes to experiment; prototypeswill
to the product/service support the concept
be initiated, of progressive
how impacts will be analyzed,
elaboration
traced, tracked of req;
and reported
* When enough
.3 Requirement feedback cycles
Traceability have been performed, req obtained from the prototype are complete to move to a
Matrix
design/build
Input to ---> phaseVerify Scope;; Control Scope
* Ensures each requirement adds value by linking back to business req.
* Tracks req. including status
* Provides structure of managing changes to the scope of the project so that these changes don't result req. not being met
* Lets you check how far product has come in meeting each req.
* Map user req. to product design, development and testing
 Understanding Time Management Processes

* Where does time management processes fall in the planning activities?

1. Define scope documents
2. Plan resources
3. Plan schedule
4. Plan cost
* Triple constraint model can be used to determine what changes need to be made
* Schedule management plan is created during Develop Project Management Plan, which selects a scheduling methodology,
scheduling tool, sets the format and establishes criteria for developing and controlling the project schedule

Which tool to use?

. Depends on complexity of project, unknowns, potential risks, dependencies among the deliverables

Small to medium project

. Decompose all work packages during planning stage.
. Not required on this type of project.
. Use standardized template based on similar projects.
. No external subject matter experts required. Use project manager and team's own expertise.

Medium to large project

. Decompose known, low-risk work packages during planning stage. Leave unknown work packages and those with
preceding . dependencies to be decomposed later.
. Use rolling-wave planning on later-occurring work packages.
. Use standardized template based on similar projects.
. Use judgment from external experts to understand unknowns, dependencies, unfamiliar aspects of the project.

Large project
. Decompose near term work. Leave later work at work package or milestone level until more information is available.
.* Use rolling-wave
Define Activities planning on later-occurring work packages.
. Templates
Decomposing arethe
of limited use, because
work packages of the numerous
into activities. First youunknowns.
come up with a list of all of the activities that will need to be
.completed.
Make extensive use of expert judgment to identify activities, dependencies, and risks.
* Sequence Activities
Determining the order the activities need performed in. Next, you figure out which activities need to come before others
and put them in the right order. The main output here is a network diagram, a picture of how activities are related.
* Estimate Activity Resources
Finding out the quantities and types of resources needed for the activities. Estimate the resources you’ll need to do the
job, and create a list of them...
* Estimate Activity Durations
Determining how long the activities will take. ...and then estimate the time it will take to do each activity.
* Develop Schedule
Creating the project schedule. Then you build a schedule from all of the estimates, and the resource and activity
information you’ve created.
* Control Schedule
Monitoring the schedule and influencing the factors that can lead to schedule changes. Finally, you monitor and control
changes to the schedule to make sure that it is kept up to date.
 Define Activities
HOME
(Planning)
INPUTS.1 Scope Baseline.2 Enterprise Environmental
TOOLS & TECHNIQUES.1
Factors.3 Organizational
Decomposition.2
ProcessOUTPUTS.1
Rolling
Assets Wave
Activity
Planning.3
List.2Templates.4
Activity Attributes.3
Expert Judgment
Milestone

KEY ASPECTS
* Closely linked to WBS
* It takes work packages defined in WBS and breaks them down to activities so that it is better able to estimate duration,
schedule them and monitor and control their progress

INPUTS
.1 Scope baseline
Input from ---> Define Scope
* consists of project scope statement, WBS and WBS dictionary
* This has following information that helps in defining activities
* Work packages (deliverables) and their activities
* Dependencies and relationships between the packages
* Project assumptions and constraints
.2 Enterprise environmental factors
* PMIS
.3 Organizational process assets
* Formal/Informal activity planning related policies
* Lessons learned

TOOLS & TECHNIQUES

.1 Decomposition
* Decompose work packages (defined in WBS) into activities for estimating purposes and list them in activity list
.2 Rolling-wave planning/ progressive elaboration
* Decompose WBS in stages based on information needed or available at the time
* Work packages to be completed in near time are broken into activities, sequenced and added to schedule while work
packages to be completed in future remain temporarily at work package or mile stone level
.3 Templates
* Standard activity list from previous project is often used as a template for new project
* Templates can also be used to identify typical schedule milestones
.4 Expert judgment
* Important if you do not have prior experience in handling this kind of project (can be internal or external judgments)
OUTPUTS
.1 Activity List
Input to ---> Sequence Activities;; Estimate Activity Resources;; Estimate Activity Durations;; Develop
Schedule
* A table that links an activity to work package in WBS and briefly describes work required for the activity
* 2 roles - track activities, describe activities
.2 Activity Attributes
Input to ---> Sequence Activities;; Estimate Activity Resources;; Estimate Activity Durations;; Develop
Schedule
* Similar to activity list but with additional attributes than defined in activity list. These attributes depend on nature of the
project and how project manager feels to describe the activities
* Serves two functions - sequencing activities and help team members to carry out the activities
* Attributes used in sequencing activities are - predecessor activities, successor activities, logical relationships, leads and
lags, imposed dates
* Attributes that help team members to carry out activities are resource req., locations, effort, constraints and assumptions
.3 Milestone List
Input to ---> Sequence Activities
* Can be mandatory or optional
* Sometimes called zero duration events as they are critical points in project schedule but they are not activities themselves
* Points where decisions are made about future direction of the project
* Milestones triggers events - Monitoring & Controlling processes, Closing phases or projects, customer invoicing
 Sequencing Activities
HOME
(Planning)
INPUTS TOOLS & TECHNIQUES OUTPUTS
.1 Activity List .1 Precedence Diagramming Method .1 Project Schedule Network Diagram
.2 Activity List Attributes .2 Dependency Determination .2 Project Document Updates
.3 Milestone List .3 Apply Leads and lags
.4 Project Scope Statement .4 Schedule Network Templates
.5 Organizational Process Assets

KEY ASPECTS
* To identify logical relationship between the activities and develop a realistic schedule
* To represent sequence of activities and their dependencies, you create a project schedule network diagram
* Sequencing activities involves determining the dependencies and relationships between activities and applying leads and
lags
* There are two types of Network Diagrams:
* Arrow Diagramming Method (ADM) - Creates diagrams known as activity-on-arrow (AOA). This is because ADM
diagrams use activities shown on arrows and connected by nodes, usually shown as circles. ADM’s drawback is that it can
only show finish-to-start (FS) relationships. In order to show relationships between tasks on different node branches, ADM
diagrams use dummy activities.
* Precedence Diagramming Method (PDM) - Refer below
INPUTS
.1 Activity list
Input from ---> Define Activities
.2 Activity attribute list
Input from ---> Define Activities
* Activity attributes may describe necessary sequence of events or defined predecessor/successor relationships
.3 Milestone list
Input from ---> Define Activities
.4 Project scope statement
Input from ---> Define Scope
* Product scope description includes product characteristics that may affect activity sequencing
* This info is already captured on activity list but is generally reviewed from project scope statement for accuracy
.5 Organizational Process Assets
* Old schedule network diagrams can be helpful in creating good quality diagrams for the current project
* Description of scheduling methodology used and how dependencies were determined

TOOLS & TECHNIQUES

.1 Precedence diagramming method
* Used in critical path methodology (CPM) for constructing project schedule network diagram
* Also called Activity-On-Node (AON) - used by most PM software packages
* PDM has 4 types of logical relationships or types of dependencies
* Start to start - Activity A must start before activity B can start. E.g. without having begun filming on a documentary
(A), you would be unable to start the editing process (B).
* Start to finish - Activity A must start before activity B can finish. E.g. you can't start running a new operating system
on your computer (B) until you stop using your old system (A). This is not commonly used
* Finish to start - Activity A must finish before you can begin activity B. E.g. you would have to put together computer
hardware (A) before programming software (B). This is the most common type of relationship.
* Finish to finish - Activity A must finish before activity B can be completed. E.g., the activity of editing a manuscript
can't be finished (B) until all the text has been written (A)
.2 Dependency Determination
* Types of dependency - mandatory, discretionary, external
* Mandatory Predecessors (hard logic) -
* Discretionary (preferred/preferential/soft logic) - logical or preferred order to the activities. They can create arbitrary
total float and limit scheduling options. These are important when analyzing how to compress the schedule to decrease
project duration
* External: External dependencies can also lead to scheduling problems when no hard date is available
.3 Applying leads and lags
* Lead allows an acceleration of the successor activity. You enter lead time as a negative value on PDM. (FS-2)
* Lag directs a delay in successor activity. You enter lag time as a positive value on PDM. (FS+1)
* Use of leads and lags should not replace schedule logic
.4 Schedule Network Templates
OUTPUTS
.1 Project Schedule Network Diagrams
Input to ---> Develop Schedule
* Allows to create realistic project schedule and monitor this as work proceeds
.2 Project Document Updates
* Updates to activity list, activity attributes, risk registers based on any new information gathered during the process
 Estimating Activity Resources
HOME
(Planning)
INPUTS.1 Activity List.2 Activity Attributes.3
TOOLS
Resource
& TECHNIQUES.1
Calendars.4 Enterprise
Expert Judgment.2
Environmental
OUTPUTS.1
Alternatives
Factors.5
Activity
analysis.3
Organizational
Resource
Published
Requirements.2
Process
Estimating
AssetsResource
Data.4 Bo

KEY ASPECTS
* Determine resources needed to complete project i.e. material, people, equipment and facilities and gathering information
needed to create a realistic schedule and budget
* Types of resources
* Quantity of resources
* Required skill sets
* Project team roles and availability
* Closely coordinated with Estimate Costs Process

INPUTS
.1 Activity list
Input from ---> Define Activities
* Identifies activities which will need resources
.2 Activity attributes
Input from ---> Define Activities
* Contains input for use in estimating resources required for each activity
.3 Resource calendar
Input from ---> Acquire Project Team;; Conduct Procurements
* Human resources, material resources, skill resources calendars
* The process of estimating the type and quantities of material, people, equipment, or supplies required to perform each
activity. Before you can assign resources to your project, you need to know which ones you’re authorized to use on your
project. That’s an input, and it’s called Resource Calendars.
* Resource Calendars specify WHEN and HOW LONG identified project resource will be available during the project.
.4 Enterprise environmental factors
* Resource availability and skills
.5 Organizational process assets
* Policies and procedures related to staffing, rental and purchase of supplies and equipment
* Historical
TOOLS information
& TECHNIQUES
.1 Expert judgment
* Any group/person with specialized knowledge in resource planning and estimating can provide such expertise
.2 Alternatives analysis
* Alternate ways to schedule activities - determine best possible use of resources, different size or type of machines,
different tools (hand vs. automated), make-or-buy decisions regarding resource etc.
* Quantify what resources are required
.3 Published estimated data
* Published updated rates and unit costs of resources
* This data can give you frame of reference to work from when resources are being quantified
.4 Bottom-up estimating
* When an activity cannot be estimated with a reasonable degree of confidence the work within the activity is decomposed
into more detail. The resource needs are estimated
* Used when project is new and there are no previous estimated data
* More accurate, slower to carry out, more costly
.5 Project management software
* To help plan, organize, manage resource pools and develop resource estimates
OUTPUTS
.1 Activity Resource Requirements
Input to ---> Estimate Activity Durations;; Develop Schedule;; Develop Human Resource Plan;; Plan
Procurements
* Describes types and quantities of resources needed for each project activity
* Contains information - Resource description, number required, resource assumptions, resource availability, resource
dependencies, basis of estimates
* Recording resource assumptions is important as they can help during different stages of a project - Monitoring &
controlling performance, closure
* Review assumptions is important to determine whether anything in the project or env changed since the estimates were
made
* Record resource requirements
.2 Resource breakdown structure
* Hierarchical representation of resources required in project
* Visually simple, breaks resources into categories and resource type
* Helps to organize a project schedule and report on utilization information
.3 Project Document Updates
* Activity list
* Activity attribute description
* Resource calendars
 HOME Estimating Activity Durations
(Planning)
INPUTS.1 Activity List.2 Activity Attributes.3
TOOLS
Activity
& TECHNIQUES.1
Resource Requirements.4
Expert Judgment.2
Resource
OUTPUTS.1
Analogous
Calendars.5
Activity
Estimating.3
Project
Duration
Scope
Parametric
Estimates.2
Statement.6
Estimating.4
Project
Enterprise
Docum
Thre
En

KEY ASPECTS
* Process of estimating number of work periods (activity duration) required to complete individual activities with estimated
resources
* Uses activity scope of work, resource types, resource quantities and resource calendars
* The inputs for activity duration originate from person or group on the project team who is most familiar with the nature of
work
* Effort = Amount of labor invested in activity. Usually expressed as staff hours, staff days, or staff weeks
Duration = How long an activity is expected to take with the available labor. Usually expressed as workdays or workweeks
* Activity Durations Estimates show calendar time and not just person-hours

INPUTS
.1 Activity List
Input from ---> Define Activities
* Activities for which duration will be estimated. Activities within scope should appear on this list
.2 Activity Attributes
Input from ---> Define Activities
* They describe req. or limitations on specific activities, assumptions & constraints on location and timing of activities.
These factors affect duration estimates
.3 Activity Resource Requirements
Input from ---> Estimate Activity Resources
* Resources assigned to the activity and their availability will significantly influence the duration of estimates
.4 Resource Calendar
Input from ---> Conduct Procurements, Acquire Project Team
* Resource availability, capabilities and skills make the difference in estimates
.5 Project Scope Statement
Input from ---> Define Scope
* Specific milestones or limitations imposed by projects customer (including proj deadlines and reporting periods) described
in the scope stmt and are used during estimating durations
.6 Enterprise
TOOLS Environmental Factors
& TECHNIQUES
* Published
.1 Expert commercial information, productivity metrics, duration estimating databases
Judgment
.7 Organizational
* Expert judgment Process Assetsinfo can provide duration estimate info or recommended max activity durations from prior
with historical
* Historical
similar project info, lessons learned, project calendars, scheduling methodology
* Also determines whether to combine methods of estimating and how to reconcile differences b/w them
.2 Analogous Estimating
* Also known as top-down estimating
* Uses parameters such as budget, duration, size, weight and complexity from prev project and relies on actual duration of
previous similar projects for estimating duration of current project
* Gross value estimating approach, sometimes adjusted for known differences in complexity
* Frequently used to estimate project duration when there is limited info about the project (like in early phases)
* Less costly and less time consuming and less accurate
* Combines expert judgment with historical info from similar projects completed in past
* Applies to entire project or segment of a project and used in conjunction with other estimating methods
.3 Parametric Estimating
* Statistical relationship between historical data and other variables to calculate estimate for activity parameters
* Uses mathematical formula takes into account various factors that affect duration - quantity of work to be performed,
number of resources assigned to task, productivity rate of resources assigned
* Duration = ( Quantity of Work X Productivity rate) / ( # of resources)
* Can produce high levels of accuracy depending on sophistication and underlying data built into the model
* 2 ways - 1) Regression Analysis (Scatter diagram) - create mathematical formula base don correlation b/w two
variables 2) Learning Curve - 100th room painted will take less time than first one
* Heuristics - Rule of Thumb. E.g. Design =15% of total project work
.4 Three Point Estimates
* Accuracy of estimate can be improved by considering estimation uncertainty and risk
OUTPUTS
.1 Activity Duration Estimates
Input to ---> Develop Schedule;; Identify Risks
* Show how much time is required for each activity
* Does not include lags/leads
* May include range of possible results. E.g: 2 weeks +- 2 days or 15% of probability of exceeding 3 weeks
.2 Project Document Updates
* May require changes to activity attributes or assumptions made in developing activity duration estimate
 Develop Schedule
HOME (Planning)

INPUTS.1 Activity List.2 Activity Attributes.3TOOLS

Project&Schedule
TECHNIQUES.1
NetworkSchedule
Diagrams.4
Network
Activity
Analysis.2
ResourceCritical
Requirements.5
Path Method.3
Resource
Critical
Calendars.6
Chain Metho
Ac

KEY ASPECTS
* Project schedule co-ordinates activities,
* Helps manager optimize use of resources
* Provides baseline against project progress can be tracked and
* Serves as communication tool
* Project schedule consists of activity identifier, activity description, resources, calendar unit, project schedule time frame
(duration bars, data date line, precedence arrows)

INPUTS
.1 Activity List
Input from ---> Define Activities
* List of activities to be performed to complete the project
.2 Activity Attributes
Input from ---> Define Activities
* Details how and when activities need to be performed
.3 Activity Resource Requirements
Input from ---> Estimate Activity Resources
. Describes types and quantities of resources required to complete an activity
.4 Project Scope Statement
Input from ---> Define Scope
. Develop project schedule process uses assumptions and constraints listed in scope statement while developing project
schedule
.5 Resource Calendars
Input from ---> Acquire Project Team;; Conduct Procurements
. Shows when team members or resources are committed to other project
.6 Project Schedule Network Diagrams
Input&from
TOOLS ---> Sequence Activities
TECHNIQUES
. Gives relationship
.1 Schedule Networkbetween
Analysisthe activities
.7 Activity Duration Estimates
* Employs various analytical techniques - CPM, Critical Chain Method, What-If analysis, resource leveling to calculate early
andInput fromand
late start ---> Estimate
finish Activity
dates for Duration
uncompleted portions of project activities
. informsPath
.2 Critical estimates
Methodabout howCPM...
long each activity will take to be completed
Click here
.8 Enterprise
* Calculates Environmental Factors
theoretical Early/Late Start and Finish dates of each activity without regard to resource limitations
.* Scheduling tool used in developing schedule
Longest full path linking activities that or any
must be other internal/external
performed factorsas critical path
in sequence is known
.9 Organizational process assets
. Together, estimated durations of activities on this path represent shortest time in which a project can be completed
.* Project
Critical calendar
paths have andZero
organizational
or negativescheduling methodology
total float and schedule activities on critical path are called critical activities
* A delay in any one of the critical path activities will cause the entire project to be delayed.
.3 Critical Chain Method
* Modifies project schedule to account for limited resources. After critical path is identified, resource availability is entered
and resourced limited schedule result is determined. The resulting schedule often has altered critical path
* This resource constrained critical path is known as critical chain
* This method adds duration buffers - Project buffers added at the end of critical chain protecting target finish date of the
project from slippage. Feeding buffers placed at each point that a chain of dependent tasks not on the critical chain feeds into
the chain (converging) protecting from slippage along the feeding chains
* Size of each buffer accounts for uncertainty in the duration
* This method focuses on managing remaining buffer durations against remaining durations of task chains
* Uses estimates based on limited resource availability to determine more realistic critical path
.4 Resource Leveling
* Involves adjusting resources allocated to the activities to optimize resource use and schedule
* Ensures demand does not exceed availability - uses when resources are over-allocated, available at only specific time,
limited in numbers
* Projects critical path should have been identified before resource leveling
OUTPUTS
.1 Project Schedule
* can be represented in below formats
* Milestone charts
* Represents only key events of a project
* Milestones are identified during define activity process which produces milestone list an output
* Each milestone has zero duration and called milestone activity
* Detailed information about milestone - activity id, activity description, duration, whether milestone is
mandatory/optional
* Milestone chart provides quick way to check project progress in term of significant events
* Audience for this format is management, customer and project manager for monitoring and reporting purposes
* Bar charts | Gantt Charts
* Activity is represented by duration bar
* Schedule information rolled up to level of main deliverables (level 2) in WBS
* Each activity is represented by a horizontal bar and width of bar represents estimated activity duration. Shading on bars
shows how much activity is completed
* A vertical dotted date line represents as of date for the progress reported in the chart
* Critical path can be showed on bar chart using a stepped line running L->R and down to cover duration bar of each
critical
Criticalactivity
Path method
* Generally
* Critical used to present
Path: Longest durationprogress of theaproject
path through network todiagram
stakeholders in communication
and determines shortestplan
path it could take to complete the
project * For control and mgmt communication, broader more comprehensive summary activity (hammock activity), is used
between milestones
* Near Critical Path:or across multiple
The closer interdependent
in length near criticalworkpathpackages
and criticalandpath,
displayed om barthe
more riskier charts
project is. PM has to manage
* Schedule
both the critical network
paths. diagrams
* Total * Sequence
Float/Slack:of activities
Amountwith dependencies
of time an activity can be delayed without delaying the project end date or milestones
* Graphical view of flow of activities
* Free Float/Slack: Amount of time an activity and logical
can bedependencies
delayed without delaying early start date of its successor
* Audience for this format is usually project
Free float = ESsuccessor - ( ESpredecessor + DURATION team i.e. members carrying out work and managers who need detailed
predecessor )
scheduling and resource information
* Project Float/Slack: Amount of time project cen be delayed without delaying externally imposed project completion date
* Can be represented in any of the two formats
by customer/management.
* Activity-On-Node
* Activities : usedhave
on critical path for activity
ZERO sequencing
or negative and calculate
total float projects critical path. Often includes start and finish dates
for each activity
* Three steps
* Logicalpass:
* Forward bar chart : Represents
Determines early each
start activity
and early as finish
bar ondates
timeline,
for allprecedence
activities relationship to identify dependencies
* Used by project team
* Backward pass: Determines late start and late finish dates for all activities
* Progress
* Float: reported
Difference between though data&date
early start also or
late start called
earlyas-of-date
finish & lateor status
finish date as float
is defined
.2 ScheduleFloatBaseline
= LS - ES or Float = LF - EF
* Schedule
* Exam: baseline
Can there be is
morecurrent
thanapproved
ONE criticalversion
path?ofYes,
projectcan schedule
have many critical paths. Though, it is not desirable to have more
* Developed through
than one since it adds risk schedule network analysis and approved/reviewed by project management team
* Contains start and finish dates for activities
* Exam: Would you leave the project with Negative float? No; you would compress the schedule. Negative float means you are
* Part of project management plan
behind.
* Project
* Exam: team's
When twoperformance
paths intersect, is measured
you haveagainst thiswhich
to decide baseline
ES or LF value to take for the calculation in the next node. For
.3 Schedule Data
the forward pass, use the LARGER value; for the backward pass, use the SMALLER one.
* Contains information project team used to developed project schedule as well as info gathered during the process
* Information like milestone, activities, activity attribute, assumptions, constraints
* Includes
* Resource histograms (staff hours required in a time duration)
* Contingency reserves
* Cashflow projections
* Order and delivery schedules
* Alternate schedules (best case/worst case, resource leveled/non-leveled, with/without imposed dates)
.4 Project Document Updates
* Activity resource requirements - Might change due to resource leveling
* Activity attributes
* Project calendars
* Risk registers
e Control Schedule
HOME (Monitoring & Controlling)

