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Project Integration Management
• Project  Integration  Management  includes  the  processes  and 
activities  needed  to  identify,  define,  combine,  unify  and 
coordinate  the  various  processes  and  project  management 
activities within the Project Management Process Groups

• The  integration  effort  also  involves  making  trade‐offs  among 

competing objectives and alternatives. 

Good project integration management is the key to the 
overall project success 

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1
 Project Integration Management includes making choices 
about: 
‐ Resource allocation,
‐ Balancing competing demands,
‐ Examining any alternative approaches,
‐ Tailoring the processes to meet the project objectives
‐ Managing the interdependencies among the Project
‐ Management Knowledge Areas.

135

The integrative project management processes include:
4.1 Develop Project Charter—The process of developing a document that
formally authorizes the existence of a project and provides the project manager
with the authority to apply organizational resources to project activities.
4.2 Develop Project Management ‐The process of defining, preparing, and 
coordinating all plan components and consolidating them into an integrated 
project management plan.
4.3 Direct and Manage Project Work—The process of leading and  performing 
the work defined in the project management plan and implementing approved 
changes to achieve the project’s objectives.
4.4 Manage Project Knowledge—The process of using existing knowledge and 
creating new knowledge to achieve the project’s objectives and contribute to 
organizational learning.
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2
 4.5 Monitor and Control Project Work—The process of tracking, reviewing,
and reporting project progress against the performance objectives defined
in the project management plan.
4.6 Perform Integrated Change Control—The process of reviewing all change 
requests; approving changes and managing changes to deliverables, 
organizational process assets, project documents, and the project management 
plan; and communicating the decisions.
4.7 Close Project or Phase— The process of finalizing all activities for the project, 
phase, or contract

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Initiating  Planning  Executing  Monitoring &Controlling  Closing   

Process Group Process Group Process Group Process Group Process Group

Manage 
Project 
Knowledge

138

3
 Key concepts for Project Integration Management include:
‐ Project Integration Management is the specific responsibility of the project 
manager and it cannot be delegated or transferred.
‐ The project manager is the one that combines the results from all the other 
Knowledge Areas to provide an overall view of the project. 
‐ The project manager is ultimately responsible for the project as a whole.
‐ Projects and project management are integrative by nature, with most tasks 
involving more than one Knowledge Area.
‐ The relationships of processes within the Project Management Process 
Groups and between the Project Management Process

139

Trends And Emerging Practices In Project Integration Management
‐ Use of automated tools. Use a project management information system (PMIS)
to collect, analyze, information to meet project objectives and benefits.
‐ Use of visual management tools. Use visual management tools, rather than
written plans and other documents
‐ Project knowledge management. The increasingly mobile requires a more
rigorous process of identifying knowledge throughout the project life cycle
‐ Expanding the project manager’s responsibilities. Initiate and finalize the
project, such as project business case development and benefits management.
‐ Hybrid methodologies.

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4
Tailoring Project Integration Management Include: 
‐ Project life cycle. What is an appropriate project life cycle & phases? 
‐ Development life cycle. Is a predictive or adaptive approach appropriate
‐ Management approaches. What management processes are most effective ?
‐ Knowledge management. How will knowledge be managed in the project?
‐ Change. How will change be managed in the project?
‐ Governance. What control boards, committees,? What are the project reporting?
‐ Lessons learned. What information should be collected? How will lessons learned 
be made available to future projects?
‐ Benefits. When and how should benefits be reported:

141

Considerations for Agile/Adaptive Environments

• Iterative and agile approaches promote the engagement of team members
as local domain experts in integration management.
• The team members determine how plans and components should
integrate, the control of the detailed product planning and delivery is
delegated to the team.
• The project manager’s focus is on building a collaborative decision‐making
environment and ensuring the team has the ability to respond to changes.

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5
 4.1 Develop Project Charter

• After deciding what project to work on, it is important to formalize

projects, the project charter is the document that formally
authorizes a project.

• The project charter provides the project manager with authority.

(The project manager is identified and assigned as early in the
project as possible).

143

4.1  Develop Project  Charter

Inputs Tools & Techniques

1. Business documents 1. Expert judgment Outputs

2. Agreements 2. Data gathering
3. Enterprise  3. Interpersonal and  1-Project charter
environmental factors team skills
4. Organizational process  4. Meetings 2-Assumption log
assets

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6
 Expert Judgment
Expert judgment is defined as judgment provided based upon expertise in an
application area, Knowledge Area, discipline, industry...,
Such expertise may be provided by any group or person with specialized

education, knowledge, skill, experience, or training.