OUTPUTS.1 Project Schedule.2 Schedule Baseline.3

INPUTS.1Schedule
Project Management
Data.4 Project
Plan.2
Document
Project
TOOLS
Updates
Schedule.3
& TECHNIQUES.1
Work Performance
Performance
Information.4
Reviews.2Organiz
Varian

urces, calendar unit, project schedule time frame
activity
isted in scope statement while developing project
s * Compare with baseline dates and durations
ject
What-If analysis, resource leveling to calculate early
es
eted
ty without regard to resource limitations
ternal factorsas critical path
ce is known
rtest time in which a project can be completed
s on critical path are called critical activities
project to be delayed.
cal path is identified, resource availability is entered
ule often has altered critical path
d of critical chain protecting target finish date of the
of dependent tasks not on the critical chain feeds into
st remaining durations of task chains
ore realistic critical path
source use and schedule
are over-allocated, available at only specific time,
eling
KEY ASPECTS
* Determine current status of the project schedule
* Influence the factors that cause changes - being proactive and using preventive measures to avo
* Having Monitoring system that alerts project manager whenever a change threatens the schedule
* Managing changes by putting them through project's change control system
* Control Schedule is component of Perform Integrated Change Control process
* Important: Not all schedule variances will impact the schedule. For example, a delay to a noncriti
the overall schedule and might not need corrective action. Use caution here, though—if a delay occ
task or its duration is increased for some reason, that task can actually become part of the critical p
tasks will always cause delays to the project completion date and require corrective action. Careful
schedule start and end dates helps you control the total time element of the project.
INPUTS
.1 Project Management Plan
Input from ---> Develop Project Management Plan
* Two areas - schedule baseline and schedule management plan
* Schedule baseline contains baseline start and finish dates and provides basis of measuring and
performance
* Schedule mgmt plan describes circumstances in which schedule changes are allowed and how
made. After scheduled change requests are approved, they become another input of controlling the
.2 Project Schedule
Input from ---> Develop Schedule
* Latest version of schedule for updates, completed activities and started activities as of the ind
.3 Work Performance Information
Input from ---> Direct and Manage Project Execution
* How much work has been performed?
* Provides actual dates and durations of the activities
.4 Organizational Process Assets
* Schedule control tools
* Polices,
TOOLS procedures, guidelines for managing and controlling schedules
& TECHNIQUES
* Monitoring
* To and reporting
bring performance methods
back in line with schedule and change schedule to match with actual perfo
Monitoring performance
.1 Performance Reviews
* Measure and analyze schedule performance i.e. actual start and finish dates, percentage of wo
* Using schedule network diagrams to assess performance allows to determine whether delays e
* SV/SPI from EVM are used to assess magnitude of schedule variations
* If critical chain scheduling method is used, comparing buffer remaining to the buffer needed to
can help determine schedule status
.2 Variance Analysis
* SV and SPI assess magnitude of variation from original schedule baseline
* Total float variance is also an essential planning component to evaluate project time peforman
* Based on variance whether corrective or preventive action needs to be taken
Controlling variance
* Requires adjustments to baseline to reflect current project realities
* Many of the techniques used in developing project schedule are used in controlling variance al
.3 Resource Leveling
* To optimize distribution of work among resources
.4 What-if Scenario Analysis
* To review various scenarios to bring the schedule into alignment with the plan
.5 Applying Leads and Lags
* Applying leads and lags is used to find ways to bring project activities that are behind into alig
.6 Schedule compression
Organizational Tools
.7 Scheduling Tools
 OUTPUTS
.1 Work Performance Measurements
* Schedule control activities, like monitoring and measuring performance, may result in updating
other proj mgmt plan component. To estimate degree of schedule impact and severity of the impac
calculated. These need to be calculated and communicated to stakeholders
duces milestone list an output .2 Change Requests
* Review of variance analysis, performance measures results in change requests to schedule bas
ion, duration, whether milestone is using perform integrated change control process
* Type of change requests are - changes to start/finish dates, activity durations, project mileston
erm of significant events * Preventive actions may include recommended changes to reduce the probability of negative sc
anager for monitoring and reporting purposes .3 Project Management Plan Updates
* Schedule management plan: To reflect change in the way schedule is managed
* Schedule baseline: In response to change requests related to scope, activity resources or activ
2) in WBS * Cost baseline: To reflect changes caused by compression or crashing techniques
epresents estimated activity duration. Shading on bars .4 Project Documents Updates
* Schedule data: New project schedule network diagrams might be developed to display approv
eported in the chart modifications to the work plan
ning L->R and down to cover duration bar of each * Project schedule: An updated schedule will be generated from the updated schedule data
.5 Organizational
Schedule VarianceProcess Assets Updates
in communication
determines shortestplan
path it could take to complete the * Causes of variances,
Schedule variance =corrective actions
Earned Value taken and
- Planned reasons, other lessons learned from scope co
Value
ive summary activity (hammock activity), is used SV = EV - PV
dpath,
displayed om barthe
more riskier charts
project is. PM has to manage Schedule Performance Index
Schedule variance = Earned Value / Planned Value
delaying the project end date or milestones SV = EV / PV
delaying early start date of its successor
ying out work and managers who need detailed
sor )
delaying externally imposed project completion date

ects critical path. Often includes

ES start and finish
EF dates
Activity name
ecedence (Float)
ctivities relationship to identify
LS
dependencies
LF
ctivities
eor status
finish date as float
is defined

critical paths. Though, it is not desirable to have more

ed by project management team
d compress the schedule. Negative float means you are

alue to take for the calculation in the next node. For

SMALLER one.
le as well as info gathered during the process
constraints

eveled, with/without imposed dates)

ng
e
olling)

OUTPUTS.1 Work Performance Measurements.2 Change Requests.3 Project Management Plan Updates.4 Project Document Updates.5 Organi

preventive measures to avoid schedule slippage

ange threatens the schedule
ystem
process
ample, a delay to a noncritical path task will not delay
here, though—if a delay occurs on a noncritical path
become part of the critical path. Delays to critical path
e corrective action. Careful watch of the variances in
f the project.

ides basis of measuring and reporting schedule

anges are allowed and how these changes should be

ther input of controlling the schedule

rted activities as of the indicated data date

ules
to match with actual performance

ish dates, percentage of work unfinished

determine whether delays effect critical path
ons
ning to the buffer needed to protect the delivery date

aseline
uate project time peformance
o be taken

ed in controlling variance also

ith the plan

ies that are behind into alignment with plan

ance, may result in updating schedule baselines or
ct and severity of the impact, SPI and SV needs to
ders

ge requests to schedule baseline which are reviewed

y durations, project milestones

he probability of negative schedule variances

is managed
e, activity resources or activity durations
ng techniques

eveloped to display approved remaining durations and

updated schedule data

ssons learned from scope control

 Understanding Cost Management

Covered in this column

* Contents of Cost Management Plan
* Types of Costs

Planning Process Group

* Estimates Cost
* Process of forecasting what each project activity will cost based on resources required to complete it
* Determine budget
* Process of adding up estimated costs for each activity or work package to get an estimated budget for entire budget
Monitoring & Controlling Process Group
* Control costs
* Process of keeping actual costs and planned budget in line
* Involves influencing factors that cause cost variances and manage changes to the budget

* Project cost management should consider stakeholder requirements for capturing costs.
* Project cost management is primarily concerned with cost of resources needed to complete project activities

* Ability to influence costs is greatest at the early stages of the project, making early scope definition critical
* The work involved in performing Project Cost Management knowledge area is preceded by generating Cost
Management Plan which part of Develop Project Management Plan
* Cost Management Plan sets out format and establishes criteria for planning, structuring, estimating, budgeting and
controlling project costs
* Cost Management processes and their associated tools and techniques are established during project life cycle
* Cost Management Plan contains
* Level of Accuracy: Rounding of data to a prescribed precision based on scope of the activities and magnitude of the
project and may include amount of contingencies
* Units of Measure: Unit used in measurements is defined for resources (staff hours, days, weeks)
* Organizational Procedure Links: WBS provides framework for cost management plan which allows for consistency
with estimates, budgets and control of costs. The WBS component used for project cost accounting is called control account
which is linked directly to accounting system using unique code identifier
* Control Thresholds: Variance thresholds for monitoring cost performance to indicate amount of variation to be
allowed before action needs to be taken. Expressed as % deviations from baseline plan
* Rules of Performance Measurement: Earned Value Management rules are set.
* Define WBS and points at which measurement of control accounts will be performed
* Establish EVM techniques (weighted milestones, fixed formula, % complete)
* Project EAC and other forecasting methodologies
* Reporting formats: frequency and format of cost reports
* Process Descriptions: Descriptions f Estimate, Budget and control costs

* Types of costs
* Direct cost: include dedicated labor, material, supplies, equipment, licenses, fees, training, travel, or professional
service fees
* Indirect cost: Example, if a color printer is shared by several project teams, it’s difficult to definitively determine what
percentage of costs each should share.
* Variable cost: fluctuate and can't be predicted with absolute certainty. For example, travel or transportation costs that
can change depending upon the cost of fuel or certain commodities and types of raw materials.
* Fixed cost: are static throughout the project or have only a small likelihood of fluctuation. Fixed costs are usually for
items such as rents, leases, licenses, salaries, and fixed fees

* Factors affecting costs

* Risks: During early phases, the greatest risk to budget accuracy is usually that the scope, activity, and constraints
aren’t fully known
* Total Cost of Ownership/Life-Cycle:
* Cost of Quality: Cost that is incurred to achieve required quality
* Marketplace Conditions
 Estimate Costs
HOME
(Planning)
INPUTS.1 Scope Baseline.2 Project Schedule.3
TOOLSRisk& Register.4
TECHNIQUES.1
Human
Expert
Resource
Judgment.2
Plan.5
OUTPUTS.1
Enterprise
AnalogousActivity
Environmental
Estimating.3
Cost Estimates.2
Parametric
Factors.6 Basis
Organizational
Estimating.4
of Estimates.
Thre
Proc

KEY ASPECTS
* Estimating involves developing of approximation of cost needed to complete project activities i.e. costs of resources like
labor, materials, equipments, services, facilities, categories like inflation allowance, contingency costs...
* Estimates are prediction based on information known at that point of time
* Estimates are expressed in units of currency or units of measure (staff hours)
* Accuracy of Estimates:
* Rough order of magnitude estimate ROM: This type of estimate is made during initiating process. Typical range is
+/-50 percent from actual. These are usually top-down estimates made by expert judgment.
* Budget estimate: This type of estimate is made during Planning phase. Typical range is -10 to +25 percent from
actual.
* Definitive estimate: This type is the most accurate estimate. Later during the project estimates will become more
refined, some PMs use the range of -5 to +10 or -/+10.
* Benefits
* Identifies funding requirements
* Establishes cost baseline

INPUTS
.1 Scope Baseline
Input from ---> Create WBS
* Work Breakdown Structure (WBS) - Each work package provides basis for cost estimation. WBS is developed
progressively using rolling-wave planning, and as a result project's cost estimate baseline is also often refined progressively
* WBS Dictionary - this contains work description, milestones, work to be done that are needed to estimate costs like
resource req. and dependencies
* Scope Statement - This document is aimed at stakeholders and while estimating costs it provides product desc,
acceptance criteria, key deliverables, project boundaries, assumptions, constraints. One basic assumption made during
estimation is whete estimates will be limited to direct costs only or includes indirect costs. Common constraints are limited
budget, required delivery dates, available skilled resources etc.
.2 Project Schedule
Input from ---> Develop Schedule
* Contains planned dates for performing schedule activities and info about what resources are needed and for how long
* Helps in estimates costs for staff, material, location, equipment
.3 Human Resource Plan
Input from ---> Plan Human Resources
* Plan contains staff req. of project and helps to estimate costs for same. Also considers costs of training staff , recognition,
awards etc
.4 Risk Register
Input from ---> Identify Risks
* Risk register should be reviewed to consider risk mitigation costs.
* Risk registers documents risks, impact on project, severity, likelihood when risk will be realized. Risk response plan is
important while estimating costs
* Exam: As a general rule, when project experiences negative risk event, the near term cost of project will usually increase
and there will be delay in project schedule
.5 Enterprise Environmental Factors
* Market conditions: regional/global supply and demand conditions greatly influence resource costs
* Published Commercial Info: Resource cost rate info available from commercial databases, published seller lists
.6 Organizational Process Assets
* Historical information
* Lessons learned
* Cost estimating policies
* Cost estimating templates
TOOLS & TECHNIQUES
.1 Expert Judgment
* Estimates are influenced by variables such as labor rates, material costs, infaltion risk factors etc. Expert judgment guided
by histroical info provides valuable insight about the env and info from prior similar projects
* Also determines whether to combine methods of estimating and how to reconcile differences b/w them
.2 Analogous Estimating
* Also known as top-down estimating
* When you use costs of previous project to forecast costs for current project (when projects are similar)
* Based on parameters such as scope, cost, budget, duration, size, weight, complexity from previous similar project is used
as basis for estimating for current project
* Gross value estimating approach, sometimes adjusted for known differences in complexity
* Frequently estimate project duration when there is limited info about the project (like in early phases)
* Less costly and less time consuming and less accurate
* Combines expert judgment with historical info from similar projects completed in past
* Applies to entire project or segment of a project and used in conjunction with other estimating methods
.3 Parametric Estimating
* Statistical relationship between historical data and other variables to calculate estimate for activity parameters
* Estimate costs using parameters related to project like scope, cost, budget, duration
* Can provide high level of accuracy depending on sophistication and underlying data built into the model
OUTPUTS
.4
.1 Bottom-up
Activity Cost Estimating
Estimates
* Involves estimating
Input to ---> Determine costs at work package
budget;; in WBS. Costs areIdentify
Plan Procurements;; estimating at activity level of work packages and then rolled
Risks
them up at work package level
* Quantitative valuations of how much costs required for carrying out a project
.5 Three
* DependsPoint onEstimates
direct costs(PERT)
like material, equipment, labor, services and might include indirect costs
*
* Refer
Can beEstimate
in detailActivity Duration process and replace time with cost in formula
or summarized
.6
.2 Reserve Analysis
Basis of Estimates
* Cost estimates may include
Input to ---> Determine contingency reserves/allowances to account for cost uncertainity
Budget
*
* This reserve
Detailed may be %
explanation of estimated
of factors cost,activity
on which fixed number or mayisbe
cost estimate developed by quantitative analysis methods
based
* As more info on project is available, contingency reserve may
* Details like activity scope of work, documents how on what basis cost wasbe used, reduced or eliminated
estimated, assumptions made, constraints,
* Contingency reserves
range of possible estimates part of funding requirements
* Budget
.3 Project reserveUpdates
Document
* Contingency
* Like risk registersreserves (for knownimpacted
or any documents risks) because of changes in cost
* Mgmt reserves (for unknown risks)
.7 Cost of Quality (COQ)
* Describes costs associated with confirming projects quality req. includes costs of failing to meet the req., rework until
quality req. are met
.8 Project Management Estimating Software
* Spreadsheets, Cost Simulation models
.9 Vendor Bid Analysis
. Vendors submit their bids or quotations for work on a project and these quoted costs are compared to arrive at market
related cost estimate
 Determine Budget
HOME
(Planning)
INPUTS.1 Activity Cost Estimates.2 Basis ofTOOLS
Estimates.3
& TECHNIQUES.1
Scope Baseline.4
Cost Aggregation.2
Project Schedule.5
OUTPUTS.1
Reserves
Resource
Cost
Analysis.3
Performance
Calendar.6
ExpertContracts.7
Judgment.4
Baseline.2 Organizational
Project
Historical
Funding
Rela

KEY ASPECTS
* Aggregating estimated costs of individual activities or work packages to eastablish authorized cost baseline
* Baseline includes all authorized budgets, excludes management reserves
* Estimated costs of each activity is converted to realistic cost performance
* Larger projects may be divided into multiple Cost Baselines.

INPUTS
.1 Activity Cost Estimates
Input from ---> Estimate Costs
* How much each scheduled activity costs to complete? Includes resource costs like staff, material, equipment
* Aggregate cost estimates for each activity within a work package to obtain cost estimate for work package
.2 Basis of Estimates
Input from ---> Estimate Costs
* Document recorded about how you arrived at the cost estimate? E.g: Any basic assumptions like inclusions or exclusions
of indirect costs
.3 Scope Baseline
Input from ---> Create WBS
* Scope statement identifies budget limitations (mandated by organization or contract or govt policies)
* WBS shows relationship between the project deliverables and components
* WBS dictionary lists work that needs to occur in each component to complete the project
* All these help in estimating budget more accurately
.4 Project Schedule
Input from ---> Develop Schedule
* When determining budget, project schedule helps in aggregating costs to calendar period that they are scheduled for
.5 Resource Calendars
Input from ---> Conduct Procurements;; Acquire Project Team
* Use resource calendars to ensure funds are available when resource costs are due to be incurred
.6 Contracts
* Contracts provide cost information about resources (like material, services) due to be purchased for the project
.7 Organizational Process Assets
* Policies, procedures, guidelines related to cost budgeting
* Includes cost budgeting tools, reporting methods
TOOLS & TECHNIQUES
.1 Cost Aggregation
* Cost aggregate means adding together activity cost estimates for each component in WBS
Activity Estimates -> Work Package Estimates -> Control Account Estimates -> Project Estimates -> Contingency
Reserves -> Cost Baseline -> Mgmt Reserves -> Cost Budget
.2 Reserve Analysis
* Technique to determine realistic reserves
* Contingency Reserves - account of unplanned changes related to risk events that occur in the project i.e. realized risks.
These are part of cost performance baseline and total budget
* Management Reserves - Unplanned changes to scope and cost. They are not included in cost performance baseline but
included in total budget. Project manager has to seek approval before accessing these reserves. These are not included as
part of earned value measurement calculations
.3 Expert Judgment
* Expert knowledge about project activities and associated costs can help to develop accurate budget
.4 Historical Relationships
* Based on historical relationships, project managers can use parametric estimating to develop mathematical models for
predicting total project costs.
* These models depend on quantifiable parameters to be accurate and available
.5
OUTPUTS Limit Reconciliation
Funding
* Involves
.1 Cost arranging Baseline
Performance time phased budget so that planned expenditures never exceed planned funds-on-hand
* Variance between funding limits and planned
Input to ---> Plan Procurements;; expenditures
Plan Quality;; will Project
Develop necessiate rescheduling Plan
Management of work to level out the rate of
expeditures
* Authorized time-phased budget at completion developed as a summation of approved budgets by time period
* Displayed in form of S-curve
* In EVM, this is also referred as Performance Measurement Baseline
* Key elements - Work package costs, sub-project costs, total costs, contingency reserves and due dates
* Identifies expected cost of all the work, dates when costs apply
.2 Project Funding Requirements
Input to ---> Control Costs
* Periodic funding requirements derived from cost baseline
* Cost Baseline = ( Projected expenditures + Risk Response Cost ) + Contingency reserve (known unknowns)
* Project Funding Requirements/Cost Budget = Cost baseline + Management reserves (unknowns)
* Funding occurs in incremental amounts that are not continuous (appear as steps)
.3 Project Document Updates
* Risk registers, cost estimates, project schedule
 Control Costs
HOME
(Monitoring & Controlling)
INPUTS.1 Project Management Plan.2 Project
TOOLS
Funding
& TECHNIQUES.1
Requirements.3
Earned
WorkVaue
Performance
Management.2
OUTPUTS.1
Information.4
Work
Forecasts.3
Performance
Organizational
To-Complete
Information.2
Process
Performance
Assets
Budget
Index
For

KEY ASPECTS
* Below are the tasks performed in cost control process
* Influencing factors that affect costs
* Ensuring costs expenditures do not exceed authorized funding, by period and in total
* Monitoring work performance againsts funds expended i.e. Actual work (Earned value) vs cost
* Analyzing discrepancies
* Managing changes
* Preventing unapproved changes from being included in the reported costs or resource usage
* Communicating with stakeholders
* Actual cost performance is compared against cost performance baseline. By looking a comparison, project manager can see
how project is performing and when actions may be needed to bring actual and planned costs back in line.
* Project funding requirements are another input which project manager compares. They are funds that needs to have
available at different times throughout the projects in order to finance the work
* Control Costs is component of Perform Integrated Change Control process
* Control costs to assure that the project budget isn't exceeded (resulting in cost overruns)
* All budget changes should be agreed to and approved by the project sponsor where applicable (the criteria for approvals
should be outlined in the change control system documentation)

INPUTS
.1 Project Management Plan
Input from ---> Develop Project Management Plan
* Cost Performance Baseline: Time phased estimate of all project costs including contingency reserves. It identifies
costs of all activities and when costs are scheduled to be incurred. This is compared with actual results
* Cost Management Plan: Describes how costs will be managed and controlled
.2 Project Funding Requirements
Input from ---> Determine Budget
* Total funds required for project at each phase
* Project funding req. are total estimated project costs, as established in cost baseline, including contingency reserves
* Management contingency reserves are difference between maximum funding and the end of costs baseline
.3 Work Performance Information
Input from ---> Direct and Manage Project Execution
* Status and cost of current and completed project activities
* Includes costs of finished & unfinished deliverables, estimates of when scheduled activities will complete, analyses of
work progress
* Represented in various formats like - bar charts, s curves, histograms, tables, project schedule network diagrams
.4 Organizational Process Assets
* Organizations monitoring and reporting methods, policies related to cost control and cost control tools
TOOLS & TECHNIQUES
.1 Earned Value Management (EVM) More on EVM...
* Determines how project is performing in terms of project scope, costs and schedule as well as comparing actual to
planned costs and dates.
* It involves comparing what project has earned so far compare (based on work completed) to what it should have earned
* Three key dimensions: Planned Value (PV), Actual Cost (AC), Earned Value (EV)
* Variances from approved baseline will be monitored: Cost Variance (CV), Schedule Variance (SV)
* Efficiency/Performance indices: Schedule Performance Index (SPI), Cost Performance Index (CPI)
.2 Forecasting
* Some way into the project, the project team foresees future conditions and events, then estimates projects final actual
cost. This is known as estimate at completion (EAC)
.3 To-Complete Performance Index (TCPI)
* Calculated cost performance that must be achieved for remaining work if project has to meet financial goal set by
management such as initial budget at completion (BAC) or subsequent estimate at completion (EAC).
* TCPI is used by management to decide whether to revise EAC so that project can be completed
.4 Performance Reviews
* Reviews of project status and progress. Performance is assessed in terms of cost, schedule, technical performance and
risks
* This techniques gives us raw info that is used in techniques such as
OUTPUTS
* Trend
.1 Work analysis: Measurements
Performance Determines whether project performance is improving or worsening over time by periodically
analyzing project results. Using the historical
* Cost and schedule performance (CV, SV, results, trends are determined.
CPI, SPI)
* Earned value management
* It's reported to stakeholders and an input to report performance process
* Variance
.2 Budget analysis
Forecasts
.5 Variance
* Calculated Analysis
EAC or bottom-up estlimated EAC is documented and communicated to stakeholders
* Cost performance
.3 Change Requests measurements (CV, CPI) are used to assess magnitude of variation to the original cost baseline
*
* Review ofidentifying
Involves differences
variance analysis, between actual
performance and budgeted
measures cost performance
results in change requests toand find thebaseline
schedule cause of variance.
which are reviewed
* The
using % range
perform of acceptable
integrated changevariances will tend to decrease as more work is accomplished i.e. the larger % variances
control process
allowed at start of the
.4 Organizational projectAssets
Process can decrease
Updatesas project nears completion
.6 Project Management Software
* Causes of variances, corrective actions taken and reasons, other lessons learned from cost control
* Used toManagement
.5 Project monitor the threePlanEVM dimensions (EV, PV, AC) to display graphical trends and forecasts
Updates
* Cost performance baseline and cost management plan
* Schedule or required resources
* Might result change in project scope (dramatic though)
.6 Project Documents Updates
* Updates to cost estimates, basis of estimates
 Understanding Project Quality

* Modern quality management complements project management.