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• Other units within the organization,
• Consultants, Industry groups,
• Stakeholders, including customers or sponsors,
• Subject matter experts (SME)
• Project management office (PMO).

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Data Gathering
Brainstorming. identify a list of ideas in a short period of time. It is 
conducted in a group environment and is led by a facilitator. Brainstorming 
comprises two parts: idea generation and analysis.
Focus groups. To bring together stakeholders and subject matter experts to 
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learn about the perceived project risk, success criteria, and other topics in a 
more conversational way than a one‐on‐one interview.
interviews. used to obtain information on high‐level requirements,
assumptions or constraints, approval criteria, and other information from 
stakeholders by talking directly to them. 

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7
Interpersonal And Team SKILLS
Conflict management help bring stakeholders into alignment on the 
objectives, success criteria, high‐level requirements, project description,..
Facilitation.  the ability to effectively guide a group event to a successful 
decision, solution, or conclusion.

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Meeting management. includes preparing the agenda, ensuring that a 
representative for each key stakeholder group is invited, and preparing and 
sending the follow‐up minutes and actions. 
Meetings. are held with key stakeholders to identify the project objectives, 
success criteria, key deliverables, high‐level requirements, summary 
milestones, and other summary information. 
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Project charter
Project charter should address the following:
‐ Project purpose;
‐ Measurable project objectives and related success criteria;
‐ High‐level requirements;
OUTPUTS

‐ High‐level project description, boundaries, and key deliverables;
‐ Overall project risk;
‐ Summary milestone schedule;
‐ Pre‐approved financial resources;
‐ Key stakeholder list;
‐ Project approval requirements –
‐ Project exit criteria 
‐ Assigned project manager, responsibility, and authority level; and
‐ Name and authority of the sponsor or other person(s) authorizing the project charter.
148

8
Assumption Log
• High‐level strategic and operational assumptions and constraints are 
normally identified in the business case before the project is initiated 

OUTPUTS
and will flow into the project charter. 
• Lower‐level activity and task assumptions are generated throughout the 
project such as defining technical specifications, estimates, the schedule, 
risks, etc. 
• The assumption log is used to record all assumptions and constraints 
throughout the project life cycle.

149

4.2 Develop Project  Management Plan

• Project Management Plan development process includes the actions

necessary to define, integrate, and coordinate all subsidiary plans
into a project management plan.
• The project management plan defines how the project is executed,
monitored and controlled, and closed.
• The project management plan documents the collection of outputs
of the planning processes of the Planning Process.

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9
 4.2 Develop Project  Management Plan

Inputs Tools & Techniques

1. Expert judgment Outputs
.1 Project charter
2. Data gathering
.2 Outputs from planning 3. Interpersonal and 
processes
Project
team skills
management
.3 Enterprise environmental 4. Meetings
plan
factors
.4 Organizational process
assets

151

Outputs from Planning Processes
Outputs from many of the planning processes described in Chapters 5
through 13 in the PMBOK are integrated to create the project management
plan.
INPUTS

Any baselines and subsidiary management plans that are an output from
other planning processes are inputs to this process.
In addition, updates to these documents can necessitate updates to the
project management plan.

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10
Enterprise Environmental Factors
 Governmental or industry standards;
 Project management body of knowledge for vertical market (e.g., 
construction) and/or focus area (e.g. environmental, safety, risk, ..

INPUTS
 Project management information system
 Organizational structure, culture, management practices, and sustainability;
 Infrastructure (e.g., existing facilities and capital equipment); and
 Personnel administration (e.g., hiring and termination guidelines, ..

153

Organizational Process Assets
 Standardized guidelines, work instructions, proposal evaluation criteria, and 
performance measurement criteria
 Project management plan template
 Guidelines and criteria for tailoring the organization’s set of standard processes 
INPUTS

to satisfy the specific needs of the project
 Project closure guidelines or requirements like the product validation and 
acceptance criteria,
 Change control procedures 
 Project files from past projects
 Historical information and lessons learned knowledge base
 Configuration management knowledge base.

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11
 Expert Judgment
When developing the project management plan, expert judgment is utilized
to:
• Tailor the process to meet the project needs,
• Develop technical and management details to be included in the

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project management plan,
• Determine resources and skill levels needed to perform project work,
• Define the level of configuration management to apply on the project,
and
• Determine which project documents will be subject to the formal
change control process.

155

Checklists
Many organizations have standardized checklists available based in their own 
experience or use checklists from the industry. 
A checklist may guide the project manager to develop the plan and help to verify that 
all the required information is included in the project management plan. 
Meetings
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Used to discuss the project approach, determine how work will be executed, and 
establish the way the project will be monitored and controlled.
The project kick‐off meeting is usually associated with the end of planning and the 
start of executing. Its purpose is to communicate the objectives of the project, gain 
the commitment of the team for the project, and explain the roles and
responsibilities of each stakeholder. 

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12
 Project Management Plan
The project management plan can be either summary level or detailed, and can
be composed of one or more subsidiary plans and other components.
Project Management Plan content:

OUTPUTS
Project baselines include, but are not limited to:
• Schedule baseline,
• Cost performance baseline, and
• Scope baseline.

Often the scope, schedule, and cost baseline will be combined into a performance
measurement baseline that is used as an overall project baseline against which
integrated performance can be measured. The performance measurement baseline
is used for earned value measurements.
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Subsidiary plans included in Project Management Plan 
•Scope Management Plan
• Requirements Management Plan
• Schedule Management Plan
OUTPUTS

• Cost Management Plan

• Quality Management Plan
• Process Improvement Plan
• Human Resource Plan
• Communications Management Plan
• Risk Management Plan

• Procurement Management Plan

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13
Project Management Plan explains:
• The project management processes selected and their level of
implementation
• The descriptions of the tools and techniques to be used
• How work will be executed to accomplish the project objectives

OUTPUTS
• How changes will be monitored and controlled
• How configuration management will be performed
• How integrity of the performance measurement baselines will be
maintained
• The need and techniques for communication among stakeholders
• The selected project life cycle
• Key management reviews

159

Project Management Plan and Project Documents
OUTPUTS

160

14
 4.3 Direct and Manage Project Execution
Direct and Manage Project Work is the process of leading and performing the work
defined in the project management plan and implementing approved changes to
achieve the project’s objectives.
The key benefit of this process is that it provides overall management of the project
work. The project manager, with project team, directs the performance of the
project activities, work performance information is collected as part of
project execution and is fed into the performance reporting process.
This process is most directly affected by the project application area.
Deliverables are produced as outputs from the processes performed to
accomplish the project work.

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Actions performed in Project Execution are:
•Perform activities to accomplish project requirements;
• Create project deliverables;
• Staff, train, and manage the team members assigned to the project;
• Obtain, manage, and use resources
• Implement the planned methods and standards;
• Establish and manage project communication channels
• Generate project data, such as cost, schedule, technical and quality progress, 
• Issue change requests and adapt approved changes
• Manage risks and implement risk response activities;
• Manage sellers and suppliers
• Collect and document lessons learned, and implement approved process 

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 Direct and Manage Project Execution also requires implementation of 

approved changes covering:
• Corrective action. 
An intentional activity that realigns the performance of the project work with 
the project management plan;
• Preventive action. 
An intentional activity that ensures the future performance of the project 
work is aligned with the project management plan;
• Defect repair. 
An intentional activity to modify a nonconforming product or product 
component.

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4.3 Direct and Manage Project Execution

Inputs Tools & Techniques

Outputs
1. Project  1. Expert judgment
management plan .1 Deliverables
.2 Project management
2. Project documents information system .2 Work performance data
1. Approved change  3. Meetings .3 Issue log
requests
2. Enterprise  .4 Change requests
environmental  .5 Project management 
factor
plan updates
3. Organizational 
process assets  .6 Project documents 
updates
.7 OPA updates
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 Project management information system (PMIS)
• The Project Management Information System (PMIS) ) is a standardized
set of automated tools available within the organization and integrated
into a system.

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• It consists of the tools and techniques used to gather, integrate, and
disseminate the outputs of project management processes.
• The PMIS is used by the project management team to support all aspects
of the project from initiating through closing, and can include both
manual and automated systems.

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Deliverables
An approved deliverable is any unique and verifiable product, result, or
capability to perform a service that must be produced to complete a process,
phase, or project.
OUTPUTS

Work Performance Data

The raw observations and measurements identified during activities being
performed to carry out the project work. Data are often viewed as the lowest level
of detail from which information is derived by other processes. Data is gathered
through work execution and passed to the controlling processes of each process area
for further analysis.
Examples: work completed, key performance indicators, technical performance
measures, start and finish dates of schedule activities., etc.
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Issue Log
The issue log is a project document where all the issues are recorded and 
tracked. 
Data on issues may include:

OUTPUTS
‐ Issue type, Who raised the issue and when,
‐ Description, Priority,
‐ Who is assigned to the issue, Target resolution date,
‐ Status, and Final solution.
The issue log will help the project manager effectively track and manage issues, 
ensuring that they are investigated and resolved. 