* Customer Satisfaction: Conformance to requirements and fitness for use
* Prevention over Inspection: QUALITY MUST BE PLANNED IN, NOT INSPECTED IN.
* Continuous improvement: Plan-do-check-act cycle for quality improvement
* Management Responsibility: Along with project team members, management has responsibility to provide resources
needed to succeed
* Different aspects of project quality are
* Defining quality policies
* Setting quality objectives
* Assigning roles and responsibilities
* Implementing a quality management system
* Monitoring and improving process effectiveness
* Quality: Degree to which a set of inherent characteristics (i.e. project) fulfill requirements. E.g. High Quality - no defects,
readable manual. Low Quality - Many defects, poorly organized manual
Grade: Category assigned to products having same functional use but different technical characteristics (# of features).
E.g. Low grade - limited # of feature, High Grade - numerous features
* Quality level that fails to meet requirements is always a problem, low grade may not be.
* Accuracy: Describes how close a measurement is to its true value
*
* Precision: Describes
Three processes how repeatable
associated with qualitythe management
measure is and arehow
(as many significant digits it’s measured in.
per PMBOK)
* Precise
* Plan Quality (Planning process group): Process of identifyingmeasurement
measurements are not necessarily accurate. A very accurate is not necessarily
quality requirements precise
and standards for the project
* Special cause
and product and documenting how the project will demonstrate compliance
**Unusual
Perform event outside
Quality of the process
Assurance that leads
(Executing to a measurable
process changeofinauditing
group): Process the process.
quality requirements and the results
* Though
from quality unsual,
control special causes are
measurements considered
to ensure preventable
appropriate quality standards
**E.g: A backup
Perform generator
Quality Control failed to start up during
(Monitoring & Controla power failure.
process The failure
group): of the
Process backup generator
of monitoring can be prevented
and recording results of
in the future through regular mechanical maintenance and operational
executing quality activities to assess performance and recommend necessary changes tests.
* Common cause
* Aunderstand
* To normal event within the process that leads to a measurable change in the process
easily
**Common causes result
Plan Quality: Define in rare,
quality forbut
thetolerable variations.
project and Evenitifwill
identify how it were possible to remove all possible common causes
be achieved
from a process, the effort to do so would usually be cost prohibitive.
* Perform Quality Assurance: Ensure team is following the processes as planned to produce deliverables
**Common causes are
Perform Quality thus Examines
Control: generally considered as non-preventable
actual deliverables produced onand theaccepted as part
project and ensureof the process are correct and
deliverables
* E.g. If one screw out of
meet the planned level of quality every 50,000 from a supplier is misthreaded, it causes a jam in the machine which must be
manually removed. The jam would result in decrease in production (measurable change), but since it would be cost
prohibitive
* to have
Failure Mode all Effect
and screws Analysis
individually inspected
(FMEA) before
is an they were
analytical used in
procedure in which
the manufacturing
each potential process
failurethis
modeis considered
in every
an unpreventable
component cause. is analyzed to determine its effect on the reliability of that component and the reliability of the
of a product
product or system as a whole. The intent is to minimize the likelihood of failure and the effects of any failure.
* Quality Theorists
* Juran: Developed 80/20 principle; Advocated management responsibility; defined quality as "fitness for use"
* Deming: Developed 14 points to TQM; Plan-do-check-act cycle for continuous improvement
* Crosby: Advocated prevention over inspection; quality as "conformance to requirements"; zero defects
* Plan-Do-Check-Act has been defined by Shewhart and modified by Deming
* Process impovement models include: Malcolm Baldrige, Organizational Project Management Maturity Model (OPM3),
Capability Maturity Model Integrated (CMMI)
* Marginal analysis: As we strive for improving products and processes, we don't want to exceed a point beyond
(unnecessary quality) which the costs of the improvements aren't offset by the anticipated increase in revenue (sales or
profits).
* Just In Time (JIT): To reduce expensive cost of holding inventory, many companies decrease inventory close to zero. A
company using JIT must have high quality practices.
* Gold Plating: is often the teams impression of what is valued by the customer, and the customer might not agree.
* Six Sigma: quality management philosophy that sets very high standards for quality.
1s = 68.25% • 2s = 95.46% • 3s = 99.73% • 6s = 99.99966%
* Total Quality Management (TQM): Everyone in the company is responsible for quality and is able to make a difference
in the ultimate quality of the product. TQM shifts the primary quality focus away from the product that is produced and
looks instead at the underlying process of how it was produced.
* Continuous
Quality Improvement
management plan Process/Kaizen: A philosophy that stresses constant process improvement, in the form of
small
Sectionchanges in products
A: Quality controlor services
- Inspecting compliance to project standards
*
1. Major deliverables to be tested document what they do and do what they document. It may be an important component
ISO 9000: Ensures Companies
of Performance
2. Standards andQuality
criteriaAssurance, since it ensures that an organization follows their processes
3. Monitoring and controlling activities
4. Quality control schedule
Section B: Quality Assurance - Focusing on review and audit processes
1. Processes subject to quality assurance
2. Standards and stakeholders expectations
3. Quality assurance activities
4. Quality assurance schedule
Section C: Continuous Improvement
1. Identify approaches to expand and develop later
2. Total Quality Management
 Plan Quality
HOME
(Planning)
INPUTS.1 Scope Baseline.2 Cost Performance
TOOLS
Baseline.3
& TECHNIQUES.1
Schedule Baseline.4
Cost Benefits
Risk Analysis.2
Register.5
OUTPUTS.1Cost
Stakeholder
Quality
of Quality
Management
register.6
(COQ).3Enterprise
Control
Plan.2 Charts.4
Quality
Environmental
Metrics.3
Benchm

* Plan Quality
* Helps to determine what quality requirements are relevant to the project and product
* Helps to determine how to satisfy quality standards and to document the quality control processes to be used
* Plan quality is one of the input for developing project management plan
* Quality is planned after WBS is created during project scope management
* Benefits of planning quality processes
* Increases chance of project success
* Establishes commitment to improve quality
* Helps decrease costs

* Exam: Inspection keeps errors in the product from reaching the customer. Prevention keeps errors from occurring in the
process.

INPUTS
.1 Scope Baseline
Input from ---> Create WBS
* Used to determine quality metrics
* Scope Statement: Provides project description, projects major deliverables and acceptance criteria. Product scope
description will contain details of technical issues and other concerns that can affect quality planning. Acceptance criteria can
increase or decrease project costs and quality costs. Satisfying all acceptance criteria means needs of the customers have
been met
* WBS: identifies deliverables, work packages, control counts used for measuring project performance
* WBS Dictionary: assists in reading WBS and defining technical info for WBS elements
.2 Stakeholder Register
Input from ---> Identify Stakeholders
* Helps to identify stakeholders that have particular interest or impact on quality
.3 Cost Performance Baseline
Input from ---> Determine Budget
* How much money you can spend on quality related activities
.4 Schedule Baseline
Input from ---> Develop Schedule
* How much time you can spend on quality related activities
.5 Risk Register (Risk Log)
Input from ---> Identify Risks
* Detail document that identifies threatening factors (risks/opportunities) that may have impact on projects quality
.6 Enterprise Environmental Factors
* External - Govt agency regulations, industry and product standards, operating conditions under which project/product
should perform
* Internal - Organization's culture, staff structure, resources could affect quality management plan
.7 Organizational Process Assets
* Organizational quality policies, procedures and guidelines
* Historical databases
* Lessons learned
* Quality policy issued by top management that defines quality. If Quality Policy doesn't exist, the Project Team
should write one for this project
TOOLS & TECHNIQUES (Too Long... scroll down)
.1 Cost Benefit Analysis
* Compares COQ for each quality activity is compared to expected benefit
* List and calculate the costs - Direct + Indirect costs
* List and calculate the benefits - Tangible + Intangible benefits
* Compare the results - Compare whether benefits outweigh costs
.2 Cost of Quality (COQ)
* Total cost of all efforts (planned/unplanned) related to quality throughout the product life cycle
* Project decisions can impact COQ as a result of product returns, warranty claims and recalls so the sponsoring org. may
invest in product quality improvement (defect prevention and appraisal) to reduce external COQ.
* Classified into two groups
* Cost of conformance - Costs incurred to ensure project conforms to required level of quality
* Prevention costs - Costs incurred to prevent customers from receiving a poor quality or defective product or
service (Training, good equipment, taking time to do work right)
* Appraisal costs - Costs incurred to find quality problems and to check product or work processes meet project
req. (testing, destructive testing loss, inspections)
* Cost of non-conformance - Costs incurred when project fails to meet required level of quality. Failure costs are also
called cost of poor quality
OUTPUTS * Internal failure costs - Before releasing product to customer. Includes costs to rework, fix defects, wastage due
to
.1 internal
Qualityerrors and unnecessary
Management Plan advertising
* External failure
* Subsidiary of project management costs - After releasing
plan producthow
and describes to customer.
team will Liability
implement andperforming
penalties cost, warranty costs,
organization's qualitycost of
policy
developing and distributing fix, support calls, damage control costs
* Provides input to PMP and includes quality control, quality assurance and continuous process improvement approaches
.3 Control
for the project Charts
*
* Used
Thereto determine
are 4 formatswhether
of plan or not a process
depending on type is stable or has
of project predictable
- Formal, performance
informal, broadly based, detailed
* Control charts have 3 common types of lines
* Informal - For any internal project where team is familiar with the req.
1.* Upper
Formal and - Whenlower specification
customer is formallimits:
like large Based on req. oforcontract.
corporations government Theyagencies
reflect max and min values allowed
2.* Upper
Broadlyand basedlower control
- Suitable forlimits:
service Set by PMprojects
oriented and appropriate stakeholders
and in projects to reflect need
where products pointsnot
at meet
whichstrict
corrective action
quantifiable
will
specs be taken to prevent exceeding specification limits.
3.* Planned
Detailed -or goal value
Necessary in projects with exact specs like manufacturing, construction or technical projects
* For repetitive
.2 Quality Metrics processes, the control limits are generally +/- 3s
*
* Process
Operationalis considered
definition out thatofdescribes
control when data point attribute
product/project exceeds control
and how limit or if control
quality seven consecutive
process willpoints areitabove or
measure
below the mean (Rule of Seven)
* Measurement is actual value and tolerance defines allowable variations on the metrics
*
* Used
Qualityto metrics
monitorare management
used in theindicators - cost, schedule,
quality assurance volume,
and quality frequency
control processes of scope changes or other PM processes
whether
* E.g:they
on-timeare in control
performance, budget control, defect frequency, failure rate, availability, reliability, test coverage
.4
.3 Benchmarking
Quality Checklists
*
* Process
Structured of identifying,
tool to verifyunderstanding,
set of requiredadapting,
steps hasoutstanding
been performedpractices from other
(sometimes organizations
provided or industries
by commercial service providers)
.5 Design of Experiments
* Used in the quality control process(DOE)
* Statistical
.4 Process method of determining
Improvement Plan relationship between factors affecting a process and end results of that process.
* Helps in identifying key variables
* Outlines strategies for analyzing and improving that can be altered to management
project change and optimize process.
or production processes
* This
* Areas: is especially useful in early stages of project design such as planning quality to determine number and types of tests
and their impactBoundaries
* Process on COQ - purpose, start, end, inputs, outputs, process owner, stakeholders of a process
* DOE can beConfiguration
* Process used to reduce sensitivitydesign
- Describes of product performance
of a process to sources of variations and also it provides statistical
(flow diagrams)
framework
* Process metrics - Metrics to measure performance of a processone at a time
for changing all of important factors rather than changing
* Provides
* Targets optimal condition
for improved for the product
performance - Guide or process
to process improvement activities
.6 Project
.5 Statistical Sampling
Document Updates
*
* Statistics
Stakeholder determined
register based on inspection of sample of outcomes. The inspections need to be designed during plan
quality process
* Responsibility Assignment Matrix
* Sample frequency and sizes are determine during Plan Quality
* Best to take samples when population to be tested takes too long time, costs too much or too destructive
.7 Flowcharting
* Graphical representation of process and by examining them carefully, project manager can identify gaps in workflow that
could cause problems and errors
.8 Proprietary Quality Management Methodologies
* Six sigma, lean six sigma, Quality Function Deployment, CMMI etc.
.9 Additional Quality Planning Tools
* Brainstorming, Affinity Diagrams (visually identify logical groupings based on natural relationships), Force Field Analysis
(diagrams of forces for and against change), Nominal Group Techniques (rank brainstormed ideas), Matrix diagrams (2/3/4
groups of info and show relationship b/w factors, causes and objectives), prioritization matrices (ranking diverse set of
problems and issues by importance)
 Perform Quality Assurance
HOME
(Executing)
INPUTS.1 Project Management Plan.2 Quality
TOOLSMetrics.3
& TECHNIQUES.1
Work Performance
Plan Quality
Information.4
& Perform
OUTPUTS.1
Quality
Quality
Control
Change
Control
Measurements
Requests.2
Tools & Techniques.2
Organizational
Quality
Process
audi
A

KEY CONCEPTS
* Involves executing quality process activities and auditing quality control measures
* Are we following procedures and processes as planned?
* Can we improve the way we are doing the work?
* Purpose is to
* Identify flaws in processes and provide recommendations for process improvements via change requests
* Ensure appropriate policies and work methods are used to fulfill the project customer's needs
* Interacts closely with other processes in the planning process group, executing process group, monitoring & control process
group
* Perform Quality Assurance is an execution process that uses data from Perform Quality Control
* Provides an umbrella for continuous process improvement, which is an iterative means for improving quality of all processes.
Continuous improvement reduces waste and eliminates activities that do no add value. This allows processes to operate at
increased levels of efficiency and effectiveness
* The project team members, the project manager, and the stakeholders are all responsible for the quality assurance of the
project.
* A separate QA team may be assigned to the project to oversee these processes, in such case, QA team will be provided to
the project team

INPUTS
.1 Project Management Plan
Input from ---> Develop Project Management Plan
* Quality Management Plan: Contains description of how project management team will implement both quality
assurance and quality control for a project
* Process Improvement Plan: Criteria for analyzing processes with a view to enhancing their value to project
.2 Quality Metrics
Input from ---> Plan Quality
* Define how quality of project attributes and processes will be measured
.3 Work Performance Information
Input from ---> Direct and Manage Project Execution
* Project performance information is routinely collected as the project progresses
* In conjunction with agreed quality metrics work performance information will be basis for quantifying actual project
performance in terms of quality
* This information includes technical performance measures, project deliverable status, schedule progress, costs incurred
.4 Quality Control Measurements
Input from ---> Perform Quality Control
* These are results obtained from quality control activities. During Perform Quality Assurance these will be used to assess
success of quality control methods that have been instituted
TOOLS & TECHNIQUES
.1 Plan Quality & Perform Quality Control Tools & Techniques
.2 Quality Audits
* Stuctured, independent review to determine whether project activities comply with org and project policies, processes
and procedures. This method provides following benefits
* The product of the project is fit for use and meets safety standards.
* Applicable laws and standards are adhered to.
* Corrective action is recommended and implemented where necessary.
* The quality plan for the project is adhered to.
* Quality improvements are identified.
* Implementation of approved change requests, corrective/preventive actions or defect repairs are confirmed
* Gaps or shortcomings in the process are identified
* Increases chance of sponsor/customer acceptance of the project's product
* Reduces CoQ to correct any subsequent deficiencies
.3 Process Analysis
* Aims to identify where improvements can be made to project processes
* Uses steps outlined in process improvement plan and determine strategies for improvement
* Identify problems, constraints, inefficiencies during process analysis
* Root cause analysis is one of the technique
OUTPUTS
1. Identify
.1 Change the problem
Requests
2. Gather data
Input to ---> Perform to describe the problem
Integrated Change Control
3. Determine the possible causes
* Change requests resulting from quality assurance activities propose alterations to policies, procedures or processes to
4.effectiveness
increase Select the root cause
and efficiency of quality related activities in a project
5. Develop a Process
.2 Organizational solution strategy/preventive
Assets Updates actions
6. Test and evaluate the
* Policies, procedures, processessolution
often need to be reviewed during a project
.3 Project Management Plan Updates
* Changes to quality management plan leads to changes to project management plan
* Schedule management plan and Cost management plan might also get updated
.4 Project Document Updates
* Updates to quality audit reports, training plans, process documentation
 Perform Quality Control
HOME
(Monitoring & Controlling)
INPUTS.1 Project Management Plan.2 Quality
TOOLSMetrics.3
& TECHNIQUES.1
Quality Checklists.4
Cause andWork
Effect
Performance
OUTPUTS.1
Diagrams.2
Measurements.5
Quality
ControlControl
Charts.3
Approved
Measurements.2
Flowcharting.4
Change Validated
Histogram.5
Requests.6
C

KEY CONCEPTS
* Perform Quality Control is concerned with project results both from a management perspective, such as schedule and cost
performance, and from a product perspective.
* Perform Quality Assurance is concerned with assuring that the project is using the correct and most efficient processes to
meet the project requirements; Perform Quality Control is concerned with the accuracy of the project results.
* Involves measurement, evaluation and documentation of project results to determine whether results meet project quality
standards
* Helps to determine when changes are necessary and ensure changes are managed
* Key concepts to understand for effective control are
* Prevention & Inspection
* Prevention help ensure that no errors in processes occur. Happens throughout the project but particularly before
production starts or processes are implemented
* Prevention aligns with quality assurance which analyzes and continuously improves processes
* Inspection detects and corrects errors before a product is delivered to customer. Takes place after production activities
are complete and processes to develop have been performed
* Inspection aligns with quality control, which analyzes work performance results and recommends defect repair or
corrective action
* Inspection keeps errors in the product from reaching the customer. Prevention keeps errors from occurring in the
process.
INPUTS
.1 * Sampling
Project Management Plan
* 3 major
Input factors
from ---> in planning
Develop a sampling
Project process are
Management - Size of batch need to be inspected, Size of sample to represent
Plan
the*batch and
Quality number of defects
management that may
plan describes be quality
how accepted before
control rejecting
activities whole
are batch
carried out
* Attribute
* What Sampling
quality reviews must- Aoccur?
product willattributes
What either conform
will beorchecked
not conform
duringtoreviews?
the requirements
How problems are recorded? Identify
* Variables
deadlines Sampling
for quality reviews - Results are compared to continuous range that defines degree of conformity
.2 * Tolerance
Quality & Control limits
Checklists
* Tolerance
Input from ---> represents range of allowable deviation from a required standard
Plan Quality
* Control limits represent ends of
* Quality checklists guide through a tolerance
quality reviewsrange. If values
step by step go beyond upper or lower control limit process/product is
unacceptable
.3 Quality Metrics
Input from ---> Plan Quality
* Criteria against which work results are measured during quality reviews
.4 Work Performance Measurements
Input from ---> Control Scope;; Control Schedule;; Control Cost
* Create performance metrics when measuring quality to evaluate actual progress compared to planned progress
* Planned vs. actual technical performance, schedule performance, cost performance
.5 Approved Change Requests
Input from ---> Perform Integrated Change Control
* They can identify new or modified criteria against which quality must be compared
.6 Deliverables
Input from ---> Direct and Manage Project Execution
* Actual work results that are measured against quality requirements throughout a project as part of the process
.7 Organizational Process Assets
* Company guidelines on how to perform quality reviews - work guidelines, issue and defect reporting communication
policies
TOOLS & TECHNIQUES
Ishikawa's Seven Basic Tools of Quality (from 1-7 below)
.1 Cause and Effect Diagrams
* a.k.a. fishbone or Ishikawa diagrams, show relationship between effects of problems and their causes
* Also illustrates effect that each proposed solution will have on a problem
* After all possible causes are identified, narrow down most likely causes of a problem
* Why-Why and How-How diagrams may be used in root cause analysis
.2 Control Chart
* Illustrates how process behaves over time and when a process is subject to special cause variation
* Is the process variance within acceptable limits?
* Measures results of project processes over time and against established control limits
* The distribution of data points determines process is performing within prescribed limits
* When a process is outside acceptable limits, the process should be adjusted
* Upper and lower control limit are usually set at +/- 3sigma
.3 Flowcharting
* Illustrates logical sequence of steps, decision points and handoffs of responsibility in a process
* Used for determining whether any process steps are failing and where improvements should be made
.4 Histogram
* Vertical bar charts to help identify and rate the causes of a defect
OUTPUTS
* The Y-axis
.1 Quality represents
Control frequency of defects and X-axis represents causes of defects
Measurements
.5 Input
ParetotoChart---> Perform Quality Assurance
*
* This is a typemeasures
Documented of histogram ordered
of how actualbyproject
frequency
workoforoccurence. Rank
deliverables orderingtoisthe
compared used to focus
required corrective
quality action(defined
standards
* Causes
during quality are arranged by frequency to see the causes that are creating greatest number of defects
planning)
* Cumulative
.2 Validated percentages are also included on the chart
Changes
* Follows Pareto's
* Any changed or repaired Law - "Mostitemsof are
the inspected
problems andin a will
project are created
be either by just
accepted a few vital causes"
or rejected.
* This is commonly
* Rejected items need reowrkreferred as 80/20 principle where 80% of problems are due to 20% of causes
* Limitation:
.3 Validated Sometimes frequency of defects is not as important as the impact of defect may have on project
Deliverables
.6 Input
Run Chart
to ---> Verify Scope
*
* Line graphs
Project resultsthat show data
meeting points
required plotted
quality in the order which they occur
standards
* Run charts are used to show variations
* They become input to Verify Scope process (refer in the process
Scopeover time or to show trends
tab)
* When processes
.4 Change Requestsare in control, differences in results might occur because of common causes of variances or special‐
cause variances.
Input to ---> Perform Integrated Change Control
* Used for predicting
* To address future performance
quality problems or defects, based
changeonrequests
past results
may and for spotting
recommend trends to project/product scope
alterations
* Enables PM to monitor
.5 Organizantional Processprocess
Assetsby Updates
determing whether there is any systematic change in that process over time
*
* Trend
Completedanalysis is usually
quality performed using run charts and involves mathematical techniques to forecast future outcomes
checklists
based on historical
* Lessons learned results
* Used for
.6 Project monitoring technical
Management performance, cost and schedule performance
Plan Updates
.7 Scatter
* QualityDiagram
management plan
*
* Data
Processillustration
Improvement about plan
relationship or correlation between two variables in a process
.7 Project Document Updates by relationship between dependent and independent variables
* Any correlation is determined
*
* Closer
Qualitythe points resemble a diagonal line, the closer these variables are related
standards
*
* Dependent
Quality metrics variable is an observed change. Independent variable is always manipulated variable that invokes a change in
the*dependent variable
Quality checklists
*
* Relation can be - Weak
Work performance correlation, Strong Correlation, No Correlation
measurements
.8 Statistical Sampling
* Involves using mathematical rules for selecting random sample that represents all units of project's output
* Data is then collected from sample that are then selected and tested as defined in projects quality management plan and
hence sample frequency and size must be determined during Plan Quality process
* Appropriate when project output includes batch/lot or when it isn't feasible or wont'be effective to examine every instance
of output
.9 Inspection
* Also known as audit/review/peer review/walk-through. Appropriate for any type of project - large or small
* Involves gathering data about a work activity or finished product
* Involves physically observing, measuring or testing results to verify whether they conform to required quality standards
* Also used for validating defect repairs
.10 Approved Change Requests Review
* Collecting data from reviewing approved change requests
* Gathering information about approved changes to verify that specified defect repairs, corrective or preventive actions
were implemented as approved
 Introduction

Covered in this column

* Motivation Theories
* Leadership Theories
* Powers of Project Managers
* Leadership Styles

* Project sponsor works with project management team, typically assisting matters such as project funding, clarifying
scope, monitoring processes and influencing others to benefit the project
* Approving project plan, schedule and budget
* Verifying progress
* Chairing the steering committee
* Approving deliverables
* Communicating with stakeholders
* Project management team responsibilities are
* Project management team is subset of project team responsible for project management and leadership activities such
as initiating, planning, executingm monitoring and controlling and closing. Also referred as core, executive or leadership
team
* Providing leadership and management
* Influencing the project team: Influencing HR factors that include team env, geo locations of team members,
communication among stakeholders, interna;/external politics, culutural issues and other such people factors that may alter
project performance
* Modeling professional and ethical behavior
* Human resource responsibilities of project manager are
* Acquiring the right team members
* Developing
* Human resourcethemanagement
members of processes
the projectare
team
* Managing changes
* Develop human resource plan (Planning process group)
* Ensuring
* Processallofhuman decisions
identifying are integratedproject
and documenting with other
roles,project management
responsibilities, knowledge
required areas
skills, reporting relationships, staffing
* Interaction
management plan of HR processes with other processes include following situations
* Acquire
* After initial team members
project created WBS,
team (Executing additional
process group)team members may be acquired
* As additional
* Confirm team members
availability of humanare resources,
acquired, their experience
assemble levels could
team necessary to increase
completeofthe
decrease
projectproject risk, creating the
need for additional
* During risk planning
the process, updates
project managers hire, recruit, orient project team members
* Develop
* When activity durations
project teamare estimated,process
(Executing budgeted, scoped or planned prior to identifying all project team members and
group)
their compentency
* Process of improving team members competencies,toteam
levels, the durations may be subjected change
interaction, overall team environment to enhance project
performance
* Manage project team (Executing process group)
* Process of tracking team members performance and managing it by providing feedback and resolving issues
* Involves managing changes to the project team
Motivational Theories
Exam
* Maslow's hierarchy of needs - Abraham Maslow - Needs must be satisfied in a hierarchical order.
* Hygiene Theory - Frederick Herzberg - Work environment (pay, benefits, and working conditions) prevents dissatisfaction.
* Expectancy Theory - Victor Vroom - Expectation of positive outcomes drives motivation.
* Achievement Theory - David McClelland - People are motivated by achievement, power, and affiliation.

Maslow's Hierarchy of needs

* Maslow presented a hierarchy of deficiency needs that must be met in order for a person to reach his or her pinnacle. In
most cases, each lower need must be met before the next level of satisfaction can be achieved, and previously satisfied
needs are no longer motivating factors for the person.
* LOWER Needs
1. Physiological Needs: Food, water, air, shelter
2. Security/Safety: Stability (political, environmental, financial), personal safety, health
3. Acceptance/Social: Friendship, community, family, intimacy.
HIGHER Needs
4. Esteem: Respect from others, respect of others, self-respect
5. Self-Actualization: is when a person reaches a need for constant personal growth and improvement.
* To reach and
Leadership continue self-actualization, Maslow found that three additional factors had to be present:
Theories
Exam1. Cognitive stimulation: Intellectual stimulation, access to knowledge
2. Aesthetic
* Leaders stimulation:
motivate, inspire, Access to imagery,
and create beauty,
buy‐in for and art
the organization's strategic vision. Leaders use power and politics to
3. Transcendence:
accomplish the vision. A state of being beyond the capability
* Managers
* Characteristics of self-actualizing
are task people: with satisfying stakeholder needs.
oriented and concerned
• Don't deny
* Douglas or avoid Theory
McGregor's facts • Effective
X: Most perception
people don't of like
reality • Spontaneous in ideas and actions • Creative • Problem-
work.
solving • Social interest in other people • Objective • Trusting
* Douglas McGregor's Theory Y: People are motivated to perform • Acceptance of others
their best given •proper
Independent with aand
expectations need for solitude
motivation.
* William Ouchi's Theory Z: The implementation of this theory increases employee loyalty and leads to high satisfaction
Herzberg's
and morale. Motivation-Hygiene Theory
*
* Hygiene factorsTheory:
Contingency (Company Policy,
People areSupervision,
motivated toGood relationship
achieve levels ofwith boss, working
competency conditions,
and will continue Paycheck, Personal
to be motivated afterlife,
Status, Security, and
competency is reached. Relationship with co-workers) does not make someone satisfied, but their absence will make someone
unsatisfied. Hygiene factors do not motivate by themselves.
* Motivation
Douglas factors (Achievement,
McGregor's Theory X and Recognition,
Theory YWork, Responsibility, Advancement, and Growth) will motivate, but they will
not work
Theory X without the Hygiene factors in place
* To really motivate team members, we
* Managers believe most people do not like need to eliminate
work; job dissatisfaction
people have factors need
little to no ambition; while constant
also providing motivating
supervision; won'tfactors,
such as recognition
actually perform theand giving
duties teamjob
of their members activities that are challenging and stimulating.
unless threatened.
* Authoritarian management style
Victor Vroom's Expectancy Theory
* If workers
Theory Y thebelieve their efforts are going to be successful and rewarded, they will tend to be highly motivated and
Power
productive.of Project Managers
* Managers believe people are interested in performing their best given the right motivation and proper expectations.
http://pmstudycircle.com/2012/01/best-power-of-project-manager
*
* He suggested
Participative that employees
management styleare really motivated by goals only when three beliefs are present:
Exam* Valence: The person wants to achieve the goal.
* Formal or Legitimate Power: Since
it'syou are a to
project
attainmanager
the goal.meaning you have this power. This power comes with
Dr. *position
the
Expectancy:
William Ouchi's
itself;
The Theory
person
therefore,
believes
Z known
also
possible
asperson
positional power. Team member will obey
* * Instrumentality:
This theory Is the judgment the makes whether they believe that theorders
rewardfrom
will the project manager
be given
because they is concerned
know that thewith increasing
project manager employee
has the loyalty
formal to their
power organizations.
and authority to issue orders.
*
* It came about
Reward Power: in Japan in theis 1980s
AAchievement
Reward whenpeople
something jobs were often
desire. offered
Reward for life.
power This theory
is up-to resultsties
some extent in increased productivity,
with the formal power itof
David
puts an McLelland's
emphasis on the well ‐being Theory
of the / Theory
employees of three
both at workneeds
and outside of work, it encourages steady employment,
the project
* This theory manager. The project manager will getpower,
the team andsupport since
to team members think that the project manager is
and it leads
capable tosays
highthat
of rewarding
people
employee need achievement,
satisfaction
themisif obviously
they perform and morale.
well. Rewards
affiliation be motivated.
* Achievement motivation the need to achievemay be monetary (salary increment, bonus and promotion etc.) or
or succeed
non-monetary
* Power motivation (recognition,
involves professionalfor development,
influencing theappreciation
behavior of letter,
others.day-off and picnic etc.).
Contingency
* Theory
Coercive/Penalty/Punishment (Freda E. desire
Fiedler)
Power: Nobody wants to get punished. Punishment Power comes with the formal
*
* Need
Says of for affiliation
that is motivated
relationship tooriented. Workers want to haveand friendships with to
their co ‐workers and a sense of after
power
camaraderie thepeople
project
with
are
manager.
their fellow Here,
team
achieve
the project
members.
levels of competency
manager will continue
will get his team’s obedience be motivated
because the by
teamthis need even
members afraid
competency
that is reached. (Theory Y + Hygiene)
* Theif strength
they don’t ofperform their duties
team members' as required
desire for each ofby these
the project manager,
will drive they may getonpunished.
their performance various activities.
* Expert Power: Being a subject matter expert itself is a great influential power. Team members will respect the project
manager just for his technical soundness on the subject. They trust him and obey his orders because they think that the
project manager is an expert, has special knowledge on the matter, and knows how to handle issues. Expert Power is
considered to be a positive power that influences the team members to follow the lead of the project manager. If the
project manager does not possess the expert knowledge then it would be difficult for him to gain respect from the team
members.
* Referent Power: If the project manager is well associated with higher management, or has some kind of connection
with some influential people in the organisation, the project manager is said to possess Referent Power. This power may
help a new project manager in the initial stage of the project when he may not have any other power except formal power;
however, he may be perceived as being closely aligned with the top management.

* Reward and Expert as the most effective forms of power

* Punishment/Coercive as the least effective.

KEY NOTES
* A project manager can have any or all of the powers explained here, and to be a successful project manager he need to
have at-least three of the powers; i.e. formal power, reward power, and expert power.
* Formal power establishes his authority as the lead of the project, reward power helps to motivate the team members, and
Leadership Styles
* Autocratic/Authoritarian/Directing: Strong style. The PM seeks little or no information from the team, and is the sole
decision maker.
* Bureaucratic/Persuading/Consultative Autocratic: Input is received from selected team members, but the PM is
still the sole decision maker.
* Democratic/Participative/Consensus: Consults team for open discussion and information gathering; uses help from
team to come up with a decision.
* Lassiez-faire/Delegating/Free Reign/Shareholder: (Poor Leadership Style) Little or no information exchange takes
place within the project group. Team has ultimate authority on final decision, hands-off attitude.
* Transactional: Transactional leadership is really just a way of managing (mangement by exception) rather than a true
leadership style as the focus on the short-term tasks.
* Transformational: A person with this leadership style is a true leader who inspires his or her team constantly with a
shared vision of the future.
 Develop Human Resource Plan
HOME
(Planning)
INPUTS.1 Activity Resource Requirements.2
TOOLS
Enterprise
& TECHNIQUES.1
EnvironmentalOrganizational
Factors.3 Organizational
Charts
OUTPUTS.1
and Position
Process
Human Assets
Descriptions.2
Resource PlanNetworking.3 Organizat

KEY ASPECTS
* Important consideration should be given to availability of scarce or limited human resources. Other projects may be
competing for resources with the same competencies or skill sets. With these factors, project costs, risks, quality and other
areas may be significantly affected.
* Components of Human resource plan are
* Roles and responsibilities
* Roles & responsibilities of each team member are identified and documented. Additionally, the positions, skills and
competencies required are documented and linked to individuals and groups who will work on the project
* Reporting relationships between team members are set out
* Staffing management plan
* How staff will be acquired, managed, trained, released?
* Identifies time periods for which each team member will be required and identifies training needs for individuals and
groups working on the project, team building strategies, awards and recognitions
* Details of impact of staffing management plan

INPUTS
.1 Activity Resource Requirements
Input from ---> Estimate Activity Resources
* Outline the resources, including types and quantities that are required to complete the schedule activities in each work
package
* Initial human resource and competency requirements are progressively elaborated throughout human resource planning
.2 Enterprise Environmental Factors
* Existing human resources and personnel administration policies, market place conditions, organizational structure and
culture
.3 Organizational Process Assets
* Historical info on org structures, templates for creating org charts and roles & responsibilities documents
TOOLS & TECHNIQUES
.1 Organization Charts and Position Descriptions
* Falls into any of three format - hierarchial, marix and text-oriented
* Additionally some are located in subsidiary management plans such as risk, quality, communication
* Objective is to ensure that each work package has an unambiguous owner and all team members know their roles and
responsibilities
* Hierarchial Type Charts
* Organizational Breakdown Structure(OBS)
* Arranged according to org's existing dept with project activities/work packages listed under each dept. e.g. IT dept,
Infrastructure dept
* Shows positions and reporting relationships for the entire project team at a glance, in a graphic top-down view
* Advantage is speed at which it enables team members to find information, as long as they don't require lot of detail
* Resource Breakdown Structure
* Breakdown by types of resources (e.g. all electricians and electrical equipments)
* Helpful in tracking project costs and can be aligned with org's accounting system
* Contains resource categories other than human resources
* Matrix Based Charts
* Responsibility Assignment Matrix (RAM)
OUTPUTS * Illustrate connections between work packages/activities and team members
.1 Human* Make it easy forPlan
Resource team members to check all project activities for which a particular person is responsible or all people
associated
* This plan provides guidance(activities
with one deliverable on left,human
on how project people resources
on top of should
matrix)be defined, staffed, managed, controlled and
* Detailed
eventually released information in easy to find format
* Linksand
* Roles work packages from WBS to resources listed in org breakdown structure
Responsibilities
**Roles
Low level
- Labelor detailed
describing RAM includes
portion bottom-level
of project for whichwork packages
person from WBS Defined
is accountable. so it contains column
function such for each work
as testing, inspecting,
package
coding to be performed by project team member
**Authority
High level- RAMRightmay showproject
to apply only key project phases
resources, and lists
use project funds,departments rathergrant
make decisions, than individuals
approvals
**RACI Chart (Responsible,
Responsibility - Work expected Accountable,
to perform asConsult, Inform) project activities
part of completing
**Competency
Lists work packages from WBS
- Skills needed one sideproject
to perform and resources
activitiesfrom Org breakdown structure across the top
* One of the letters
* Project Organizational Charts identify roles & responsibilities - Responsible, Accountable, Consult, Inform
* Ensures each element of work in projects
* Shows reporting relationship of project team members scope is assigned to an individual who will be responsible for it
**One
Exam:chartAssumes
with overviewthat one of person will be team
entire project accountable
or morefor a workcharts
detailed package and more different
representing than onefunctional
person may be within a
groups
responsible
project for completing the work package
* Lot of information
* Staffing management in one-page
plan easy-to-use format
**Timing
Does not andgive detail that
methods aboutwillpositions
be usedortohow meet to HR
carry activities
requirements
**Seven
Exam:components
Particularlyare important when team consists of internal and external resources to ensure clear divisions of roles
and responsibilities
1. Staff acquisition: How team members will be acquired and what assistance is req. from HRD, budget for acquiring
* Text
staff, oriented
location of team format
mebers, resources withing org or external hiring or contractors
* Also known as calendar:
2. Resource position descriptions and role-responsibility-authority
Resource Histogram forms
chart (# of hours a person/dept will be needed over period of time i.e.
* More detail with position titles, competencies, qualifications,
weekly/monthly) when team members will be needed for the project to identify when responsibilities, authority
resources will join/leave the project
* Team members
3. Staff release useplan:
for clarifying
Outlines expectations,
methods and accountability, decisionproject
timelines for releasing makingteam
authority and roles
members. When team members are
released from project at right time, the associated costs are no longer charged. Morale is improved lessons
* Can be used for future projects when info is updated throughout current project by applying learnedtransitions to
when smooth
.2 Networking
upcoming projects are already planned. A staff release plan also helps mitigate human resource risks that may occur at the
end *ofFormal/informal
a project interaction with others in org/industry/professional env
* Interacting informally with others is valuable
4. Training needs: Training/certification toway
meet ofrequired
gaining insight into political
competencies. Formal andplan
interpersonal
for project dynamics
team memberthat might
influenceand
training staffing
"not" effectiveness
stakeholder/user training which is part of project deliverables
. e.g. proactive correspondence,
5. Recognition and rewards: luncheon meetings, informal conversations i.e. meetings, events, trade conferences,
symposia 6. Compliance: Strategies for complying with govt regulations, union contracts and other HR policies
* Useful technique
7. Safety: at the beginning
Policies/procedures toof the project.
protect Effective from
team members way to enhance
safety project
hazards mgmt in
(included professional
risk registerdevelopment
also)
during the project and after the project ends
.3 Organizational Theory
* Provides info about how individuals, teams and org units behave
* Organizational structures influence team and individuals behavior. Functional, projectized, matrix structures affect
staffing decisions
 Acquire Project Team
HOME
(Executing)
INPUTS.1 Project Management Plan.2 Enterprise
TOOLSEnvironmental
& TECHNIQUES.1
Factors.3
Pre-assignment.2
Organizational
OUTPUTS.1
Negotiation.3
Process Assets
Project
Acquiring.4
Staff Assignments.2
Virtual TeamsResource Calend

KEY ASPECTS
* Process of confirming human resource availability and obtaining team necessary to complete project assignments
* Following factors should be considered by project management team while acquiring resources
* Effectively negotiate and influence others who provide human resources for the project
* Failure to acquire human resources impacts project schedules, budgets, customer satisfaction, quality and risks
* Assign alternative resources if planned human resources are not available due to constraints, provided there is no
violation of legal, regulatory, mandatory or other criteria
* Halo Effect: Halo Effect is the assumption that because the person is good at a technology, he will be good as a project
manager.

INPUTS
.1 Project Management Plan
Input from ---> Develop Project Management Plan
* Human Resource Plan: How human resources will be identified, stafeed, managed, controlled and released
* Roles and responsibilities defining the position, skills and competencies required
* Project organization charts indicating number of people required
* Staffing management plan identifies how many resources you need to acquire, skills they must have and period for
which they are needed
.2 Enterprise Environmental Factors
* Include availability, costs, abilities, interests, experience of potential team members
* Company location might also affect recruiting processes
* Personnel administration policies, organizational structure
.3 Organizational Process Assets
* Documented policies, guidelines, procedures governing staff assignments
* They provide info about departments and processes involved in recruiting, hiring, outsourcing, training, orienting team
members
* Organizational policies that dictate recruitment practices are constraints.
TOOLS & TECHNIQUES
.1 Pre-assignment
* Involves selecting project team members in advance
* Occurs when specific people were promised as part of the project proposal; project is dependent on expertise of
particular persons; staff assignments defined within the project charter
.2 Negotiation
* Persuade internal function managers or other project managers to assign people for your project team
* Need to persuade external org to provide resources on contractual basis. Special consideration should be given to
external negotiating policies, practices, processes, guidelines, legal and other such criteria
.3 Acquisition
* If in-house team lacks skill sets or lacks resources, acquire external resources by hiring consultants or subcontract
elements of project work
.4 Virtual Teams
* Group of team members working primarily off-site and interact via electronic means
* Virtual teams can be
* Group of people from same org living in different geographic location
* Add special expertise to the project team though expert is not in the same region
* Employees who work from home or different shifts/hours or people with mobility limitations/disabilities
* Communication
OUTPUTS planning is important in a virtual team environment. Additional time is spent to clear expectations,
facilitate
.1 Project communications, develop protocols for resolving conflict, include people in decision making
Staff Assignments
Input from ---> Develop Project Team;; Manage Project Team
* After determining elements such as the roles and responsibilities, reviewing recruitment practices, and negotiating for
staff, project team members are assigned to project activities.
* A project team directory is published listing the names of all project team members and stakeholders.
* Include team member names in project organization charts, RAM charts, and other planning documents if their
assignments or names weren't known when those documents were created
.2 Resource Calendars
Input from ---> Estimate Activity Resources;; Estimate Actviity Durations;; Develop Schedule;; Determine
Budget;; Develop Project Team
* Resource calendars document time periods when team member can work on the project
* Helps in creating reliable schedule by taking account of team member's schedule conflicts, vacation, commitments to
other project
.3 Project Management Plan Updates
* The human resource plan and staffing management plan might require updates to document the project roles and
responsibilities of the staff assigned to the project.
* These documents might require updates throughout the project if you have staff members leave because of a promotion
or if they leave for employment in another company
 Develop Project Team
HOME
(Executing)
INPUTS.1 Project Staff Assignments.2 Project
TOOLS
Management
& TECHNIQUES.1
Plan.3 Resource
Interpersonal
Calendars
Skills.2
OUTPUTS.1
TrainingTeam
Needs.3
Performance
Ground Rules.4
Assessments.2
Recognition
Enterpris
and R

KEY ASPECTS
* Encouraging trust and agreement among team members
* Creating dynamic and unified team that shares knowledge
* Improving knowledge and skills of team members individually and as a team
* "Project Management Skills, Leadership Styles, Power, Team Building and the Motivation of people are all concepts that fall
into this process."

INPUTS
.1 Project Staff Assignment
* Know who your team members are from project team directory and develop project team
.2 Project Management Plan
* Human resource plan provides guidance for developing, defining, managing and controlling project's human resources
* Inputs from HR plan are roles & responsibilities, skills & abilities, project org chart, training needs and project team
development plans
* Staffing management plan tells how and when staffing requirements are met
.3 Resource Calendars
* Based on team availability in resource calendars, team development activities will be planned
TOOLS & TECHNIQUES
.1 Interpersonal Skills
* Also known as "soft skills" and are important for team development
* Soft skills include such things as leadership, influence, negotiation, communications, empathy, and creativity
.2 Training
* Includes all activities designed to enhance competencies of project team members
* Formal/Informal training
* Training methods: clasrrom, online, computer-based, on-the-job training from another team member, mentoring and
coaching
* Unplanned training takes place as result of observation, conversation or project performance appraisals
.3 Team Building Activities
* Main goals are to promote trust, open communication, and good team leadership.
* Helps to bring together a collection of individuals with different needs, backgrounds, and expertise, and transform them
into an integrated, effective work unit.
* Team building should definitely be applied in these situations: project initiation, when there is conflict, when there is a big
change to the project and when a new team member joins
* Five stages of team building (Tuckmann ladder of team development/ Tuckman-Jensen Model)
1. Forming: Opening. Team is assembled and told everyone's roles and responsibilities are. They tend to be
OUTPUTS and not as open with each other in this phase. Leadership style: Direct style
independent
.1 Team 2. Performance
Storming: Team begins to address the project work and make decisions. If team members are not collaborative
Assessments
and* open to differing ideas
Team performance assessments and perspectives,
involves conflicts
determiningmay aemerge. Leadership style: Coaching
team's effectiveness.
3. Norming: Team is more settled, Energy
* Must be relevant, objective and based on measurable criteria is now focused on the work of the project, instead of personal rivalry and
the*need
Directformeasures
team building are based Leadership
begins to decrease.
of performance style: Participating
on meeting objectives, finishing on time, and finishing on budget
4. Performing:
* Indirect measures of Team membersinclude
performance trust each other and
job-related andwork well together,
people-related making it the most productive phase of the
qualities
project. Leadership
* Job-related style: Delegating
*5.the
Adjourning: Final stage. It
skills and competencies to involves
completecompleting
assignments theeffectively
project and breaking up the team.
* Different teams
* the ability to progress
learn quicklythrough
and the
adaptstages
to newof development
work situationsat different rates. When new team members are brought
onto the team,
* People-relatedthe development stages start all over again. It doesn't matter where the team is in the first four phases of the
development process—a
* active listening skills new member will start the cycle all over again.
.4 Ground Rulesskills
* coaching
* Advantages
* effective of adhering to ground
communication skills rules - outlines expected behavior from team members, shared responsibility,
decreases misunderstandings,
* low staff turnover rate increases productivity
.5 Co-location
* strong team cohesiveness
* When projectgroup
* effective team decision
works together
making in andsame physical location
consensus
*
* Benefits
With strong - Good will, measures
indirect empathy, ifsenseteamofperformance
community,aenhanced collaboration
team is better equipped to succeed at direct indicators
* Co-location strategies include team meeting room,
* Direct measures of performance include task oriented (i.e. how well places to post schedules, other conveniences
team performs that enhance
the tasks necessary to do work) or
communication and sense of community
results oriented (how close the outcomes of the work are to the objectives)
.6
.2 Recognition and Awards Factor Updates
Enterprise Environmental
* During Develop Human Resource
* Personnel administration records -Plan process,
Record rewardsofand
promotions criteria for earning them is planned and recorded as section
employees
of staffing management
* Employee training records plan.
*
* During Develop Project
Skills assessments recordsTeam process, rewards and recognitions are given to project team or members
* During manage Project team process, performance of individual team members and team as a whole is tracked.
* Win-lose rewards (zero sum) that only a limited number of project team members can achieve, such as team member of
the month, can hurt team cohesiveness
* Team awards are win-win
 Manage Project Team
HOME
(Executing)
INPUTS.1 Project Staff Assignments.2 Project
TOOLS
Management
& TECHNIQUES.1
Plan.3 Team
Observation
Performance
and OUTPUTS.1
Conversation.2
Assessments.4
Enterprise
Project
Performance
Environmental
Performance
Reports.5
Appraisals.3
Factor
Organizational
Updates.2
Conflic
PO

KEY ASPECTS
* The process involves tracking project teams performance, providing feedback, resolving issues, managing changes
* Skills to effectively manage team are - Conflict management, negotiation, leadership, communication
* During this process, performance appraisals are prepared and conducted, issues are identified and resolved, and feedback is
given to the team members.
* The main focus here is on individuals and their performance rather than team performance
*

INPUTS
.1 Project Staff Assignments
* Project manager uses this info to identify who's on the project team and whose contributions must be monitored and
evaluated
.2 Project Management Plan
* Human resource plan (part of Project Management Plan) defines roles, responsibilities, level of authority and required
level of competency. It provides a clear indication of what is expected of each person on the team
* Also includes Project organization and Staffing management plan
.3 Team Performance Assessments
* Information gathered as part of team performance assessments enables project manager to identify and resolve
problems, reduce conflicts, take steps to improve teamwork.
.4 Performance Reports
* Performance is measured in areas such as cost, plan and schedule
* Enables project managers to identify and resolve performance problems, plan future human resource req., make
appropriate updates to staffing management plan
.5 Organizational Process Assets
* The process assets that effect team management are - company policies and structures related to recognition and reward
systems (bonus structures, certificates of appreciation, org perks)
TOOLS & TECHNIQUES
.1 Observation & Conversation
* The project management team needs to stay closely involved in the day-to-day activities of the team in order to monitor
progress and get first-hand impressions from the team members.
.2 Project Performance Appraisals
* Formalized feedback about the individual's team members contributions to the project.
* The purpose of appraisals is twofold:
1. The team member needs recognized for what he or she is doing well
2. They need honest and direct feedback on where improvements can be made
.3 Conflict Management
* Conflict is the incompatibility of goals, which often leads to one party resisting or blocking the other party from attaining
their goals
* Conflict management is used for improving productivity and foster positive working relationships
* Conflict can come from seven main sources, of which the first three account for 50%:
1. Schedules 2. Priorities 3. Manpower/human resource availability 4. Technical opinions
5. Procedural or project administration 6. Costs 7. Personalities
* Conflict resolution
* Withdrawing/Avoiding: This occurs when one of the parties gets up and leaves and refuses to discuss the conflict.
It
OUTPUTS the worst of all the techniques because nothing gets resolved. (Lose-Lose)
is probably
* Forcing:
.1 Enterprise One person forces
Environmental a solution
Factors Updates on the other parties (Win-Lose)
* Smoothing/Accommodating: It's a temporary
* Results of performance appraisals or changes in personnel way to resolve conflict where the areas of agreement are
skills
emphasized over the areas of
.2 Organizational Process Assets Updatesdifference so the real issue stays buried. (Lose-Lose)
* Compromising:
* Results of performance Compromise
appraisals -isrecord
when all parties techniques
improved perform some give-and-take
of conflict to reach
resolution, a middle
improved settlement.
ground rules, reward and
Compromise may be necessary
recognition strategies, when
virtual team time is scarce
management, or there's techniques,
negotiating a deadlock thatteamcan't be logically
building resolved.
and training Neither win neither
methods
lose* situation
Templates - Improve templates for issue log, performance reports, performance appraisals
* Collaborating:
* Organizational Occurs
Standard when- multiple viewpoints are discussed and shared and team members have the opportunity
Process
to
.3 examine
Change all the perspectives of the issue. This will lead to true consensus where team members commit to the decision.
Requests
* CRs* Confronting/problem
can arise due to changessolving: Best
in project teamway to aresolve
like conflict.joining/leaving
staff member The thinking here is that one right solution to a
a team
problem exists and the facts
.4 Project Management Plan Updates will bear out the solution. Once the facts are uncovered, they're presented to the parties and the
decision will be clear. Thus, the solution becomes a permanent one and the conflict
* Staffing changes trigger updates to staffing management plan and its components - human resource expires. Project mangers use
plan, this
org method
chart,
most
resourceoften. (win-win)
calendar, training needs
Exam:
* Smoothing and withdrawal techniques - temporary results - Not always good
* Forcing, compromise, and confrontation techniques - long lasting results - Might not be always satisfying for all parties
* If conflicts exist between the team members, encourage resolution between them without intervention of PM. When that
isn't possible, PM will step in and help resolve the matter.
* If conflict escalates, the project manager should help facilitate a satisfactory resolution. Conflict should be addressed
early and usually in private, using a direct, collaborative approach.
.4 Issue Log
* Document the issues that keep the project team from meeting project goals.
* Issues can range from differences of opinion to newly surfaced responsibilities that need to be assigned to a project team
member.
* Each issue should be recorded in the log along with the person responsible for resolving it.
.5 Interpersonal skills
. Leadership - It's about communicating vision of the project in a way that motivates and inspires the team about
establishing direction of the team. There are two different styles
. Task-Oriented - Focus on achieving tasks or objectives of a project. Highly structured approach in which leaders
dominate and are socially distant from other team members
. People-Centered - Focus on enhancing group cohesiveness and is a fairly democratic approach. Leader shows
considerations for team members needs and encourages participation in decision making.
. Influencing Skills
. Persuasion - Ability to articulate your position clearly and convincingly
. Active listening
. Consider others perspectives
. Reaching agreement while maintaining mutual trust
. Effective Decision Making
. Focus on project objectives
. Making use of well defined decision making process, involving the team
. Consider how decisions will affect all aspects of a project
Introduction Identifying Stakeholders Plan Communications
HOME HOME
(Initiating) (Planning)
INPUTS.1 Project Charter.2 Procurement Documents.3
TOOLS & TECHNIQUES.1
Enterprise Environmental
Stakeholder Factors.4
Analysis.2
OUTPUTS.1
Organizational
ExpertStakeholder
Judgment
Process
Register.2
Assets Stakeholder
INPUTS.1
Management
Stakeholder
Strategy
Register.2 Stakeholder Management Strategy.3 Enterprise