167

Change Requests
When issues are found while project work is being performed, change requests are issued
which may modify project policies or procedures, project scope, project cost or budget,
project schedule, or project quality. Other change requests cover needed preventive or
corrective actions to forestall negative impact later in the project.
OUTPUTS

Requests for a change can include:

Corrective action—An intentional activity that realigns the performance of the project
work with the project management plan;
Preventive action—An intentional activity that ensures the future performance of the
project work is aligned with the project management plan;
Defect repair—An intentional activity to modify a nonconforming product or product
component; and/or
Updates—Changes to formally controlled project documents, plans, etc., to reflect
modified or additional ideas or content.
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Project management Plan updates
• Requirements management plan,
• Schedule management plan,
• Cost management plan,
• Quality management plan,

OUTPUTS
• Human resource plan,
• Communications management plan,
• Risk management plan,
• Procurement management plan, and
• Project baselines.
Project Document updates
• Requirements documents,
• Project logs (issue, assumptions, etc.),
• Risk register, and Stakeholder register.

169

4.4 Manage Project Knowledge

• Manage Project Knowledge is the process of using existing

knowledge and creating new knowledge to achieve the project’s
objectives and contribute to organizational learning.
• The key benefits of this process are that prior organizational
knowledge is leveraged to produce or improve the project outcomes,
and knowledge created by the project is available to support
organizational operations and future projects or phases.

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 Knowledge is commonly split into:
“Explicit” (knowledge that can be readily codified using words, pictures, 
and numbers) and 

“Tacit” (knowledge that is personal and difficult to express, such as beliefs, 
insights, experience, and “know‐how”). 
Knowledge management is concerned with managing both tacit and explicit 
knowledge for two purposes: 
1‐ Reusing existing knowledge 
2‐ Creating new knowledge. 

171

4.4 Manage Project Knowledge

Inputs Tools & Techniques

.1 Project management  1. Expert judgment Outputs

plan 2. Knowledge 
management .1 Lessons learned 
.2 Project documents 3. Information  register
.3 Deliverables management
.2 Project management 
.4 Enterprise environmental
4. Interpersonal and 
team skills plan updates
factors
.3 Organizational process 
.5 Organizational process 
assets updates
assets 

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Knowledge management tools and techniques connect people so they can work 
together to create new knowledge, share tacit knowledge, and integrate the knowledge 
of diverse team members. 
The tools and techniques appropriate in project depend on the nature of the project, 
‐ Networking, including informal social interaction and online social networking. 
‐ Meetings, including virtual meetings where participants can interact using 

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communications technology;
‐ Discussion forums such as focus groups;
‐ Knowledge‐sharing events such as seminars and conferences;
‐ Workshops, including problem‐solving sessions and learning reviews
‐ Creativity and ideas management techniques;
‐ Training that involves interaction between learners 

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Information management tools and techniques are used to create and connect 
people to information. 
They are effective for sharing simple, unambiguous, codified explicit knowledge. 
They include :
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‐ Lessons learned register;

‐ Library services;

‐ Information gathering (web searches and reading published articles); 
‐ Project management information system (PMIS). 

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The interpersonal and team skills
‐ Active listening. helps reduce misunderstandings and improves communication and 

knowledge sharing.
‐ Facilitation. helps guide a group to a successful decision, solution, or conclusion.

‐ Leadership. is used to communicate the vision and inspire the project team to focus on 

T&T
the appropriate knowledge and knowledge objectives.
‐ Networking. allows informal connections and relations among project stakeholders to 

be established and creates the conditions to share tacit and explicit knowledge.
‐ Political awareness. helps the project manager to plan communications based on the 

project environment as well as the organization’s political environment.

175

Lessons learned register 
• Can include the category and description of the situation. 
• Include the impact,  recommendations, and proposed actions associated 
OUTPUTS

with the situation. 
• Record challenges, problems, realized risks and opportunities, or other 
content as appropriate.
• At the end of a project or phase, the information is transferred to an 
organizational process asset called a Lessons Learned Repository. 