* Managing communication requires particular skills - Listening, questioning & probing, educating, setting expectations, fact KEY ASPECTS KEY ASPECTS
finding, summarizing, negotiating, resolving conflict * Project stakeholders are persons/organizations such as customers, sponsors, performing organization and public that are * Plan communication is the process of determining the project stakeholder info
* Project managers spend most of the time in communication actively involved in the project whose interest may be positively or negatively affected by the execution or completion of the i.e. who needs what info, when they will need it, how it will be given, and by wh
project * Communication plan allows PM to document the apporach to communicate mo
* Stakeholder assessent and corresponding strategy should be periodically reviewed during project execution to adjust for * Effective communication: Providing information in the right format on time.
potential changes impact and achieves the planned objectives
* Efficient communication: Providing only the information needed
* Improper communication planning can lead to delay in message delivery, comm
audience, lack of communication to some of the required stakeholders
* Horizontal communication among peers; Vertical communication up an
* Formal written: Complex problems, PM plan, project charter, memos, commu
* Formal verbal: presentations, speeches
* Informal written: email, handwritten notes, text messages, instant messagin
* Informal verbal: Meetings, conversations

* The five process areas of communication management are INPUTS INPUTS

* Identify stakeholders (Initiating process group) .1 Project Charter .1 Stakeholder Register
* Describe individuals and organizations that the project might affect Input from ---> Develop Project Charter Input from ---> Identify Stakeholders
* Document information about their interests, involvement, possible impact on project's success * Can provide info about internal and external parties involved in and affected by the project (sponsors, customers, team * Identifies all the people whose communication needs must be addressed du
* Actual planning of communication strategy starts only once the stakeholders have been identified members etc.) these needs are
* Plan communications (Planning process group) * The following sections of project charter help to identify stakeholders - Roles & Responsibilities, Prepared By, Project .2 Stakeholder Management Strategy
* Determine info and communications needs of the projects stakeholders and document it in communication mgmt requirements, Milestones and deliverables Input from ---> Identify Stakeholders
plan .2 Procurement documents * It is a plan for dealing with stakeholders. It often takes format of stakehold
* For each stakeholder, determine the types of info needed, the format of communicating the info, who will prepare Input from ---> Plan Procurements likely level of impact on the project. Those with biggest impact (+ve or -ve) are c
the info, and frequency at which info should be distributed * If project is the result of a procurement activity or is based on an established project contract, the parties in that contract * Reveals information needs of stakeholders (what they are interested)
* Distribute Information (Executing process group) are key project stakeholders (other relevant parties such as suppliers are also part of stakeholders list) .3 Enterprise Environmental Factors
* Send out relevant info to stakeholders using formats that are described in communication mgmt plan * These detail projects contractual obligations and stakeholders to whom legal commitments have been made * Vey tightly linked with Organizational structure, existing project manageme
* Formats include status reports, project meetings, review meetings .3 Enterprise environmental factors physical proximity of stakeholders, aspects of the socio-economic environment th
* Manage stakeholder expectations (Executing process group) * Organizational culture, organizational structure, govt or industry standards .4 Organizational Process Assets
* Involves communicating with stakeholders, meeting their needs, addressing their concerns and meeting their .4 Organizational process assets * Historical information about communication decision systems
expectations * Stakeholder register templates- Identifies all project stakeholders and their details in tabular format * Lessons learned
* By actively managing stakeholders expectations, increases the likelihood of project acceptance * Lessons learned
* Report performance (Monitoring & Controlling process group) * Stakeholder registers from past projects
* Collect infoactivity
* Communication about project performance
has following multipleand accomplishments. This refers to factors like cost, schedule, scope, quality
dimensions TOOLS & TECHNIQUES TOOLS & TECHNIQUES
* Information
* Internal (withinisthe
then reported
project) andtoexternal
stakeholders in appropriate
(customer, formatsmedia, public)
other projects, .1 Stakeholder analysis .1 Communication Requirements Analysis
* Formal (reports, memos, briefings) and informal (emails, ad-hoc, discussions) * Involves identifying stakeholders and analyzing the effects they may have on a project based on their relative levels of * This technique determines the information needs of the project stakeholders
* Vertical (up and down the org) and horizontal (with peers) interest, influence and power and relate their interest/expectations to purpose of the project. Knowing all the parties who are * Communication req. are defined by combining the type and format of info n
* Official (annual report, newsletter) and unofficial (off the record) involved in the project is vital but defining criteria which enable you to differentiate between them is also important * # of communication channels in project with n stakeholders = n(n-
* Written and oral * Stakeholder analysis involves three main steps * Inputs are used for communication requirement analysis
* Verbal and non-verbal (voice modulations, body language) 1. Identify stakeholders * Internal info needs, external info needs
* Identify key stakeholders and then identify other stakeholders by interviewing identified stakeholders until all * Stakeholder info from stakeholder register and stakeholder management
potential stakeholders are listed * Stakeholder analysis matrix
2. Classify stakeholders * Enterprise environmental factors like - Commercial databases, Company
* Classify stakeholders according to their levels of power (authority), influence (involvement), impact (ability to resources, Geographical layout, Government or industry standards, Infrastructure
change) and interest (concern) culture, Organizational structure, Personnel administration, Project risk, Technolo
* Classify using classification grid - Power/influence grid, power/impact grid, influence/impact grid, salience model .2 Communication Technology
(classes of stakeholders based on power - ability to impose their will, urgency - need for immediate attention, legitimacy) * Methods used to transfer info
* Power/interest grid -- Power low + interest low => monitor, Power high + interest low => Keep Satisfied, power * Factors that can effect are - urgency of info (immediate needed/freq. publis
high + interest high => Manage closely, power low + interest high => Keep informed project duration, expected project staffing (is additional training req.?), availabilit
3. Develop Strategy .3 Communication Models
* Assess stakeholder reaction in various situations in order to plan how to influence them to enhance their support * How information travels between sender and receiver?
.2 Expert judgment
OUTPUTS * Key components of model include:
OUTPUTS
* Expert
.1 Stakeholder judgment from senior management, key stakeholders, project managers, subject matter experts, associations,
register * Encode: translate
.1 Communication thought or ideas
Management Plan into language understood by others
industry
Inputgroup
to --->consultants
Plan Communications;; Manage Stakeholders Expectations;; Collect Requirements;; Identify * Message
Input to ---> and feed-back
Develop message:
Project Output of encoding
Management Plan;; Plan Risk Managem
* Expert
Risks;; Planjudgment
Quality can be obtained through individual consultations (interview/one-to-one meetings) or through panel * Medium:
* Detailed Method
guide used
to the to convey
strategies thatthe message
must be used for transferring the inform
format (focus information
* Identity groups, surveys etc.)org position, location, role, contact
- name, * Noise: Anything that interferes transmission/understanding
* Part of project management plan or subsidiary of it of message (e
* Assessment information - major req., main expectations, potential influence in the project, phase interested in info)
* Usually provides - stakeholder comm req., freq., responsibility of comm., inf
* Classification - internal/external, supporter/neutral/resistor etc. * Decode: Translate message back to meaningful thought/ideas
technologies used, escalation process, glossary, flow charts or workflows if info f
.2 Stakeholder management strategy * Senderetc.),
technology is responsible
templatesfor formaking
emails,the info clear
project and
status, complete
meetings so that receive
etc.
Input to ---> Plan Communications;; Manage Stakeholders Expectations;; that it is properly
.2 Project Documentunderstood
Updates
* Includes key stakeholders who can influence the project, level of participation of each stakeholder desired in the project, * Project
* Receiverschedule
is responsible for making sure that the info is received in its entiret
stakeholder groups and their management *
* Sender should
Stakeholder be aware of these factors: About 55% of communication is n
register
* Stakeholder management strategy is represented by Stakeholder Analysis Matrix of what communicated
* Stakeholder is nonverbal.
management Pitch and tone of voice (i.e. paralingual) als
strategy
* Stakeholder, Stakeholder Interests in the Project, Assessment of impact, Potential strategies for gaining support or .4 Communication Methods
reducing obstacles * How info is shared among project stakeholders?
* Some info might be sensitive and cannot be documented so project manager must exercise judgment while documenting * Interactive communication: Meetings, phone calls, video conferencing. U
* Push communication: Letters, memos, reports, emails, faxes, voice mails
who need to know the info. This ensures info is distributed but does not certify it
* Pull communication: Intranet sites, e-learning, knowledge repositories. U
audiences that requires recipients to access the content at their discretion i.e. do
 Plan Communications Distribute Information Manage Stakeholder Expectations
HOME HOME
(Planning) (Executing) (Executing)
TOOLS & TECHNIQUES.1 Communication Requirement
OUTPUTS.1 Communication
Analysis.2 Communication
Management Technologies.3
Plan.2
INPUTS.1
Project
Project
Communication
Document
Management
Updates
Models.4
Plan.2Communication
Performance
TOOLS &Reports.3
TECHNIQUES.1
MethodsOrganizational
Communication
Process Methods.2
Assets
OUTPUTS.1 Information
Organizational
Distribution
ProcessTools
Assets Updates
INPUTS.1 Stakeholder Register.2 Stakeholder
TOOLS
Management
& TECHNIQUES.1
Strategy.3
Communication
Project Management
Methods.2
Plan.4
Interpersonal
Issue Log.5Skills.3
Change Man
Lo

KEY ASPECTS KEY ASPECTS

on is the process of determining the project stakeholder info needs and defining communication apporach * Involves making the information relevant to project stakeholders available to them, on right time and in the right format . Influencing stakeholders
t info, when they will need it, how it will be given, and by whom * Involves executing activities outlined in the communication management plan . Resolving issues and concerns
lan allows PM to document the apporach to communicate most effeciently and effectively with stakeholders * Distributing project information through project status reports, project and review meetings . PMs manage stakeholder expectations to coordinate stakeholder efforts. This enables to keep project within scope, budg
unication: Providing information in the right format on time. It is effective because it has the desired * Responding to unexpected or unplanned requests for information schedule, achieve projects objective and vision
s the planned objectives * Information distribution techniques include . Also ensure expectations align to the reality of what a project is going to achieve so that stakeholders are satisfied with
unication: Providing only the information needed * Sender-receiver models outcomes
nication planning can lead to delay in message delivery, communication of sensitive info to wrong * Choice of media: Oral vs written, formal vs informal, face-to-face vs email
ommunication to some of the required stakeholders * Meeting Management techniques
munication among peers; Vertical communication up and down the levels of organization * Presentation techniques
: Complex problems, PM plan, project charter, memos, communicating over long distances * Writing Style
presentations, speeches * Facilitation techniques
n: email, handwritten notes, text messages, instant messaging * It's a project manager's professional obligation to hold lessons learned meetings
l: Meetings, conversations

INPUTS Inputs
egister .1 Project Management Plan . Stakeholder register
> Identify Stakeholders Input from ---> Develop Project Management Plan . Identify who the stakeholders are and their roles
he people whose communication needs must be addressed during planning. Also sheds some light on what * Communication management plan specifies who must receive what information, when-how-what format . Stakeholder management strategy
* Communications requirement matrix - Stakeholders, communication format, frequency, medium, responsible person, . Planned approach for managing stakeholders
anagement Strategy purpose . Project management plan
> Identify Stakeholders .2 Performance Reports . Communication management plan specifies who must receive what information, when and how and in what format
r dealing with stakeholders. It often takes format of stakeholder analysis matrix and identifies stakeholders Input from ---> Report Performance . Issue Log
t on the project. Those with biggest impact (+ve or -ve) are center of communication strategy * Provide information about projects performance and are outputs of Report Performance process in communication . Document or monitor resolution of issues to facilitate communication and ensure common understanding of issues
mation needs of stakeholders (what they are interested) knowledge area . Issues are categorized based on urgency and potential impact. An owner is assigned an action item for resolution, ta
ironmental Factors * Status reports and performance reports date for closure. Unresolved issues can be source of conflict and project delays
ked with Organizational structure, existing project management information and communication systems, * Forecasts (based on work performance measurements) like EAC, ETC (earned value management) should be available as . Change Log
of stakeholders, aspects of the socio-economic environment that affect project risk performance information, any other information which is important for decision making . Document changes that occur during the project
Process Assets .3 Organizational Process Assets . Changes along with impact to project in terms of cost, risk, time are communicated to stakeholders
rmation about communication decision systems * Templates for communication methods, policies and procedures, historical information, lessons learned . Organizational process assets
ed . Org communication req, issue management procedures, change control procedures, historical info about projects

QUES TOOLS & TECHNIQUES Tools & Techniques

n Requirements Analysis .1 Communication Methods . Communication methods
determines the information needs of the project stakeholders * Push communication . Push communication and interactive communication are best way to communicate with stakeholders
n req. are defined by combining the type and format of info needed, value of that info * Sending information to specific recipients. . Pull communication is NOT recommended for managing stakeholders
nication channels in project with n stakeholders = n(n-1)/2 * This ensures information is distributed but not necessarily understood or received . Interpersonal skills
d for communication requirement analysis * E.g. letters, memos, reports, mass emails, faxes . Covers wide range of attributes - motivational, leadership, group management abilities
o needs, external info needs * Pull communication . They include skills involved in
r info from stakeholder register and stakeholder management strategy * Sending information to people who specifically request it . Building trust -
r analysis matrix * large amount of information accessible to many recipients . Resolving conflict
environmental factors like - Commercial databases, Company work authorization systems, Existing human * Recipients choose their part of information to access . Active listening
hical layout, Government or industry standards, Infrastructure, Marketplace conditions, Organizational * E.g. intranet sites, e-learning, knowledge repositories . Overcoming resistance to change
nal structure, Personnel administration, Project risk, Technology * Interactive communication . Management skills
n Technology * Multi-direction exchange of information. Most Effective. E.g. Meetings, phone calls, video conferencing . Technical skills - Skills related to processes/tasks to complete work. Essential for PM to justify technical scope chang
to transfer info .2 Information Distribution Tools stakeholders
n effect are - urgency of info (immediate needed/freq. published status), project env (face-to-face/virtual), * Hard copies - Mail/courier . Conceptual skills - Involved seeing in bigger picture. A PM with good conceptual skills understands role of a project i
xpected project staffing (is additional training req.?), availability of technology * Electronic - emails, instant messaging, fixes, web publishing context of the organization and its industry, considering internal and external environmental factors into account.
n Models * Verbal - Voicemail, telephone, video and web conferencing . Presentation, writing, public speaking and negotiating skills
on travels between sender and receiver?
ts of model include: OUTPUTS Outputs
nslate thought or ideas
n Management Plan into language understood by others .1 Organizational Process Assets Updates . Change requests
d feed-back
Develop message:
Project Output of encoding
Management Plan;; Plan Risk Management * Stakeholder notifications: Resolved issues, approved changes, general project status . A stakeholder may request for new product feature, call for appropriate corrective or preventive action to resolve a
thod used
to the to convey
strategies thatthe message
must be used for transferring the information in a project * Project reports: Formal/informal project status reports, lessons learned, issue logs, project closure reports, outputs quality problem or set up a new subproject to deal with the issue
hing that interferes transmission/understanding
management plan or subsidiary of it of message (e.g. distance, technology, lack of background from other knowedge areas . Project document updates
es - stakeholder comm req., freq., responsibility of comm., info to be communicated, methods or * Project presentations . When change requests are approved, project document needs to be updated. As part of managing stakeholders
nslate message
escalation backglossary,
process, to meaningful thought/ideas
flow charts or workflows if info flow, communication constraints (policy, * Feedback from stakeholders expectations following documents are updated -
onsible
mplatesforformaking
emails,the info clear
project and
status, complete
meetings so that receiver can receive it correctly and for conforming
etc. * Project records: Correspondence, memos, meeting minutes, . Stakeholder management strategy - to be updated when a better way of communication with stakeholders is
nderstood
ent Updates * Lessons learned: Causes os issues, reasoning behing corrective action chosen identified
ponsible
le for making sure that the info is received in its entirety, understood correctly and acknowledged . Stakeholder register - when new stakeholders are identified or when existing stakeholders are replaced
be aware of these factors: About 55% of communication is nonverbal (i.e. physical mannerisms) so most
gister . Issue log - When existing issues are resolved or new ones are identified
ated is nonverbal.
anagement Pitch and tone of voice (i.e. paralingual) also helps convey a message
strategy . Project management plan updates
n Methods . Updates to communication management plan
ared among project stakeholders? . Organizational process assets updates
ommunication: Meetings, phone calls, video conferencing. Usually between two or more parties . Causes of issues, reasoning behind corrective actions, lessons learned
nication: Letters, memos, reports, emails, faxes, voice mails, press releases. Sent to specific recipients
the info. This ensures info is distributed but does not certify it actually reached.
ication: Intranet sites, e-learning, knowledge repositories. Used for very large volumes of info or for large
uires recipients to access the content at their discretion i.e. download
older Expectations Report Performance
HOME
cuting) (Monitoring & Controlling)
OUTPUTS.1 Organizational Process Assets Updates.2
INPUTS.1 Project
ChangeManagement
Requests.3 Project
Plan.2 Management
WorkTOOLS
Performance
&Plan
TECHNIQUES.1
Updates.4
Information.3
Project
Variance
Work
Document
Performance
Analysis.2
OUTPUTS.1
Updates
Forecasting
Measurements.4
Performance
Methods.3
Budget
Reports.2
Communication
Forecasts.5
ChangeMethods.4
Organizational
Requests.3Reporting
Organizational
Process
Systems
Assets
Process Assets Updates

lder efforts. This enables to keep project within scope, budget,
t is going to achieve so that stakeholders are satisfied with the
KEY ASPECTS
* Process to collect and distribute performance information of a project
* Enables to assess and communicate project progress and performance and forecast project results
* Format may vary from simple to elaborated
* Simple: Performance information, % complete, status dashboards for scope/schedule/cost/quality
* Elaborated: Analysis of past performance, current state of risks/issues, Wok completed, Work to be completed. summary
of changes approved, forecasted project completion (time and cost)
* Reports are prepared regularly (as defined in communication management plan) or on an exceptional basis (such as on
demand by sponsor)

INPUTS
.1 Project Management Plan
Input from ---> Develop Project Management Plan
* Provides information about expected values or baseline for various aspects of the project - scope, cost and schedule, may
also include technical and quality parameters
* Performance measurement baseline represents planned performance of the project
ceive what information, when and how and in what format .2 Work Performance Information
Input from ---> Direct and Manage Project Execution
mmunication and ensure common understanding of issues * Information is collected about results of activities performed during the project like costs incurred, status of project
mpact. An owner is assigned an action item for resolution, target deliverables, schedule progress
nd project delays .3 Work Performance Measurements
Input from ---> Control Scope;; Control Costs;; Control Schedule
* Consists of information that has been analyzed and processed using measurement formulas
sk, time are communicated to stakeholders * These formulas create metrics that allow to compare actual progress to planned progress (cost, schedule and technical
peformance)
change control procedures, historical info about projects .4 Budget Forecasts
Input from ---> Control Costs
* Provide information and estimates on the additional capital required to complete the project (EAC, ETC)
.5 Organizational
TOOLS & TECHNIQUESProcess Assets
.1 * Includes Analysis
Variance report templates, policies and procedures that defines measures and indicators to be used and variance limits
best way to communicate with stakeholders defined
* After-the-fact examination of causes leading to a discrepancy between actual and planned project performance
stakeholders * Varies based on application area/industry. Common steps are
1. Verify quality of information collected - complete, consistent with past, credible compared to other project status info
p, group management abilities 2. Determine the variances
3. Evaluate the impact on the project (cost, schedule, scope, quality performance adjustments)
4. Find sources and detect trends - optional and should be done if appropriate
.2 Forecasting Methods
* Techniques for predicting likely future project performance based on actual performance to date
* Time Series: Common. Uses past information as basis for predicting future performance
e.g. Earned Value i.e. EAC (Estimate at completion), ETC (Estimate to complete), linear prediction, extrapolation, moving
plete work. Essential for PM to justify technical scope changes to average, trend analysis/estimation, growth curve
* Causal/Economic: Assumes that it is possible to identify the factors influencing the variables that's being forecast. E.g:
M with good conceptual skills understands role of a project in the Sale of umbrellas are associated with weather conditions
nal and external environmental factors into account. Methods include Regression analysis using linear regression and non-linear regression, autoregressive moving average
lls (ARMA) and econometrics
* Judgmental - Draws on intuitive judgments, opinions, probability estimates
E.g: Composite forecasts, market surveys, Delphi method, scenario building, technology forecasting, forecast by analogy
OUTPUTS
.3
.1 Communication
Performance Reports Methods
for appropriate corrective or preventive action to resolve a Input to --->toManage
* Techniques keep stakeholders informed
Project Team;; about progress
Monitor & Controlof Risks;;
the project - status
Monitor & review meetings,
Control Projectreports,
Work;;emails,
Administer
sue memos
Procurements;; Distribute Information
* PM generally uses push communication technique
* Common formats are bar charts, histograms, S-curves and tables
needs to be updated. As part of managing stakeholders .4 *
Reporting Systemsearned value analysis and forecast data is generally included in performance reporting
Variance analysis,
*
* Standardized
Simple report software to capture
with % complete orinformation about project
status dashboard or performance, store it and distribute to stakeholders
hen a better way of communication with stakeholders is * Elaborate
* E.g. of distribution
reports - formats
Analysis include
of past table reporting,current
performance, spreadsheet
status analysis andissues,
of risk and presentations
work completed, work to be
completed, summary of approved changes, results of variance analysis, forecasts etc.
ntified or when existing stakeholders are replaced .2 Organizational Process Asset Updates
ones are identified * Includes report formats used, lessons learned documentation including the causes of issues, reason behind corrective
actions chosen
.3 Change Requests
Input to ---> Perform Integrated Change Control
sons learned * The process of analyzing projects performance and reporting on the results often prompts suggestions for changes to the
project management plan
* Change requests take two forms - recommended corrective action (to bring expected future performance of the project in
line) and recommended preventive action (reduce probability of incurring future negative project performance)
 Introduction

* What is project risk?