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 4.5 Monitor and Control Project Work
Monitor and Control Project Work is the process of tracking, reviewing, and 
regulating the progress to meet the performance objectives defined in the 
project management plan..
• Monitoring includes collecting, measuring, and disseminating
performance information, and assessing measurements and trends to
effect process improvements.
Continuous monitoring gives the project management team insight into
the health of the project, and identifies any areas that can require special
attention.

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The Monitor and Control Project Work process is concerned with:

•Comparing actual project performance against the project management plan;
• Assessing performance to determine whether any corrective or preventive actions
are needed
• Identifying new risks and analyzing, tracking, and monitoring existing project risks
• Maintaining an accurate, timely information base concerning the project’s
product(s)
• Providing information to support status reporting, progress measurement,
• Providing forecasts to update current cost and current schedule information;
• Monitoring implementation of approved changes as they occur.
• Ensuring that the project stays aligned with the business needs.
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 4.5 Monitor and Control Project Work
Inputs Tools & Techniques

1. Project management 
1. Expert Judgment Outputs
plan
2. Data analysis
2. Project documents 1. Work performance 
3. Decision making
3. Work performance  reports
4. Meetings
information 2. Change requests
4. Agreements 3. Project management 
5. Enterprise  plan updates –
environmental factors 4. Project documents 
6. Organizational process  updates
assets
179

Data analysis techniques

Alternatives analysis. used to select the corrective actions or a combination of 
corrective and preventive actions to implement when a deviation occurs.
Cost‐benefit analysis. helps to determine the best corrective action in terms of 
cost in case of project deviations.
T&T

Earned value analysis. provides an integrated perspective on scope, schedule, 
and cost performance.
Root cause analysis. focuses on identifying the main reasons of a problem
Trend analysis. Trend analysis is used to forecast future performance based on 
past results. 
Variance analysis. reviews the differences between planned and actual

performance. 
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24
Work performance reports are the physical or electronic representation of 
work performance information intended to generate decisions, actions, or 
awareness.

OUTPUTS
They are circulated to the project stakeholders through the communication 
processes as defined in the project communications management plan. 

181

4.6 Perform Integrated Change Control`

•Perform Integrated Change Control is the process of reviewing all

change requests, approving changes and managing changes to the
deliverables, organizational process assets, project documents and the
project management plan and communicating the decisions.
• The Perform Integrated Change Control process is conducted from
project inception through completion
• Changes to any part of the project management plan or the product of
the project are handled in the integrated change control process.

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25
 4.6 Integrated Change Control

Inputs Tools & Techniques

1. Project management  Outputs
.1 Expert judgment
plan
.2 Change control tools
2. Project documents 1. Approved change 
.3 Data analysis
3. Work performance  requests
.4 Decision making
reports 2. Project management 
.5 Meetings
4. Change requests plan updates
5. Enterprise environmental  3. Project documents 
factors updates
6. Organizational process  4. Change log
assets
183

• Change requests can impact the project scope and the product scope,
,any project management plan component or any project document.
• Changes may be requested by any stakeholder and may occur at any time
throughout the project life cycle.
• Before the baselines are established, changes are not required to be
formally controlled by the Perform Integrated change Control process.
• Once the project is baselined, change requests go through this process

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26
 Every change request needs to be either approved, deferred, or
rejected by a responsible individual, usually the project sponsor or
project manager.

The responsible individual will be identified in the project

management plan or by organizational procedures.

When required, the Perform Integrated Change Control process

includes a Change Control Board (CCB),

185

Change Control Boards (CCBs)

• A formal group of people responsible for approving or rejecting changes
on a project

• Provides guidelines for preparing change requests, evaluates them, and

manages the implementation of approved changes

• Includes stakeholders from the entire organization

• The roles and responsibilities of these boards are clearly defined within
the configuration control and change control procedures, and are
agreed to by the sponsor, customer, and other stakeholders.

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27
 Approved change requests can require new or revised cost
estimates, activity sequences, schedule dates, resource requirements,
and/or analysis of risk response alternatives.

These changes can require adjustments to the project management

plan and other project documents.

Customer or sponsor approval may be required for certain change

requests after CCB approval, unless they are part of the CCB.

187

Change Control Tools

In order to facilitate configuration and change management, manual or

automated tools may be used.
Configuration control is focused on the specification of both the deliverables
T&T

and the processes, while change control is focused on identifying, documenting,

and approving or rejecting changes to the project documents, deliverables, or
baselines.
Tool selection should be based on the needs of the project stakeholders
including organizational and environmental considerations and/or constraints.

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28
Tools should support the following configuration management activities:
• Identify configuration item. Identification and selection of a configuration item to 
provide the basis for which the product configuration is defined and verified, 
products and documents are labeled, changes are managed, and accountability is 
maintained.

T&T
• Record and report configuration item status. Information recording and reporting 
about each configuration item.
• Perform configuration item verification and audit. Configuration verification and 
configuration audits ensure that the composition of a project’s configuration items 
is correct and that corresponding changes are registered, assessed, approved, 
tracked, and correctly implemented. 

189

Data analysis
Alternatives analysis. used to assess the requested changes and decide which are
accepted, rejected, or need to be modified to be finally accepted.
Cost‐benefit analysis. helps to determine if the requested change is worth its
associated cost.
Decision‐making
T&T

Voting. unanimity, majority, or plurality to decide on whether to accept,

defer, or reject change requests.
Autocratic decision making. one individual takes the responsibility for
making the decision for the entire group.
Multi criteria decision analysis. uses a decision matrix to provide a
systematic analytical approach to evaluate the requested changes
according to a set of predefined criteria.
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29
Change Request Status updates
The status of all changes, approved or not, will be updated in the change
request log as part of the project document updates.

Project management Plan updates

OUTPUTS
Elements of the project management plan that may be updated include but are
not limited to:
• Any subsidiary management plans, and
• Baselines that are subject to the formal change control process.
Changes to baselines should only show the changes from the current time
forward. Past performance may not be changed. This protects the integrity of
the baselines and the historical data of past performance.

191

4.7 Close Project or Phase
The process of finalizing all activities for the project, phase, or
contract.
The key benefits of this process are the project or phase information is
archived, the planned work is completed, and organizational team resources
are released to pursue new endeavors.
This process is performed once or at predefined points in the project.

192

30
 4.7 Close Project or Phase
Inputs Tools & Techniques

.1 Project charter Outputs
.1 Expert judgment
.2 Project management plan
.2 Data analysis .1 Project documents 
.3 Project documents
.3 Meetings  updates
.4 Accepted deliverables
.5 Business documents .2 Final product, service, 

.6 Agreements or result transition

.7 Procurement  .3 Final report

documentation .4 Organizational process 

.8 Organizational process  assets updates 

assets 
193

Activities necessary to satisfy completion or exit criteria for the phase or project:

• All documents and deliverables are up‐to‐date and that all issues are resolved;

• Confirming the delivery and formal acceptance of deliverables by the 
customer;

• Ensuring that all costs are charged to the project;
T&T

• Closing project accounts;

• Reassigning personnel;

• Dealing with excess project material;

• Reallocating project facilities, equipment, and other resources; and

• Elaborating the final project reports as required by organizational policies.

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31
 Activities related to the completion of the contractual agreements
• Confirming the formal acceptance of the seller’s work,
• Finalizing open claims,
• Updating records to reflect final results, and
• Archiving such information for future use.

T&T
Activities needed to be done:
• Collect project or phase records,
• Audit project success or failure,
• Manage knowledge sharing and transfer,
• Identify lessons learned, and
• Archive project information for future use by the organization.

195

• Actions and activities necessary to transfer the project’s products,

services, or results to the next phase or to production and/or
operations.

• Collecting any suggestions for improving or updating the policies and

procedures of the organization, and sending them to the appropriate
T&T

organizational unit.

• Measuring stakeholder satisfaction.

The Close Project or Phase process also establishes the procedures to 
investigate and document the reasons for actions taken if a project is
terminated before completion.

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32
mt1

Close Project or Phase
Project Documents Updates
All project documents may be updated and marked as final versions
The final lessons learned register include information on benefits management, 

OUTPUTS
accuracy of the business case, project and development life cycles, risk and issue
management, stakeholder engagement, ..
Final Product, Service, Or Result Transition
This output refers to this transition of the final product, service, or result that the
project was authorized to produce
In the case of phase closure, the intermediate product, service, or result of that
phase from one team to another.

197

Final Report
• Summary level description of the project or phase.
• Scope objectives, the criteria used to evaluate the scope, 
• Quality objectives, the criteria used to evaluate the project and product quality,
OUTPUTS

• Cost objectives, including the acceptable cost range, actual costs, reasons for 
variances.
• Summary of the validation information for the final product, service, or result.
• Schedule objectives 
• Summary of how the final product, service, or result achieved the business needs 
identified in the business plan. 
• Summary of any risks or issues encountered on the project.