* Always occurs in future. Surprise or unexpected event
* These are events that might happen
* If risk event occurs, it has an effect on atleast one project objective (schedule, cost, scope, quality)
* Risk may have one or more causes and if it occurs it may have one or more impacts
* Cause can be requirement, assumption, constraint, condition that creates possibility of negative/positive outcomes
* Negative Risks - Threats. Potential to harm a project and its objectives
* Positive Risks - Opportunities. Can benefit a project's objectives
* Known risks are those that have been identified and analyzed, making it possible to plan responses for those risks
* Specific unknown risks cannot be managed proactively and team should create a contingency plan
* A project risk that has occured can also be considered issue
* Some of the areas that may be effected by risks are
* Budget and schedule
* Scope and project requirements
* Contracts
* Business, environmental and management
* Technical and hardware issues
* Project management processes
* Personnel
* To manage risk successfully - identify as many risks as possible, understand their likelihood, causes and impacts and then
* Political
plan appropriateand responses
legal
* Risk managements
* The six process areas hasoftwo
riskroles
management knowledge area are
*
* Reducing
Plan riskuncertainty
management about identifyingprocess
(Planning risks group)
* Determine appropriate responses
* Develop risk management plan for possible risks that can't be avoided
* In the event ofstrategies
* Develop risk, this enables to eliminate
for planning negativerisk
and controlling outcomes
throughoutand the
takeproject
advantage of positive outcomes
* Risk severityrisks
* Identify can be - high, low,
(Planning mediumgroup)
process - depending on impact of the risk to the project
* Stakeholder and organization's
* Identifying as many risks willingness
as possible to andaccept varying
document degress
in risk of risk is called risk tolerance.
register
* Risks
* Perform qualitative risk analysis (Planning process group) and are in balance with the rewards that may be
that are threats may be accepted if the risks are within tolerances
gained* by takingthe
Explore risks
impact and priority of each risk by assessing and combining their probability of occurence and impact
* Risk responses
* Perform reflect organizations
quantitative perceived
risk analysis balanceprocess
(Planning betweengroup)
risk taking and risk avoidance
* Risk*exists the moment project is conceived
Process of numerically analyzing impact of risk (like dollar amount, schedule slippage)
* Plan risk responses (Planning process group)
* Develop options and actions to enhance opportunities and reduce threats to project objectives
* Monitor and control risks (Monitoring & Controlling process group)
* Implementing risk response plans, tracking identified risks, monitoring residual risks, identifying new risks,
evaluating risk process effectiveness in the project
* Deals with detecting risk events, managing responses, improving risk management
* Appropriate responses of risks
* Increasing the budget
* Adjusting the schedule
* Stacking resources
* Change in scope
* Closing the project prematurely
* Risk categories
* Known unknowns - Risks that can be predicted and therefore mitigated against
* Unknown unknowns - Events that no one identified as risks before they happened
* Risk management is iterative. As the work proceeds and information becomes available, PM updates risk management
documentation - risk management plan and risk register
* This ensures continuous risk management improvements
 Plan Risk Management
HOME
(Planning)
INPUTS.1 Project Scope Statement.2 Cost TOOLS
Management
& TECHNIQUES.1
Plan.3 Schedule
Planning
Management
Meetings
OUTPUTS.1
Plan.4
& Analysis
Communication
Risk Management
Management
Plan Plan.5 Enterprise E

KEY ASPECTS
* Defines how to conduct risk management activities for project which is important to ensure that the degree, type and
visibility of risk management are in proportion with both the risks and importance of the project
* Planning risk management process should begin as a project is conceived and should be completed early during project
planning

INPUTS
.1 Project scope Statement
Input from ---> Define Scope
* Contains description of project's deliverables and objectives
* First place to look when identifying extent of risk in the project
* Because it contains clues about how much overall uncertainty project team will encounter as project is planned and
executed
* Project constraints and assumptions provide clues for potential risks
.2 Cost Management Plan
Input from ---> Develop Project Managament Plan
* Document that sets out the format and establishes activities and criteria for planning, structuring and controlling costs
* How risk budgets, contingencies and management reserves will be reported and accessed
.3 Schedule Management Plan
Input from ---> Develop Project Managament Plan
* Contains directions for reporting and assessing activity duration contingencies
* Should incorporate schedule contingencies for the time taken to analyze new risks and develop appropriate risk responses
.4 Communications Management Plan
Input from ---> Plan Communication
* Identifies who will be available and to share information about risks and responses and when
.5 Enterprise Environmental Factors
* Includes risk attitudes and tolerances that demonstrate degree of risk that an organization is willing to endure
* Risk tolerance is balance between negative outcomes of a risk and its potential benefits
.6 Organizational Process Assets
* Risk categories
* Risk statement formats
* Rules & responsibilities
* Authority levels for decision making
* Lessons learned
* Stakeholder registers
TOOLS & TECHNIQUES
.1 Planning Meetings and Analysis
* Five types of people should attend meetings - project manager, selected project team members and stakeholders,
functional managers, those who are involved, those who have useful information
* Risk management cost elements and schedule activities will be developed for inclusion in budget and schedule
* Risk contingency reserve application approaches may be established/reviewed
* Risk management responsibilities will be assigned
* Organizational templates for risk categories, definitions like levels of risk, probability by type of risk, impact by type of
objectives, probability and impact matrix will be customized for the project

OUTPUTS
.1 Risk Management Plan
Input to ---> Develop Project Management Plan;; Identify Risks;; Perform Qualitative Risk Analysis: Perform
Quantitative Risk Analysis;; Plan Risk Responses;;
1. Methodology
* Methods that team will use during risk identification and analysis, tools and where to find source of risk information
* Methods for identifying risks - brainstorming, interviewing SMEs, assumptions analysis, causes of risk using process
flow diagrams and impacts by using cause-and-effect diagrams
* Methods for analyzing risks - probability and impact matrix, probability distributions and simulations
* Strategies for responding to risks - Ranges from avoiding and transferring risks to mitigating and accepting risks.
Depends on nature of risk and risk tolerance of stakeholders
* Methods for monitoring & controlling risks - Status meetings
2. Roles & responsibilities: Describes people who are responsible for identifying risks, their responses and for activities
involved in managing risk
3. Budgeting: Assign resources and estimate the costs of risk management and its methods and establishes protocols
for application of contingency reserve
4. Timing: Include when and how often risk management processes will be performed on a project and establishes
protocols for application of contingency reserve
5. Reporting formats: Describe the content of the risk register and the format of this document
6. Tracking: Includes a description of how you document the history of the risk activities for the current project and how
the risk processes will be audited
7. Risk categories: Technical, quality, performance, organizational, external and project management risks. Can use
previously created categorization framework that might be simple list of categories or structured into a Risk Breakdown
Structure
8. Risk probability and impact: General definitions of probability levels and impact levels are customized to the
project during Risk management process.
* Probability: Likelihood that an event can occur
* Risk impact - Amount of danger or opportunity the risk event poses to a project
* Scales to rate probability and impact - Cardinal (between 0 to 1) and Ordinal (Low, Medium, High)
* Cardinal/linear - very unlikely (0.0), somewhat unlikely (0.3), may happen (0.5), likely (0.7), very likely (0.9),
certain to happen (1.0)
* Ordinal/relative - Low-low (0.05), Low (0.25), medium (0.5), High (0.75), High (1.0)
9. Probability and impact matrix: Risks are prioritized according to their potential implications for having an effect on
project's objectives. Risks are prioritized by using a lookup table or Probability and Impact matrix
* The specific combinations of probability and impact that lead to rate risks (as high/low/med) with the corresponding
importance of planning responses to risk are usually set by the origanization
10. Revised stakeholders tolerances: The relationship between risk tolerance and definition thresholds is directly
proportional. If risk tolerance is low, thresholds for defining high impact will be low

* Risk Breakdown Structure: Organized depiction of identified project risks arranged by risk category and risk subcategory
that identifies various areas and potential causes of risks. One benefit of RBS is to remind participants in a risk identification
exercise of many sources from which project risk may arise.
 Identify Risks
HOME
(Planning)
INPUTS.1 Risk Management Plan.2 ActivityTOOLS
Cost Estimates.3
& TECHNIQUES.1
Activity Documentation
Duration Estimates.4
Review.2
OUTPUTS.1
Scope
Information
Baseline.5
Risk Register
Gathering
Stakeholder
Techniques.3
register.6 Cost
Checklists
Manag

KEY ASPECTS
* Determine risks that may affect project positive or negative and documenting characteristics of the risk
* Key Pariticipants - Project manager, selected team members,SME's, end users, other PMs, stakeholders.
* All project personnel are encouraged to identify risks
* Identifying risks is an iterative process because new risks may evolve or become known as project progresses through its life
cycle
* Format of risk statements should be consistent to ensure ability to compare the relative ffect of one risk event against others
in the project
* Process should involve project team so they can develop and maintain sense of ownership and responsibility for risks and
associated risk response actions

INPUTS
.1 Risk Management Plan
Input from ---> Plan Risk Management
* Key inputs: roles and responsibilities, provision for risk management activities in budget and schedule, categories of risk
(RBS)
.2 Activity Cost Estimates
Input from ---> Estimate Activity Costs
* Cost estimates are usually expressed in range. The width of range indicates degree of risk. The cost estimate review may
indicate whether estimate is sufficient or insufficient to complete the activity and hence pose risk to the project
.3 Activity Duration Estimates
Input from ---> Estimate Activity Durations
* same as cost estimates but with respect to schedule
.4 Scope Baseline
Input from ---> Define Scope
* Project assumptions in project scope statement will help to identify risks due to uncertainity in assumptions
* Reviewing WBS will facilitate understanding of risks at both macro and micro levels and later risks can be categorized at
control level or work package level
.5 Stakeholder Register
Input from ---> Identify Stakeholders
* List of stakeholders interviewed or participate during identification of risks
.6 Cost Management Plan
Input from ---> Develop Project Management Plan
* Project approach to cost may generate or alleviate risk by its nature or structure
.7 Schedule Management Plan
Input from ---> Develop Project Management Plan
* Project approach to schedule may generate or alleviate risk by its nature or structure
.8 Quality Management Plan
Input from ---> Plan Quality
* Project approach to quality may generate or alleviate risk by its nature or structure
.9 Project Documents
* Assumptions logs, network diagrams, earned value reports, work performance reports, baselines
.10 Enterprise Environmental Factors
* published information, checklists, benchmarking, academic/industry studies
.11 Organizational Process Assets
TOOLS & TECHNIQUES
.1 Documentation Review
* Review of project documentation like plans, assumptions, prev project files, contracts, other info
* Consistency between the plans and project requirements and assumptions can be indicators of risk
.2 Information Gathering Techniques
* Brainstorming: With SME's or experts outside the team participate in either free-form brainstorm session or structured
using mass interviewing techniques (nominal group technqiue). Categories of risk (such as RBS) can be used as a framework.
Risks are then identified and categorized by type of risk and their definitions are refined
* Delphi Technique: Way to reach a consensus of experts. Project risk experts participate in this technique anonymously.
Facilitator uses a questionnaire to solicit ideas about important project risks. The responses are summarized and recirculated.
Consensus may be reached in few rounds. This technique helps reduce bias in the the data and keeps any one person from
having influence on the outcome
* Interviewing: Interview stakeholders, SMEs, team members to identify risks
* Root cause analysis: Specific technique to identify a problem, discover the causes that lead to it and develop
prevention action
.3 Checklists Analysis
* Risk identification checklists can be developed using historical info.
* Lowest level of RBS can also be used as risk checklist.
* The checklist should be reviewed during project closure to incorporate new lessons learned and improve it
OUTPUTS
.4
.1 Assumptions
Risk Register Analysis
* Explores
Input validity
to ---> of assumptions
Perform as they
Qualitative Riskapply to project
Analysis: Perform Quantitative Risk Analysis;; Plan Risk Responses;;
* Identifies risks to the project from inaccuracy,
Monitor & Control Risks;; Estimates Costs;; Plan instability,
Quality;;inconsistency or incompleteness of assumptions
Plan Procurements
.5 Diagramming Techniques
* Ultimately contains outcomes of other risk management processes as they are conducted
* Cause
* Risk and effect
register diagrams:
is progressively Ishikawawith
elaborated /fishbone diagrams
level and type of info contained
* System or process flow charts: shows interrelation
* List the identified risks: Simple structures such as EVENT amongmay various
occurelements
causing of the system
IMPACT or If CAUSE, EVENT may occur
leading to EFFECT. Root causes are fundamental conditions or events that may give rise of
* Influence diagrams: Graphical representation of causal influences, time ordering to events, relationship
one or more b/wrisks.
identified variables
They
and outcomes
should be recorded and used to support risk identification for future projects.
.6 SWOT
* List ofAnalysis
potential responses: Potential responses to a risk may sometimes be identified which would be useful as inputs
to the Plan Riskproject
* Examines from process
Responses SWOT perspective to increase breadth of identified risks by including internally generated risks
* Steps involve - Identification of SW of organization, identify any opportunities for the project that arise from strength of
org and any threats from org weaknesses. Then determine degree to which org strengths offset threats and opportunities that
Format
may overcome
* Risk: The weaknesses
name, description, and a unique identifier for the risk.
.7 Expert judgment
* Risk Owner: The risk owner is the person in charge of monitoring and controlling the risk.
* After
* interviewingThe
Risk category: withcategorization
SMEs for identifying
from therisks, expert bias should
risk management be taken
plan that intofalls
the risk account
within.
* Root cause: The core factor(s) leading to the risk.
* Potential response: Responses to risks are planned in Risk Response Planning, but potential responses may become
obvious during risk identification and should be captured in the risk register.
* Impact: The risk register contains the specific details about what will be effected should the risk occur.
* Probability: The probability of the risk expressed as a percentage or on a scale as defined by the risk management plan.
* Triggers/Symptoms/Warning Signs: Any specific conditions likely to trigger the risk or symptoms that the risk is
about to occur should be identified. This will help during risk monitoring.
* Risk Score: The probability and impact score for the risk. This is obtained from a formula (usually probability x impact)
defined in the risk management plan and generated from the probability and impact matrix.
* Risk Ranking/Priority: This is the prioritization or relative ranking for the risk that allows efforts to be spent more
effectively on the higher priority risks.
* Risk Response: The strategies and activities that will be taken to encourage and exploit a positive risk, or address a
negative risk.
* Risk Response Responsibilities: The risk action owners are people who have risk response actions to take.
Secondary Risks: Risk responses can often raise new risks.
* Risk Response Budget: This is the budgeted cost to implement approved risk responses.
* Risk Response Schedule: The scheduled activities necessary to put the risk response into action.
* Contingency Plan: These are the actions that will take place should the risk response fail. The contingency plan also
establishes under what criteria it's to be enacted.
* Fallback Plan: The fallback plan is a backup to the contingency plan should it fail.
 Perform Qualitative Risk Analysis
HOME
(Planning)
INPUTS.1 Risk Register.2 Risk ManagementTOOLS
Plan.3&Project
TECHNIQUES.1
Scope Statement.4
Risk Probability
Organization
&OUTPUTS.1
Impact
Process
Assessment.2
Risk
Assets
Register
Probability
Updates & Impact Matrix.3 Ris

KEY ASPECTS
* Objective is to prioritize the risks according to their probability and impact and to compare the results against risk tolerance
levels. The levels are related to project constraints and time frames
* Assesses priority of identified risks using their relative probability or likelihood of occurence, corresponding impact on project
objectives if the risks occur, other factors such as timeframe for response, org's risk tolerance associated woth project
constraintas of cost, schedule, scope and quality
* Establishing definitions of the levels of the probability and impact can reduce the influence of bias
* Rapid cost-effective means of establishing priorities for Plan Risk Responses and Perform Quantitative Risk Analysis

INPUTS
.1 Risk Register
Input from ---> Identify Risks
* Provides information about the risks that need to be analyzed
* Risk breakdown structure (RBS) links each identified risk to its category within RBS
* WBS links each identified risk to one or more work packages within the project's WBS
* Description, cause, probability and impact column give additional details about the risks
.2 Risk Management Plan
Input from ---> Plan Risk Management
* Risk management roles & responsibilities - Helps to compile list of attendees to the risk analysis meetings
* Risk analysis budget and schedule - To track time and money spent on risk analysis
* Risk categories - Enables to determine where project risks are concentrated so that risk responses can be focused in
those areas
* Definition of probability and impact, probability and impact matrix - Help to minimize bias while prioritizing risks
* Revised stakeholder's risk tolerances - helps ensure risks are prioritized appropriately
.3 Project Scope Statement
Input from ---> Define Scope
* Helps to determine if there is large amount of uncertainty surrounding project's deliverables
* Projects of common/recurrent type tend to have more well-understood risks
* Projects using state-of-the-art or first-of-its-kind technology tend to have more uncertainity
.4 Organizational Process Assets
* Historical information, studies of similar projects by risk specialists, risk databases available in industry or proprietary
services
TOOLS & TECHNIQUES
.1 Risk Probability & Impact Assessment
* Investigates likelihood that each specific risk will occur, potential effect on a project objectives (+ve or -ve)
* Probabilty and impact are assessed for each identified risk in interviews/meetings. Level of probability for each risk and its
impact on objective is evaluated during these meetings
* Explanatory detail, including assumptions justifying the levels assigned is also recorded
* Risk probabilities and impacts are rated according to the definitions in risk management plan
* Risks with low ratings of probability and impact would be included on watchlist for future monitoring
.2 Probability and Impact Matrix
* Risks are prioritized based on the risk rating which are specified by the organization and customized for the project during
Plan Risk Management process
* An organization can rate a risk separately for each objective (cost, time and scope)
* Risk rating also helps guide risk responses. E.g. Risks that have negative impact on objectives may require priority action
and aggressive response strategies. Threats in low risk zone may not require proactive management action but might be put
on watchlist or adding a contingency reserve
* Probability is usually estimated as a percentage while impact is estimated as a cost, time, or quality measure.
* Both estimates are usually quite subjective, and given in ranges. For instance, impact might be given only as "between
$25,000 and $50,000" or "between 7 days and 14 days."
.3 Risk Data Quality Assessment
OUTPUTS
* Ensure
.1 Risk qualityUpdates
Register of information gathered for identified risks is accurate, unbiased and complete
.4 Risk Categorization
* After perform qualitative analysis process is completed, risk causes and categories will be updated in risk register
*
* Reveals
RelativeareasRankingof project most exposed
or priority to risks and
list of project inform
risks: risk response
Probability planning
and impact matrix can be used to classify risks as
* Three main risk They
high/low/moderate. categories
may be - sources of risks,for
listed separate project
cost, areas might
schedule andbeperformance
effected, project phasesonrisks
depending may
org's occur
preference
*
* Grouping
Risks groupedrisks byby common root causes
categories: can lead
Can reveal to developing
common effective
root causes risk
of risks orresponses
project areas requiring attention. Discovering
* Sources of
concentraton of risks
risk may improve the effectiveness of risk responses
* Causes of to
* Enables riskgroup risks according
or project to their root
areas requiring causes attention
particular
* RBS
* List of is useful
risks tool to group
requiring responserisks under one heading
in near-term: allows
Risks to find
requiring common
urgent response
response and for controlling
those that canthese risks at a
be handled
* Project areas
later date will be put into different groups
* Enables
* List of risks to for
group risks according
additional analysis to their
and project areasSome risks might warrant more analysis like quantitative risk
response:
*
analysisWBS is useful tool to group the risks by project areas
*
* Group risks by
Watchlists forproject phases risks
low-priority
.5 Risk Urgency Assessment
* Trends in qualitative risk analysis results: As the analysis is repeated, a trend for particular risks may become
* To assess
apparent and can howmakequickly
riskeach risk should
response more or beless
dealt with
urgent/important
* Involves prioritizing risks based on timing (risks that could occur soon are more urgent)
* Other factors considered are probability and impact ratings, warning signs that particular risks are likely to occur
* Risks can categorized as near-term, mid-term, far-term
* Can be combined with risk ranking determined from Probability and Impact matrix to give final risk severity rating
.6 Expert Judgment
* Required to assess Probability and Impact of each risk to determine its location in the matrix
* Experts are generally those having exp. with similar projects that occured in no-too-distant past such as experential and
historical information on risks
* Expert judgment accomplished with risk facilitation workshops/interviews. Expert bias to be taken into account
 HOME Perform Quantitative Risk Analysis
(Planning)
INPUTS.1 Risk Register.2 Risk ManagementTOOLS
Plan.3&Cost
TECHNIQUES.1
ManagementData
Plan.4
Gathering
Schedule
&OUTPUTS.1
Management
Represenation
Risk
Plan.5
Techniques.2
Register
Organizational
Updates
Quantitative
ProcessRisk
Assets
Analysis

KEY ASPECTS
* During qualititative risk analysis, you assess project risks based on their probability and impact. In quantitative risk anlaysis,
risks are evaluated in more detail and using more objective methods, rate risks numerically based on how they could affect
overall objectives
* It is performed on risks that have been prioritized by the Perform Qualitative Risk Analysis process as potentially and
substantially impacting project's competing demands
* May be used to assign to numerical rating to each individual risk or evaluate aggregate effect of all risks affecting the project
* In some cases, Perform Quantitative Risk Analysis may not be required to develop effective risk responses
* This process should be repated after Plan risk responses and in Monitor & control risk risks to determine if overall project
risk has been satisfactorliy decreased. Trends can indicate for more or less risk management action

INPUTS
.1 Risk Register
Input from ---> Identify Risks
* Provides information about the risks that need to be analyzed. Also identifies risk categories and priorities
* Quantitative risk is performed for risks that have been assigned priorities above certain threshold value in risk register
during Perform Qualitative Risk Analysis process
.2 Risk Management Plan
Input from ---> Plan Risk Management
* Helps to determine whether quantitative analysis must occur, when it must occur, what form it must take
.3 Cost Management Plan
Input from ---> Develop Project Management Plan
* Establishes criteria and format for planning, structuring, estimating, budgeting and controlling project costs
* One way to assess impact of a risk is in terms of how it will effect project costs
.4 Schedule Management Plan
Input from ---> Develop Project Management Plan
* Establishes criteria and format for planning, structuring, estimating, budgeting and controlling project durations
* Project risks are related to activity duration estimates and schedule overruns
* Impact of risk is measured in terms of how it will effect schedule
.5 Organizational Process Assets
* Historical information, studies of similar projects by risk specialists, risk databases available in industry or proprietary
services
TOOLS & TECHNIQUES
.1 Data Gathering and Representation Techniques
* Interviewing
* Based on experience and historical data to quantify probabaility and impact of risks on project objectives
* Info would be gathered on the optimistics, pessimistic, most likely scenarios
* Documenting rationale of risk ranges and assumptions behind them are important components of risk interview as
they provide insight on reliability and credibility of analysis
* Probability Distributions
* Y-axis -> Values of time and cost; X-axis -> relative likelihood
* Continous distributions: Used in modeling and simulation technique to represent uncertainity in durations of
schedule activities or costs of project components. E.g. beta distribution, triangular distribution
* Discrete distributions: Used to represent uncertain events such as outcome of a test or scenarion in decision
diagram
* Other distributions: Uniform, normal, lognormal EMV Analysis
.2 Quantitative Risk Analysis and Modeling Techniques
* Includes event-oriented and project-oriented analysis techniques
* Sensitivity Analysis
* Helps to determine which risks have most potential impact on the project. Examines the extent to which uncertainity
of each
OUTPUTS project element affects the objective when all other uncertain elements are held at baseline
.1 Risk * E.g: Tornado
Register Diagram shows HOW SENSITIVE each analyzed area of the project is to risk. It ranks the bars from
Updates
GREATEST to LEAST on
* Probabilistic analysisthe project
of theso that theExpressed
project: chart takesason a Tornado-like
cumulative shapeand used with stakeholder risk tolerances
distribution
* Expected Monetary Value (EMV)
to identify cost and time contingency reserves. Analysis
* EMV is theofcost
* Probability or benefit
achieving of an
cost and uncertain event. It's calculated by multiplying the monetary impact by probability.
time objectives:
EMV is what one list
* Prioritized could
ofexpect over time
identified risks:if List
the condition is repeated
of risks that over and
pose greatest over.
threat or present great opportunity, risks that may
* The EMV of OPPORTUNITIES will generally be expressed as POSITIVE
have greatest effect on contingency and most likely to influence critical path (identified VALUES,through
while those of THREATS
tornado diagram will be
generated as
NEGATIVE
result of simulation techniques)
* EMV in
* Trends requires a Risk-Neutral
quantitative assumption,
risk analysis neither
results: As risk averse, nor
the analysis risk seeking.
is repeated, A common
a trend type isrisks
for particular "Decision Tree
may become
Analysis"
apparent and can make risk response more or less urgent/important. This report may be linked to risk register
* Modeling & Simulation Technique
* A project simulation uses a model to translate uncertainities of project into their potential impact on project objectives
* Iterative simulations are usually done using Monte Carlo technique
* Project model is computed iteratively with different input values (cost estimates, activity durations) chosen randomly.
With this probability distribution is calculated from iterations
* For cost risk analysis, this distribution shows likelihood for achieving specific cost targets
.3 Expert Judgment
* Required to identify potential cost and schedule impacts, evaluate probability and define inputs to tool (such as
probability distribution)
* Also needed in intepretation of data, identify weaknesses and strengths of tools based on org's capabilities and culture

EXPECTED MONETARY VALUE ANALYSIS

 HOME Plan Risk Responses
(Planning)
INPUTS.1 Risk Register.2 Risk ManagementTOOLS
Plan & TECHNIQUES.1 Strategies for Negative
OUTPUTS.1
Risks/Threats.2
Risk Register
Strategies
Updates.2
for Risk
Positive
related
Risks/Oppo
contrac

KEY ASPECTS
* Process of developing options and actions to enhance opportunities and reduce threats to project objectives
* Follows Perform Qualitative Risk Analysis and Perform Quantitative Risk Analysis (if used)
* Includes identification and assignment of risk owner (one person) to take responsibility for each agreed-to and funded risk
response
* Risks are addressed by their priority, inserting resources and activities into the budget, schedule and mgmt plan

* Risk actions are of 3 types

.1 Risk response: The risk response determines the strategy for influencing the probability and impact of the risk before it
occurs. For negative risks, its aim is to eliminate the risk or reduce its impact should it occur. For positive risks, the response
tries to increase the probability or impact of the risk.
.2 Contingent response/contingent plan: it establishes what activities will take place should a specific event or
situation occur. A contingency plan aims to influence the impact of a risk that is occurring. The risk response occurs BEFORE
the risk and tries to alter the probability and/or impact while the contingency plan only occurs AFTER the trigger (usually the
risk event) and focuses only on changing the impact.
.3 Fallback Plan: The fallback plan kicks in if the contingency plan fails. It can be looked at as a contingency plan for the
contingency plan. The fallback plan spells out steps will be taken to recover if the contingency plan fails
* Contingency reserve is often allocated for time and cost. If developed, it may include identification of the conditions that
trigger
INPUTS its use
.1 Risk Register
* Residual
Input from risk--->
is a Identify
leftover risk. After you’ve implemented a risk response strategy - say mitigation, for example -some
Risks
minor risk might
* Refers still remain.
to identified RisksThe contingency reserve is set up to handle situations like this. Residual risks are those that
remain
* Rootand whoseofprobability
causes risks and impact are such that they're acceptable to the performing organization's level of risk
tolerance. They can also
* List of potential responsesbe those risks in which there are no reasonable responses for.
* Secondary
* Risk owners risks are risks that come about as a result of implementing a risk response. The example where you transferred
risk* by hiring a driver
Symptoms to take signs
and warning you to your destination but the person became ill along the way is an example of a secondary
risk.
* Relative rating or priority listyour
The driver’s illness delayed arrival risks
of project time, which is a risk directly caused by hiring the driver or implementing a risk
response. When planning for risk, identify
* List of risks requiring response in near term and plan responses for secondary risks.
* List of risks for additional analysis and response
* Trends in qualitative analysis results
* Watchlist of low priority risks
.2 Risk Management Plan
Input from ---> Plan Risk Management
* Roles and responsibilities, risk analysis definitions, timing for reviews, risk thresholds (low/moderate/high risks) to identify
those risks for which specific responses are needed
TOOLS & TECHNIQUES
.1 Strategies for Negative Risks or Threats
* Avoidance: Involves eliminating the threat entirely i.e. risk probability or impact to zero. E.g: restructuring the project
activities, scope, schedule, or cost to eradicate the root causes leading to the risk. The most radical avoidance strategy is to
shut down the project entirely.
* Transfer: Shift some or all of the negative impact of threat, along with ownership of response, to a third party. Risk is
not eliminated. E.g: Use of insurance, performance bonds, guarantees, warranties. Contracts may be used to transfer liability
for specified risks to another party. In many cases, use of cost-plus contract may transfer the cost risk to the buyer while a
fixed-price contract may transfer risk to seller
* Mitigate: Implies reduction in the probability and/or impact of an adverse risk event within acceptable threshold limits.
E.g. Adopting less complex processes, conducting more tests, choosing more stable supplier, prototype development
* Accept: Adopted when there is no possibility to eliminate all threats from a project. This means project tea has decided
not to change PMP to deal with a risk or is unable to identify response strategy. This strategy can be active or passive
acceptance. Passive Acceptance - No action except documenting the strategy and leave project team to deal with the risks as
they occur. Active Acceptance - Establish a contingency reserve (time/money/resources)
.2 Strategies for Positive Risks or Opportunities
* Exploit: Ensure that opportunity is realized i.e. making probability of risk as 1 i.e. eliminate uncertainity by ensuring
opportunity definitely happens. E.g: Assigning most talented resources to project to reduce the time to completion or provide
lower
OUTPUTS cost than the originally planned
.1 * Share:
Risk Allocating
Register Updatessome or all of the ownership of the opportunity to third party who is best able to capture opportunity
for the benefit of the project.
.2 Risk Related Contract Decisions E.g: Forming risk-sharing partnerships, teams, special purpose companies, joint ventures
* Enhance: Increase
Input to ---> Plan Procurementsprobability by identifying and maximizing key drivers of the positive impact risks. E.g: Adding more
resources to antoactivity
* Decisions transfer to risk
finish early
such as agreements for insurance, services etc. which may happen as a result of mitigating or
* Accept:part
transferring Being willing
of all of the tothreat
take advantage
or enhancing of risk as it comes
or sharing or allalong
of the opportunity
.3 Contingent Response Strategies
* These decisions are input to Plan Procurements process
* Some responses
.3 Project Management are designed to use only if specific event occurs
Plan Updates
*
* It is appropriate
Schedule for projectPlan:
Management team Includes
to make changes
a response plan that will
in tolerance, be executed
behavior relatedonly under certain
to resource predefined updates
loading/leveling, conditions
to
(triggers
the schedulelike missing intermediate milestones)
** Cost
The risk response occurs
Management Plan: BEFORE
Includesthechanges
risk andintries to alterbehavior
tolerance, the probability
relatedand/or
to costimpact while the
accoutning, contingency
tracking, reports,plan only
updates
occurs AFTER the trigger (usually the
to the budget, consumption of contingency reservesrisk event) and focuses only on changing the impact
** Quality
Workarounds are "corrective"
Management Plan:actions
Includestaken to deal
changes with a riskbehavior
in tolerance, event that has occurred.
related Unlike contingency
to requirements, plans. these
quality assurance, quality
are "unplanned responses"
control, updates to requirements documentation
.4 *Expert Judgment
Procurement Management Plan: May include alterations to make-or-buy decision or contract types
* Human Resource Management Plan: Reflect changes in project org structure and resource applications driven by the
risk responses, behavior related to staff allocation, updates to resource loading
* Work Breakdown Structure: If new work generated by risk responses
* Schedule baseline: If new work generated by risk responses
* Cost performance baseline: If new work generated by risk responses
.4 Project Document Updates
* Assumption Log Updates: Incorporated in scope statement or in a separate assumption log
* Technical Documentation Updates: To incorporate changes in technical approaches or physical deliverables
 HOME Monitor & Control Risks
(Monitoring & Controlling)
INPUTS.1 Risk Register.2 Project Management
TOOLS
Plan.3
& TECHNIQUES.1
Work Performance
Risk Information.4
Reassessment.2
OUTPUTS.1
Performance
Risk Audits.3
RiskReports
Register
Variance
Updates.2
Analysis.4Organizational
Technical Perform
Proce

* Process of implementing risk response plans, tracking identified risks, monitoring residual risks, identifying new risks and
evaluating risk process effectiveness throughout the project
* Purpose of monitoring and controlling risks
* Evaluating risk response plans that are put into action as a result of risk events
* Monitoring the project for risk triggers
* Reexamining existing risks to determine if they have changed or should be closed out
* Monitoring residual risks
* Reassessing project assumptions and determining validity
* Ensuring that policies and procedures are followed
* Ensuring that risk response plans and contingency plans are put into action appropriately and are effective
* Ensuring that contingency reserves are updated according to the updated risk assessment
* Evaluating the overall effectiveness of the Risk processes

INPUTS
.1 Risk Register
Input from ---> Identify Risks
* Lists risks, risk owners, planned risk responses, implementation actions, symptoms and warning signs of risk, secondary
and residual risks, wathclist of low-priority risks, time and costs contingency reserves
.2 Project Management Plan
Input from ---> Develop Project Management Plan
* Risk Management Plan: Includes risk tolerances, protocols, assignment of people (risk owners), time and other resources
.3 Work Performance Information
Input from ---> Direct and Manage Project Execution
* Deliverable status, costs to date, cost changes, schedule progress to date, schedule changes, and/or scope changes.
.4 Performance Reports
Input from ---> Report Performance
* Provides work performance information like variance analysis, earned value data and forecasting data
TOOLS & TECHNIQUES
.1 Risk Reassessment
* Monitoring and controlling risks often results in identification of new risks, reassessment of current risks, closing of
outdated risks
* Reassessment should be regularly scheduled and frequency depends on how project progresses relative to its objectives
.2 Risk Audits
* Risk audits examine and document the effectiveness of risk responses as well as the effectiveness of the risk
management process
* Format, frequency of the audits are documented before and project manager is responsible for risk audits
.3 Variance and Trend Analysis
* Earned value analysis and other methods of project variance and trend analysis may be used for monitoring overall
project performance. Outcomes from these analysis may forecast potential devations which may indicate potential impact of
threats or opportunities
.4 Technical Performance Measurements
* Technical performance measures like weight, transaction times, number of delivered defects, storage capacity are
analyzed and compared against targets
* Any deviations can help to forecast degress of success in achieving projects scope and may expose degree of technical
risk faced by the project
* E.g: a technical milestone for a new computer software project might require that the forms printed from a particular
OUTPUTS
module
.1 Risk include
Register a bar code at the bottom of the page. If the bar code functionality does not work once the module is coded, a
Updates
technical deviation exists, which means you should reexamine project risks. In this particular example, project scope is likely
* Updated under two conditions
at risk.
1. When a risk audit or risk reassessment concludes that some element of the original risk information has changed. E.g.
.5 Reserve
Impact Analysisscores are updated to reflect new conditions, the priority of the risk has changed, or the response plan
or probability
has* been
Ensures amount of contigency reserves remaining is adequate for the amount of risk remaining at any time
updated.
.6 Status Meetings
2. When the risk needs to be closed. If a risk event occurs, you'll record that in the risk register along with the
* Risks should
effectiveness beresponse
of the an agenda itemThis
plan. at periodic status
information meetings
becomes an input to the Close Project Process.
* Frequent discussions
.2 Organizational Processmakes it more
Asset likely that people will identify risks and opportunities
Updates
* Templates of risk management plan, probability and impact matrix and risk register
* Risk breakdown structure
* Lessons learned from project risk management activities
* These documents should be updated at final project closure also
.3 Change Requests
Input to ---> Perform Integrated Change Control
* Implementing contingency plans or work arounds might result in change request which will be submitted to Perform
Integrated Change Control process
* Recommended Corrective Actions: Includes contingency plans and workarounds. A workaround is an unplanned
response to a negative risk event. It attempts to deal with the risk in a productive, efficient manner. If no risk response plan
exists (this might be the case when you accept a risk event during the Planning process) or an unplanned risk occurs,
workarounds are implemented to deal with the consequences of the risk.
* Recommended Preventive Actions: Documented directions to perform on activity to reduce negative impact
.4 Project Management Plan Updates
* Risk Management Plan
.5 Project Document Updates
 Introduction

* Includes processes necessary to purchase or acquire products/services/results needed from outside of project team. The
org can be either buyer or seller
* Includes contract management and change control processes required to develop and administer contracts or purchase
orders
* Includes administering contracts issued by outisde org (buyer) that is acquiring project from the performing org (seller)
and administering contractual obligations
* Procurement contracts are legal documents between a buyer and a seller representing a mutual binding agreement that
obligates seller to provide product/services and buyer to provide monetary consideration
* Contract may also be called an agreement, an understanding, a subcontract, a purchase order
* Entering into a contract is one method of allocating the responsibility for managing or sharing potential risks
* In case of multiple contracts or subcontracts, each contract life cycle can end during any phase of the project life cycle
* Seller - contractor, subcontractor, vendor, service provider, supplier
* Buyer (depending on buyer's position in the project acquistion cycle) - client, customer, prime contractor, contractor,
acquiring organization, govt agency, service requestor, purchaser
* Seller life cycler - first as a bidder, then as selected source and then as contracted supplier or vendor

* Project procurement management processes include

* Plan Procurements
* Documenting project purchasing decisions, specifying the approach, identifying potential sellers
* Conduct Procurements
* Process of obtaining seller responses, selecting a seller and awarding a contract
* Administer Procurements
* Managing contract relationships, monitoring contract performance, making changes/corrections as needed
* Close Procurements
* Process of completing each project procurement
 Plan Procurements
HOME
(Planning)
INPUTS.1 Scope Baseline.2 Requirement Documentation.3
TOOLS & TECHNIQUES.1
Activity Cost
Make-or-Buy
Estimates.4
Analysis.2
Cost
OUTPUTS.1
Performance
Contract
Procurement
Types.3
Baseline.5
Expert
Management
Activity
Judgment
Resource
Plan.2 Requireme
Procureme

KEY ASPECTS
* Process of documenting project purchasing decisions, specifying the approach, identifying potential sellers
* Plan procurements process includes consideration of the risks involved with each make-or-buy decision
* Also includes type of contract palnned to be used with respect to mitigating risks, sometimes transferring to the seller

INPUTS
.1 Scope Baseline
Input from ---> Define Scope
* Describes the need, justification, requiremenrs and current boundaries of the project
* Scope Statement: Product scope/service/result description, list of deliverables, acceptance criteria, constraints
.2 Requirements Documentation
Input from ---> Collect Requirements
* Info about project requiremenrs that is considered during planning for procurements
* Requirements with contractual and legal complications (licenses, safety, etc.)
.3 Teaming Agreements
* Legal contractual agreements b/w two or more entities to form partnership or joint venture
* Agreement defines buyer-seller roles for each party
* Whenever new business opportunity ends, the teaming agreements also ends
.4 Risk Register
Input from ---> Identify Risks
* Identified risks, risk owners, risk responses
.5 Risk Related Contract Decisions
Input from ---> Plan Risk Responses
* Agreements including insurance, bonding, services that are prepared to specify each party's responsibility for specific risks
.6 Activity Resource Requirements
Input from ---> Estimate Activity Resources
* Specific needs such as people, equipment, location
.7 Project Schedule
Input from ---> Develop Schedule
* Information on required timelines or mandated deliverable dates
.8 Activity Cost Estimates
Input from ---> Estimate Activity Costs
* To evaluate reasonableness of the bids/proposals from potential sellers
.9 Cost Performance Baseline
Input from ---> Determine Budget
* Planned budget over time
.10 Enterprise Environmental Factors
* Market place conditions, products/services/results available in marketplace, suppliers, terms & conditions for the specific
industry, unique local requirements
TOOLS & TECHNIQUES
.1 Make-or-Buy Analysis
* Used to determine whether to work can be accomplished by project team or mst be purchased from outside
* Budget constraints may influence these decisions. If a buy decision is to be made, then a further decision of whether to
puchase or lease is also made
* Decision should consider both direct costs and indirect support costs
.2 Expert Judgment
* Expert technical judgment to assess inputs and outputs from this process
* Expert purchasing judgment to develop or modify criteria that will be used to evaluate seller proposals
* Expert legal judgment to assist with procurement issues
.3 Contract Types Contract Types
* Risk shared between buyer and seller is determined by the contract type
* Three broad categories: Fixed Price (FP), Cost Reimbursible(CR), Time & Material (T&M - hybrid of FP and CR)

OUTPUTS
.1 Procurement Management Plan
Input to ---> Conduct Procurements;; Develop Project Management Plan
* How make-or-buy analysis and decisions are to be made.
* What qualified seller lists will be used or how qualified seller lists will be created.
* The types of contracts allowed.
* The explicit procurement roles and responsibilities and levels of authority those roles have within the project.
* Procurement documents to be used, such as any standardized forms, and the formats for statements of work.
* The procedures for bid and proposal solicitation.
* When and how independent estimates will be gathered.
* Identified constraints and assumptions related to procurement processes.
* How sellers will be managed, performance monitored, and what reporting and frequency will be required.
* What insurance or performance bonds will be required and under what situations.
* Milestones that need established in contracts.
* What the procedures are for seller payments, vouchers, and reimbursements.
* How appropriate coordination between procurement processes and other project management processes (scope, time,
cost, quality) will be ensured.
* The frequency, responsibility, and guidelines for procurement audits.
.2 Procurement Statement of Work
* It's developed from project scope baseline and defines only that portion of the project scope that is to be included within
the related contract CONTRACT TYPES
FIXED PRICE
* Detailed enough to allows sellers to determine if they are capable of providing results/service
* Setting
* SOWaincludes
fixed total price for a product/service
specifications, quantity desired, to quality
be provided.
levels, performance data, period of peformance, work location and
* Firm
other reqFixed Price Contracts (FFP)
* Contract = $1Million
.3 Make-or-Buy decisions
* Also called
Input to ---> lump sum/fixed
Conduct price contracts
Procurements
* Most commonly
Conclusions used and
regarding what favored by org because price
products/services/results willis be
setacquired
at theoutset
fromand not subject
outside to change
the project org or unless
will be scope of
performed
work changes.
internally by the project team
* Any
May cost
also increase
decision due to adverse
to require performance
insurance is responsibility
policies or performance bond of seller
contracts to address some identified risks
* Buyers must precisely
.4 Procurement Documents specify the product/services being procured. Change in scope would come at an increase in
contract
Inputprice
to ---> Administer Procurements;; Identify Stakeholders
* Fixed
* UsedPrice Incentive
to solicit proposals Feefrom
Contracts (FPIF)
prospective sellers (i.e. used to find potential sellers)
* Contract = $1Million.
bid/term/quotation For when
used every seller
monthselection
early thedecision
projectwill
is finished
be based additional
on price$50K paid to seller
* Allows for deviation from performance with incentive tied
proposal when technical capability or technical approach are paramount to achieving agreed to metrics (i.e. finishing work earlier than
scheduled
* Common or based on technical
procurement performance)
documents include - Request for Information (RFI), Invitation for Bid (IFB), Request for Proposal
* A ceiling
(RFP), Request price is set and (RFQ),
for Quotation all coststender
abovenotice,
the ceiling price would
Invitation be responsibility
for Negotiation, of seller
Invitation for Seller's Initial Response
* Fixed Price with
* IFB/RFB/RFP usedEconomic
for - SinglePrice Adjustment
Price, High $ Value, Contracts
Standardized(FPEPA)
* Contract
RFQ used=for $1Million but price Price,
- Per Item/Hour increase will $
Lower beValue,
allowed
May in be
year twototodevelop
used accountinfo
for in
increase
RFP in material costs
* Used when seller's
Well defined performance
Procurement period
Doc will help spans
in multiple years (long term)
* It* has special
Easier provision
comparison ofallowing for pre-defined final adjustments (some financial index is defined prior) to contract price
sellers responses
due to* change in economic
More accurate pricingconditions such as inflation
* Intended to protect
* More complete both buyer and seller from external conditions
responses
* Purchase order in number of changes to the project
* Decrease
* Contract
Procurement = 30m of wood
request at 9$ persellers
to potential meteris done through publication of request in public newspaper, trade journals,
* Used for regular commodities
registries or on the internet purchase
.5 Source Selection Criteria
Input to ---> Conduct Procurements
* Included as part of procurement documents to rate/score seller proposals and figure out which sellers project want to
use.
COST REIMBURSABLE CONTRACTS
* Involves payments to the seller for actual cost incurred for completed work plus fee representing seller profit
* May include financial incentive clause whenever seller exceeds or falls below defined objectives
* Gives flexibility to redirect a seller whenever scope of work cannot be precisely defined at the start and needs to be altered
or when high risks may exist in the effort
* Cost Plus Fixed Fee Contracts (CPFF)
* Contract = Cost + 10% of original costs as fee
* Seller is reimbursed for all allowable costs and receives a fixed fee payment (calculated as % of initial estimated prroject
costs)
* Fee is paid only for work done and does not change based on seller performance. Fee does not change unless scope
changes
* Cost Plus Incentive Fee Contracts (CPIF)
* Contract = Cost + $50K target fee. Buyer/seller to share any cost savings/overruns at prenegotiated share ratio
* Seller is reimbursed for all allowable costs and receives a pre-determined incentive fee based on performance objectives
set in the contract
* If final costs are greater or lesser than original estimated costs, both buyer and seller share costs based on prenegotiated
costs share ration (like 80/20 split)
* Cost Plus Award Fee Contracts (CPAF)
* Contract
TIME = Cost +
& MATERIAL Base fee of $10K for every month production exceeds 100,000 units. Max award at $100K
CONTRACTS
* Seller is
* Contract = reimbursed
$100 per hourfor +
allexpenses
allowableorcosts but majority
materials at cost of fee is only earned based on satisfaction of certain subjective
performance
* Hybrid type of contract containing aspects of both FPcontract
criteria defined and incorporated into the and CR contracts
* Determination
* Often of augmentation,
used for staff Fee solely based on determination
acquisition of or
of experts seller performance
for any work whenbyprecise
the buyer and is generally
statement not subjected
of work cannot to
be quickly
appeals
prescribed
* The full value of agreement and exact quantity of items to be delivered may not be defined by the buyer. This resembles CR
contract. Thus, T&M contracts can increase in contract value. Many orgs require not-to-exceed values and time limits placed to
prevent unlimited cost growth
* They resemble FP contracts when labor or material rates are preset by buyer and seller such as senior engineer at specified
rates per hour

Risk and Contract Type

* In CR contract, buyer has more risk because if costs increase, buyer has to pay added costs
* In FP contact, seller has more risk because if costs increase, seller pays the costs and makes less profit
* Buyers Risk (from highest to lowest) / Sellers Risk (Lowest to Highest)
CPFF -> CPAF -> CPIF -> T&M -> FPEPA -> FPIF -> FFP
FORMULA/CALCULATIONS
* Price: is the amount seller charges the buyer.
* Profit (fee): this is planned into the price the seller provides to buyer.
* Ceiling Price: is the highest price buyer will pay to seller.
* Point of total assumption (PTA): is the point at which the seller assumes the costs. Only applicable to FPIF
contracts.The PTA is when the seller becomes responsible for all costs. The formula uses the ceiling and target prices and the
buyer's cost sharing portion. The ceiling price is the most pessimistic cost based on reasonable factors. Anything above the
ceiling price is considered to be due to lack of oversight by the seller.
PTA = Target Cost + [ (Ceiling Price - Target Price) / Buyer's Percentage Share of Cost ]

TF (Target Fee), AF (Actual Fee), TC (Target Cost), AC (Actual Cost), SSR (Seller Share Ratio), CP (Ceiling price), TP (Target
Price), BSR (Buyer Share Ratio)

TP = TC + TF
PTA = TC + [ (CP - CP) / BSR ]
AF = TF + {(TC - AC) x SSR}
Final price = AC + AF
Cost savings = TC - AC
Seller's share(IF) in cost savings = % x Cost savings
Cost of the contract = Actual Cost + Seller's minimum fee + seller's share(IF) in cost savings
 Conduct Procurements
HOME
(Executing)
INPUTS.1 Project Management Plan.2 Procurement
TOOLS & Statement
TECHNIQUES.1
of Work.3
Bidder
Source
conferences.2
Selection
OUTPUTS.1
Proposal
Criteria.4
Selected
Evaluation
Qualified
Seller.2
Seller
Techniques.3
Procument
List.5 Make-or-Buy
Independent
Contract Award
Decisio
Esti

KEY ASPECTS
* Process of obtaining seller responses, selecting a seller and awarding the contract
* Team receives bids/proposals and apply previously defined selection criteria to select one or more sellers
* Weighting system can be used to select a single seller that will be asked to sign standard contract or establish a negotiating
sequence by ranking all proposals by the weighed evaluation scores
* Project Manager may not be the lead negotiator on procurements. Project manager and other members of project
management team may be present during negotiations to provide support