198

33
Slide 197

mt1 istrib
uu Regression analysis. This technique analyzes the interrelationships
between different project variables that
contributed to the project outcomes to improve performance on future
projects.
magda talawy, 12/14/2017
 199

5. Project Scope Management

Project Scope Management includes the processes required to
ensure that the project includes all the work required, and only
the work required, to complete the project successfully.
Project Scope Management is primarily concerned with
defining and controlling what is and is not included in the
project .

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34
Scope Management means:
 Constantly checking to make sure you are completing all the work
 Not letting people randomly add to the scope of the project without
a structured change control system
 Making sure all changes fit within the project charter
 Defining and controlling what is and is not included in the project
 Preventing extra work or gold plating

201

• The features and functions that characterize a product, 
Product  service, or results.
Scope • Completion of the product scope is measured against 
the product requirements.

• The work that need to be done to deliver a product, 
service, or result with the specified features and 
Project  functions.
Scope • Completion of the project scope  is measured against 
the project plan.

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35
 Project Scope Management processes includes:
5.1 Plan Scope Management—The process of creating a scope management plan
that documents how the project scope will be defined, validated, and controlled.
5.2 Collect Requirements—The process of determining, documenting, and
managing stakeholder needs and requirements to meet project objectives.
5.3 Define Scope—The process of developing a detailed description of the project
and product.
5.4 Create WBS—The process of subdividing project deliverables and project work
into smaller, more manageable components.
5.5 Validate Scope—The process of formalizing acceptance of the completed project
deliverables.
5.6 Control Scope—The process of monitoring the status of the project and product
scope and managing changes to the scope baseline.
203

Initiating  Planning  Executing  Monitoring &Controlling  Closing   

Process Group Process Group Process Group Process Group Process Group

Plan Scope
Management
Validate 
Scope
5.2
Collect
requirements

Define Scope
Control Scope

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36
 Trends and Emerging Practices In Project Scope Management
Trends and emerging practices for Project Scope Management
include to a focus on collaborating with business analysis
professionals to:

‐ Determine problems and identify business needs;

‐ Identify and recommend viable solutions for meeting those needs;

‐ Elicit, document, and manage stakeholder requirements in order to meet 
business and project objectives; and
‐ Facilitate the successful implementation of the product, service, or end 
result of the program or project 

205

The role with responsibility to conduct business analysis should be

assigned to resources with sufficient business analysis skills and
expertise.

If a Business Analyst is assigned to a project, requirement‐related

activities are the responsibility of that role.

The Project Manager is responsible for ensuring that requirements‐

related work is accounted for in the project management plan and that
requirements‐related activities are performed on time and within
budget and deliver value.

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37
Tailoring   Considerations
Knowledge and requirements management. Does the organization have
knowledge and requirements management systems? What guidelines should
the project manager establish?
Validation and control. Does the organization have existing validation and
control‐related policies, procedures, and guidelines?
Development approach. Does the organization use agile approaches in
managing projects? Is the development approach iterative or incremental?
Stability of requirements. Are there areas of the project with unstable
requirements?
Governance. Does the organization have formal or informal audit and
governance policies, procedures, and guidelines?

207

Considerations For Agile/Adaptive Environments
In projects with evolving requirements, high risk, or significant uncertainty, the
scope is often not understood at the beginning of the project or it evolves
during the project.
Agile methods spend less time trying to define and agree on scope in the
early stage of the project and spend more time establishing the process for its
ongoing discovery and refinement.
Many environments with emerging requirements find that there is often a gap
between the real business requirements and the business requirements that 
were originally stated. 

208

38
 5.1 Plan Scope Management
 Plan Scope Management is the process of creating a scope
management plan that documents how the project scope will be
defined, validated, and controlled.
 The key benefit of this process is that it provides guidance and
direction on how scope will be managed throughout the project.

209

5.1 Plan Scope Management

Inputs Tools & Techniques

.1 Project charter Outputs

.1 Expert judgment
.2 Project management plan
2. Data Analysis
• Quality management plan
3.Meetings
1. Scope management
• Project lifecycle plan
• Development approach
.2 Requirements
.3 Enterprise environmental
management plan
factors
.4 Organizational process
assets

210

39
Project Management Plan
Quality management plan. The way the project and product scope will be 
managed can be influenced by how the organization’s quality policy, 
methodologies, and standards are implemented on the project.

INPUTS
Project life cycle description. determines the series of phases that a project 
passes through from its inception to the end of the project.
Development approach defines whether waterfall, iterative, adaptive, agile, or a 
hybrid development approach will be used.