INPUTS
.1 Project Management Plan
Input from ---> Develop Project Management Plan;; Plan Procurements
* Procurement Management Plan describes process how procurements will be managed from developing procurement
documentation through contract closure
.2 Procurement Documents
Input from ---> Plan Procurements
.3 Source Selection Criteria
Input from ---> Plan Procurements
* Includes info on suppliers required capabilities, capacity, delivery dates, technical expertise, product costs, life cycle cost
and approach to the contract
.4 Qualified Seller List
Input from ---> Enterprise/organization
* Pre-screened sellers based on qualification and past experience, procurements are directed to only those sellers
.5 Seller Proposals
Input from ---> Sellers
* Response from sellers to procurement documents (i.e. bids/quoations/proposals)
.6 Project Documents
* Risk registers and risk related contract decisions
.7 Make-or-Buy Decisions
Input from ---> Plan Procurements
.8 Teaming Agreements
Input from ---> Enterprise/organization;; Sellers
* When team agreement is in place, role of buyer and seller are already been decided by executive management
* Effort of buyer and seller is to prepare a procurement statement of work that will satisfy req of project and then the
parties will negotiate a final contract for award
.9 Organizational Process Assets
* Listing of prospective and previously qualified sellers, past experience (good or bad) with sellers
TOOLS & TECHNIQUES
.1 Bidder Conferences
* Also called vendor conferences, contractor conferences or pre-bid conferences - meeting between buyers and all
prospective sellers prior to submittal of bid or proposal
* Used to ensure all sellers have clear and common understanding of the procurement and no bidders receive preferential
treatment
* Responses to questions are incorporated as procurement document amendments
* To be fair, buyers must ensure all sellers hear every question from individual seller and every answer from the buyer
.2 Proposal Evaluation Techniques
* On complex req, where source selection is made based on seller response to previously defined weighted criteria, a
formal evaluation review process will be defined by the procurement policies
.3 Independent Estimates
* Buyer may compare sellers proposal with an estimate created in-house or with outside assistance
* Significant differences in cost estimates can be indication that SOW was deficient, ambiguous and/or prospective sellers
either misunderstood or failed to respond fully to the SOW
.4 Expert Judgment
* Expert judgment from functional disciplines such as legal, contracting, technical, design, engineering etc
.5 Advertising
* Existing list of potential sellers can be always expanded by advertising in selected newspapers, publications etc.
OUTPUTS
.6
.1 Searching on Internet
Selected Sellers
* Suitable for commodities,
* Sellers selected low risk, on
based on outcome the shelf or
of proposal items
bid evaluation who have negotiated a draft contract
* Not suitable for highly complex, high risk, procurement
* Senior management approval needed before awarding the effort that must be closely monitored
contract
.7 Procurement
.2 Procurement Contract
Negotiations
Award
* Negotiations
Input to ---> clarify structure,
Administer requirements, other terms of purchases so that mutual agreement can be reached before
Procurement
signing the contract
* Can be simple purchase order or detailed document
* Negotiations
.3 Resource conclude with a contract document that can be executed by both buyer and seller
Calendars
Input to ---> Estimate Activity Resources;; Estimate Activity Durations;; Develop Schedule;; Determine
Budget;; Develop Project Team
* Quantity and availability of contractor resources and dates on which specific resources will be active/idle
.4 Change Requests
Input to ---> Perform Integrated Change Control
* Change requests to project management plan and it's subsidiary plans
* Change requests are processed for review and disposition through Perform Integrated Change Control process
.5 Project Management Plan Updates
* Updates to cost baseline, schedule baseline, scope baseline, procurement management plan
.6 Project Document Updates
* Requirements documentation, requirement tracebility matrix, risk register
 Administer Procurements
HOME
(Monitoring & Controlling)
INPUTS.1 Procurement Documents.2 Procurement
TOOLS &Management
TECHNIQUES.1
Plan.3
Contract
Contract.4
Change
Work
OUTPUTS.1
Control
Performance
System.2
Procurement
Information.5
Procurement
Documents.2
Performance
Peformance
Organizational
Reports.6
Reviews.3 Ap
Pr
In

KEY ASPECTS
* Managing procurement relationships, monitoring contract performance, making changes and corrections as needed
* Both buyer and seller should ensure that both parties meet contractual obligations
* Administer procurement process ensures seller's performance meets requirements and buyer performs according to the
terms of legal contract
* Includes integration with appropriate project management processes
* Direct and Manage Project Execution to authorize seller's work at the appropriate time
* Report peformance to report monitor contract, scope, cost, schedule and technical performance
* Perform Quality Control to inspect and verify seller product
* Perform Integrated Change Control to assure changes are properly approved and properly communicated
* Monitor and Control Risks to ensure risks are mitigated
* Has financial management component to monitor payments to the seller based on seller progress, as defined in the contract
* This process reviews and documents seller performance and establishes corrective actions when needed. This review may
be later used to measure seller's competency in future for performing similar work
* This process manages any early terminations of the contracted work in accordance with the termination clause
* In most organizations, a procurement administrator is responsible for ensuring that the procurement relationship is properly
managed. He may be on the project team, but typically reports to a supervisor from a different dept

INPUTS
.1 Procurement Documents
Input from ---> Plan Procurements
* Includes supporting documents for administering procurements such as procurement contract awards and SOW
.2 Procurement Management Plan
Input from ---> Plan Procurements
* Procurement Management Plan describes process how procurements will be managed from developing procurement
documentation through contract closure
.3 Contract
Input from ---> Conduct Procurements
.4 Performance Reports
Input from ---> Report Performance
* Seller performance related documentation include - seller developed technical documentation, other deliverable info,
seller performance reports indicating which deliverables have been completed and which have not
.5 Approved Change Requests
Input from ---> Perform Integrated Change Control
* Includes modifications to SOW, pricing, description of products/services
* All changes are formally documented in writing and approved before being implemented
.6 Work Performance Information
Input from ---> Direct and Manage Project Execution
* Includes extent to which quality standards are met, cost incurred or committed, seller invoices paid
TOOLS & TECHNIQUES
.1 Contract Change Control System
* Integrated with Integrated Change Control System, this defines the process by which the procurement can be modified.
Includes all paper work, tracking system, apporval process, resolution procedures
.2 Procurement Performance Reviews
* Review of sellers progress to deliver project scope and quality within cost & schedule as compared to contract, which will
allow buyer to quantify seller's ability or inability to perform work
* Includes review of seller documentation and buyer inspections, quality audits conducted during sellers execution of work
.3 Inspections and Audits
* Conducted during execution of work to verify compliance in the seller's work processes or deliverables
* Depending on the contract, inspection and audit teams may include buyer
.4 Performance Reporting
* Report about how effectively seller is acheiving contractual objectives
.5 Payment Systems
* Payments to the seller after certification of satisfactory work by project team. Payments should be made in stric
accordance with the contract
.6 Claims Administration
* Contested changes i.e. where buyer and seller cannot reach on agreement on compensation for the change or cannot
agree
OUTPUTSthat the change has occurred. These are also called claims, disputes, appeals which are documented, processed,
monitored and managed
.1 Procurement through contract life cycle
Documentation
* If parties themselves do not resolve a claim, it may have to handled in accordance with ADR (Alternative Dispute
Input to ---> Close Procurement
Resolution)
* Procurement contract with allinsupporting
following procedures the contractschedules, requested unapproved contract changes, approved change requests
* Seller
* Negotiation is thetechnical
developed preferreddocumentation,
method to resolveworkclaims
performance info such as deliverables, seller performance reports,
.7 Recordspayment
warranties, ManagementinvoicesSystem
and records, results of inspections
* Part of PMIS to Process
.2 Organizational manage contract,
Assets procurement documents and records for easy retrieval of contract documents and
correspondence from archives
* Correspondence: Written documentation of buyer/seller communications such as warnings of unsatisfactory performance
and request for contract changes to clarification
* Payment Schedules and requests
* Seller performance evaluation documentation: Prepared by buyer with feedback and rating on seller, which would be
indicator if seller can work for future projects. Also forms basis for early contract terminations and this rating can be used in
qualified seller lists
.3 Change Requests
Input to ---> Perform Integrated Change Control
* Change requests project management plan/subsidiary plans, cost baseline, schedule baseline and procurement
mangement plan
* Contested changes are uniquely identified and documented for correspondence
.4 Project Management Plan Updates
Input to ---> Develop Project Management Plan
* Procurement Management Plan, baseline schedules to account for any schedule slippages or change requests
 Close Procurements
HOME
(Closing)
INPUTS.1 Project Management Plan.2 Procurement
TOOLS & Documentation
TECHNIQUES.1 Procurement Audits.2
OUTPUTS.1
Negotiated
Closed
Settlements.3
Procurements.2
Record
Organizational
MangementProce
Syste

KEY ASPECTS
* There are multiple steps involved in this process
* Verify the product
* Issue formal acceptance
* Conduct procurement audit
* Report final contract performance
* Document lessons learned
* Perform finanincial closure of contract (make payments)
* Procurements are closed when:
* When contract is closed
* When contract is terminated before the work is completed (termination clause of contract defines roles & responsibilities
of buyer in such case)
* There can be multiple procurement closures but only one project closure
* All procurements MUST be CLOSED before the project is closed. Procurement Closure is done only at the completion
of each closure.
* Each procurement contract is closed separately
* In multi-phase projects, Close Procurement process closes procurements applicable to that phase.
* Unresolved claims may be subject to litigation after closure
INPUTS
.1 Project Management Plan
Input from ---> Develop Project Management Plan
* Process to perform contract closure
.2 Procurement Documentation
Input from ---> Administer Procurements
* Info on contract schedule, scope, quality, cost performance, payment records, seller performance reports, inspection
reports are all cataloged which can be used as lessons learned and as a basis for evaluation seller for future projects
TOOLS & TECHNIQUES
.1 Procurement Audits
* Structured review of procurement process to Identify successes/failures
.2 Negotiated Settlements
* Final equitable settlement of outstanding issues, claims and disputes by negotation
* If negotiation does not work, some form of ADR (Alternative Dispute Resolution) such as mediation or arbitration
* Litigation in courts is least desirable option
.3 Record Management System

OUTPUTS
.1 Closed Procurements
* Buyer to give formal written notice to seller that contract is completed
* Formal process is documented in the contract and also in Procurement Management Plan
.2 Organization Process Asset Updates
* Procurement File: Indexed contract documentation including buyer's formal written notice on contract completion
* Deliverable Acceptance: Written notice that deliverables are accepted/rejected. Acceptance criteria and adressing non
confrmance with deliverables is defined in the contract
* Lessons Learned
 HOME Knowledge Area Process Group Process Name

Project Human Resources Management Planning Develop Human Resource Plan

Project Human Resources Management Planning Develop Human Resource Plan
Project Human Resources Management Planning Develop Human Resource Plan
Project Human Resources Management Executing Acquire Project Team
Project Human Resources Management Executing Acquire Project Team
Project Human Resources Management Executing Acquire Project Team
Project Human Resources Management Executing Acquire Project Team
Project Human Resources Management Executing Develop Project Team
Project Human Resources Management Executing Develop Project Team
Project Human Resources Management Executing Develop Project Team
Project Human Resources Management Executing Develop Project Team
Project Human Resources Management Executing Develop Project Team
Project Human Resources Management Executing Develop Project Team
Project Human Resources Management Executing Manage Project Team
Project Human Resources Management Executing Manage Project Team
Project Human Resources Management Executing Manage Project Team
Project Human Resources Management Executing Manage Project Team
Project Human Resources Management Executing Manage Project Team
Inputs Tools & Techniques

Activity resource requirements Organizational Charts and Position Descriptions

EEF Networking
OPA Organization theory
Project Management plan Pre-assignment
EEF Negotiation
OPA Acquisition
Virtual teams
Project staff assignments Interpersonal skills
Project Management plan Training
Resource calendars Team building activities
Ground rules
Co-location
Recognition and reward
Project staff assignments Observation and conversation
Project management plan Project performance appraisals
Team performance assessments Conflict Management
Performance reports Issue log
OPA Interpersonal skills
Outputs INPUT COUNT TOOLS & TECH COUNT OUTPUT COUNT

Human Resource plan 1 1 1

19 1 0
33 1 0
Project staff assignments 17 1 1
Resource calendars 19 1 2
Project Management plan updates 33 1 15
0 1 0
Team performance assessments 2 3 1
EEF updates 17 1 2
5 1 0
0 1 0
0 1 0
0 1 0
OPA updates 2 1 13
Change requests 3 1 15
Project management plan updates 1 1 15
EEF updates 5 1 2
33 3 0
 HOME Earned Value Management (EVM)
* Used for measuring project performance in terms of its cost and schedule
* Can be applied to any project or industry, can be applied any point of time in the project not just completion, can help in
making estimations about future performance based on how project performed so far
* EVM compares what you've received or produced to what you've spent
* EVM is performed on the work packages and the control accounts of the WBS.
* Measures and monitors three key performance dimensions for each work package and control account - Earned value (EV),
Planned Value (PV) and Actual cost (AC)
* Values
PV = (Total budget for project BAC) * (Scheduled time spent / Total time in project schedule)
EV = (Total budget for project BAC) * (Work actually completed till date/ Total work required)
AC = Total cost incurred till date or specific time

* Variances help in determining current state of the project

Schedule Variance (SV) = EV - PV
+ve variance means project is ahead of schedule and
-ve variance means project is behind the schedule

Cost Variance (CV) = EV - AC

+ve variance means spending less than what was planned for the work
-ve variance means project has earned less than spent

* Performance indices help predicting future performance

Schedule Performance Index (SPI) = EV / PV
> 1 indicates project is ahead of schedule
< 1 indicates project is behind the schedule

Cost Performance Index (CPI) = EV / AC

> 1 indicates cost underrun i.e. spending less than anticipated
< 1 indicates cost overrun i.e. spending more than anticipated

* Forecasting (EAC - Estimate At Completion)

* Estimate total cost of completing a project based on its performance so far
* EAC estimates (or forecasts) the expected total cost of a work component, a schedule activity, or the project at its
completion.
* Bottom up EAC: for a project is sum of total costs incurred so far plus project manager bottom up ETC (Estimated Total
Cost) of the work packages still to be completed. Time is consuming and expensive
EAC = AC + bottom‐up ETC
* EAC forecast for ETC work performed at budgeted rate: Assuming cost variance is unlikely for remainder of the
project i.e. work will be done as per the plan (budgeted rate)
EAC = AC + BAC - EV
* EAC forecast for ETC work performed at the present CPI: Assuming CPI will remain same as it is shown to date
EAC = BAC / (Cumulative CPI)
* EAC forecast for ETC work considering SPI and CPI: Assumes negative cost performance to date and the project
schedules must be met
EAC = AC + [ (BAC - EV) / (Cumulative CPI * Cumulative SPI) ]

ETC - Estimate to Complete

* Bottom‐up ETC
Summation of the costs of the remaining work based on estimates from project team working on the activities
* When the future cost variances will be similar to the types of variances seen to date
ETC = (BAC – cumulative EV) / cumulative CPI
* When future cost variances will not be similar to the types of variances seen to date
ETC = (BAC – cumulative EV)
* To-Complete Performance Index (TCPI)
* CPI represents work already done and TCPI represents work still to be done i.e. projected performance level the remaining
work of the project must achieve
* If TCPI > CPI, then improvement is required
* TCPI calculated based on either BAC or EAC, depending on the state of project
To Remember: TCPI = Work remaining / Funds Remaining
TCPI based on BAC = (BAC - EV) / (BAC - AC)
> 1 indicates future performance needs to be greater than planned
< 1 indicates future work does not have to be performed as efficiently as past performance
* When the BAC is no longer attainable, the project manager should calculate a new EAC and formula for TCPI when EAC is
the goal is
TCPI based on EAC = (BAC - EV) / (EAC - AC)
> 1 indicates future performance needs to be greater than planned
< 1 indicates future performance may be less than planned
* If cumulative CPI falls below one, all future project work must be performed at the TCPI
Basic Terminology (Kim Heldman)

Planned value
* PV is the approved budget assigned to work to be completed during a given time period (for a scheduled
activity or WBC component). These budgets are established during the Planning processes.
* It includes detailed authorized work plus the budget for authorized work, allocated by phases over the life of
project
* PV is also called budgeted cost of work scheduled (BCWS) or performance measurement baseline (PMB)

Actual cost
* Actual cost (AC) is the cost of completing the work component in a given time period.
* Actual costs might include direct and indirect costs but must correspond to what was budgeted for the
activity. If the budgeted amount did not include indirect costs, do not include them here.
* AC is also called actual cost of work performed (ACWP)

Earned Value
* Earned value (EV) is the value of the work completed to date. EV is typically expressed as a percentage of the
work completed compared to the budget.
* E.g: If budgeted amount is $1,000 and we have completed 30 percent of the work so far, EV is $300
* Therefore, EV cannot exceed the PV budget for the activity.
* EV is also called budgeted cost of work performed (BCWP).

Cumulative CPI
* Commonly used calculation to predict project costs at the completion of the project.
* First you need to sum the earned value calculations taken to date, or cumulative EV, and the actual costs to date, or
cumulative
Cumulative CPI = cumulative EV / cumulative AC
* The difference between this and the CPI formula is that the CPI formula is used for a single work period whereas the
cumulative CPI is calculated using the sum of all the costs of every work component for the project.
* Cumulative CPI is also used to calculate the total cost of a work component such as a deliverable, for example.
* E.g: Let's say you have a deliverable that has five work packages. You would total the EV and AC at the measurement
date for all five work packages to determine the cost performance index for the deliverable.

NOTES (from PMBOK)

* At the end of project completion (successfully)
* SV = 0 because all the planned values would have been earned
* CV will be difference of BAC and actual cost spent
* SV is best used in conjunction with CPM (Critical Path Methodology) scheduling and risk management
* CV is critical because it indicates the relationship of physical performance to the costs
* Any negative EVM CV is often non-recoverable to the project
* S-curves used to display EV data
Variance at Completion (VAC)
* Examines the difference between the performance cost baseline and actual performance
VAC = BAC – EAC
* If the result is a negative number, it means project is not doing well with costs as anticipated and that variance exists
 HOME SOURCE
Topic

Analogous vs parametric
Estimating

Configuration Control vs
Change Control

Project Schedule vs
Schedule Baseline

Enhance vs Exploit
Close Project/Phase vs
Close Procurements

Quality Assurance vs
Quality Control
http://www.deepfriedbrainproject.com;
http://pmstudycircle.com
Description
Analogous Estimating use Expert Judgement (as in the actual experience from a person) to compare a similar project and provides rough
estimates.
E,g, There's a tall building in front of your house and someone tells you that the building's construction cost was 100 million. Now you are
asked to calculate the cost of a similar building, which is half the height of the first building. How much do you think it would cost?

Parametric use historical data unrelated to type of project (eg. required labor hours to lay a carpet in a room of xx sqare foot) in addition
to current cost of resource (labor hours and carpet cost..).
E.g. It costs $10 psf to install floor tiles. Your house has an area of 1000 sq. ft. How much would it cost to install the flooring in your
entire house?
* Configuration Control is the activity of managing the product (or project's deliverables) and related documents, throughout the
lifecycle of the product.
* An effective Configuration Control system ensures that:
* The latest approved version of the product and its components are used at all times.
* No change is made to the product baselines without authorization.
* A clear audit trail of all proposed, approved or implemented changes exists.
* Change Control is the process of identifying, documenting, approving or rejecting, and controlling changes to the project baselines
(including scope baselines, schedule baselines, cost baselines, etc.). In other words, it is used to control changes to all aspects of an
approved project plan. An effective Change Control system ensures that:
* Proposed changes are reviewed and their impact is analyzed, prior to approving or rejecting them.
* All requests and changes are properly documented to provide a clear audit trail.
* Configuration Control and Change Control are distinct in the following ways:
* Configuration Control addresses the management of the product (or project's deliverables), whereas Change Control addresses the
management of the project.
* Configuration Control manages changes to the product baseline, whereas Change Control manages changes to the project baseline.
* Configuration Control is applied throughout the lifecycle of the product (concept->design->develop/manufacture->service-
>dispose), whereas Change Control is applied during the lifecycle of the project subsequent to establishing the project baselines.

Schedule Baseline is an "approved" version of the Project Schedule

* Project Schedule is a "living" document, whereas Schedule Baseline is "frozen"
* Project Schedule is the "actual", whereas Schedule Baseline is the "plan".
* Project Schedule is a Project Document, whereas Schedule Baseline is a part of the Project Management Plan.
* Project Schedule is updated as the project is being executed, whereas Schedule Baseline is revised only as a result of an approved
change.

* Schedule performance is measured by comparing the actual (Project Schedule) vs the baseline (Schedule Baseline).
* At the beginning of project execution, the Project Schedule is the same as the Schedule Baseline.
* As work is done on the project, the actual progress is updated on the project schedule.
* At any given date, the latest version of the actual (project) schedule is referred to as the "Project Schedule".

Few more concepts

* You don't touch the Schedule Baseline except for approved changes.
* Schedule Data includes schedule milestones, schedule activities, activity attributes, resource requirements, assumptions & constraints
etc.
* Schedule Network Diagram is a schematic display of logical relationship between project schedule activities.

Enhancing is about increasing the probability of the occurrence of the event. Here, though the measures will be taken to increase the
chance of happening of the event, but no surety to realize it.
In Enhance Response Strategy, opportunity may or may not be realized.
Exploiting is about doing everything to make the event happen; i.e. to make sure that opportunity is realized. Exploit Risk Response
strategy takes the opportunity very seriously and develops an approach to increase the chance of happening to 100% to realize it.
• Enhance - try to realized the opportunity,
• Exploit - ensure to realize the opportunity.
• Enhance - try to increase the probability.
• Exploit - probability increased to 100%.
• Enhance - it can be assumed as opposite of the Mitigation.
• Exploit - it can be assumed as opposite to the Avoid.
Close Procurement
"Close Procurement is the process of completing each project procurement. It supports the Close Project or Phase Process"
Close Procurement is also known as Contract Closure. A procurement is said to be closed when contract reaches to its deadline and it
ends. A project can have a multiple procurement contracts, or single contract. If the project is having multiple contracts then Close
Procurement Process will be performed multiple times with each procurement contract, and if the project has no contract then there will
be no Close Procurement Process.

Close Project
"Close Project or Phase is the process of finalizing all activities across all of the project management process groups to formally complete
the project or phase."
Close Project or Phase Process is performed when project or phase is finally completed and deliverables are accepted. To complete the
close project or phase, close procurement process must has been finished otherwise project closure cannot happen; however, this is not
the case for Close Procurement where Project Closure is not required in order to complete the Close Procurement.

Key Points
* Close Procurement must happen before Close Project or Phase.
* Close Procurement can occur many times in life-cycle of the project, but the Project Closure will be performed once; i.e. at the end.
* Deliverables are accepted in Close Project.
* Every project must be gone through the Close Project process even it is terminated.

Quality Assurance
* Quality Assurance is a method which makes sure that any process developed to generate product is such that the product that comes
out from the process must be fit, and conforms to all stated requirements. To develop the process, Quality Assurance takes input from the
Quality Control Process.
* Quality Assurance is a proactive process, and starts at the very beginning of the project to understands the stated requirements, not
stated requirements, expectation, and creates a plan to meet those requirements and expectations.
* Quality Audit is an example of Quality Assurance. Other examples are training, process definition, and selection of tools etc.
The primary purpose of Quality Assurance is to prevent defects in deliverables at the planning process stage itself to avoid rework.

Quality Control
* Quality Control is a product based approach and is concerned with the operational activities and techniques those are used to fulfill the
requirements of quality.
* The Quality Control functions starts once the projects work has begun. It is a reactive approach and helps to find defects in deliverables.
Site inspection and testing etc. are examples of the Quality Control Process.
* Main purpose of the Quality Control Process is to see if the deliverables are defect free, acceptable as per quality requirements and
standards set in the Quality Assurance process. If deliverables are not as per requirements, suitable corrective action will be taken.
* Quality Assurance, and Quality Control processes are dependent on each other. The Quality Control receives the input from the Quality
Assurance, and in turns gives feedback to the Quality Assurance so that Quality Assurance could validate the process.
* For example, if the project team finds any defects while executing the project, it will correct the error by work around and this feedback
is sent to Quality Assurance for further investigation to take corrective actions in the process so that this error should never happen again
in future. In the same way the Quality Control people will follow the process defined by Quality Assurance so that these defects do not
recur.
http://www.scribd.com/doc/92817563/PMP-Exam-Brain-Dump-Sheet-PM-Lessons-Learned-Group
 HOME Details # of Q Type Rating Source

Rita Mulcahy - PMP Exam Prep - 7th Edition (Knowledge area 409 Excellent Textbook
wise)
Andy Crowe - How to pass PMP on first try? - 4th Edition 200 Good Textbook
Head First PMP (Questions at end) (79) 200 Excellent (MUST) Internet

Christopher Scordo (Lite Mocks + Knowledge Area wise) 1100 18 Mocks Excellent Internet
(50Q) (Must #13 to #18)

Kim Heidman 200 Excellent Internet

Oliver Lehmann 175 Q 175 Excellent (tough) Internet

Oliver Lehmann 75 Q 75 Excellent (tough) Internet
Andy Crowe - How to pass PMP on first try? - 4th Edition 200 Good Textbook
PMP For Sure 100 Excellent Internet
Simpli Learn 200 Full Mock Average Internet

PM Study (72) 200 Full Mock Excellent (Must) Internet

Exam Central 900 Full Mock Good for practice Internet

PM Zilla 30 Tough 30 Very Tough Internet

(not
recommended
before exam)

PMBOOTCAMP 200 Good Internet

TechFaq360 200 Full Mock Poor Internet

Frank T. Anbari 200 Full Mock Good Before Exam Internet

(PMBOK review)

Farndale 262 Full Mock Excellent Internet

Rita's PM Fast Track v7 1565 Excellent (but CD

expensive)
BrainBoK 50 50Q Very Good Internet
Mock
Total Q 6804
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