211

Data Analysis
A data analysis technique that can be used for this process includes but is 
not limited to alternatives analysis. 
Various ways of collecting requirements, elaborating the project and 
T&T

product scope, creating the product, validating the scope, and controlling 
the scope are evaluated.

212

40
Scope Management Plan
• Process for preparing a detailed project scope statement;
• Process that enables the creation of the WBS from the detailed project scope 
statement;

OUTPUTS
• How the scope baseline will be maintained and approved;
• How formal acceptance will be obtained;
Requirements Management Plan
• How requirements activities will be planned, tracked, and reported;
• Configuration management activities such as: how changes to the product will 
be initiated, how impacts will be analyzed, traced, tracked, and reported.
• Requirements prioritization process;

213

5.2 Collect Requirements
Collect Requirements is the process of defining and documenting
stakeholders’ needs to meet the project objectives.

The project’s success is directly influenced by the care taken in

capturing and managing project and product requirements.

Requirements include the quantified and documented needs and

expectations of the sponsor, customer, and other stakeholders

214

41
 5.1 Collect Requirements

Inputs Tools & Techniques

.1 Project charter .1 Expert judgment

.2 Project management plan
.3 Project documents
.4 Business documents
.5 Agreements
.6 Enterprise environmental
factors
.7 Organizational process
assets
Outputs
.2 Data gathering
.1 Requirements
.3 Data analysis
documentation
.4 Decision making
.2 Requirements
.5 Data representation
traceability matrix
.6 Interpersonal and team
skills
.7 Context diagram
.8 Prototypes

215

Data Gathering
Brainstorming. 
Interviews.
Focus groups. prequalified stakeholders and subject matter experts to learn
about their expectations and attitudes about a proposed product, service, or
T&T

result. A trained moderator guides the group through an interactive discussion.

Questionnaires and surveys. are written sets of questions designed to quickly 
accumulate information from a large number of respondents.
Benchmarking. involves comparing actual or planned products, processes, and 
practices to those of comparable organizations to identify best practices, 
generate ideas for improvement, and provide a basis for measuring performance.

216

42
Data Analysis
Examples of documents that may be analysed:
• Agreements;
• Business plans;
• Business process or interface documentation;

T&T
• Business rules repositories;
• Current process flows; u Marketing literature; 
• Problem/issue logs;
• Policies and procedures;
• Regulatory documentation such as laws, codes, or ordinances, etc.;
• Requests for proposal; 

217

Decision‐making 
Voting. Voting is a collective decision‐making technique and an assessment process having
multiple alternatives with an expected outcome in the form of future actions.
Unanimity. A decision that is reached whereby everyone agrees on a single course of 
action.
Majority. A decision that is reached with support obtained from more than 50% of
the members of the group.
T&T

Plurality. A decision that is reached whereby the largest block in a group decides,
even if a majority is not achieved. This method is generally used when the
number of options nominated is more than two.
Autocratic decision making. one individual takes responsibility for making the
decision for the group.
Multi criteria decision analysis uses a decision matrix to provide a systematic
analytical approach for establishing criteria, such as risk levels, uncertainty, and
valuation, to evaluate and rank many ideas.

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43
Data Representation
Affinity diagrams. Allow large numbers of ideas to be classified into groups 
for review and analysis.
Mind mapping. consolidates ideas created through individual brainstorming 

T&T
sessions into a single map to reflect commonality and differences in 
understanding and to generate new ideas.

219

Interpersonal and Team Skills 
Nominal group technique. enhances brainstorming with a voting process
used to rank the most useful ideas for further brainstorming or for
prioritization. The nominal group technique is a structured form of
brainstorming
T&T

Observations. provide a direct way of viewing individuals in their 
environment and how they perform their jobs or tasks and carry out 
processes. 
It is particularly helpful for detailed processes when the people that use the 
product have difficulty or are reluctant to articulate their requirements

220

44
 •Facilitated Workshops
•Requirements workshops are focused sessions that bring key cross‐
functional stakeholders together to define product requirements. 

•Workshops are considered a primary technique for quickly defining cross‐

T&T
functional requirements and reconciling stakeholder differences.

•Because of their interactive group nature, well‐facilitated sessions can build 
trust, foster relationships, and improve communication among the 
participants which can lead to increased stakeholder consensus. 

221

Facilitation.
Facilitation skills are used in the following situations
Joint application design/development (JAD). JAD sessions are used in the 
software development industry. 
Quality function deployment (QFD). In the manufacturing industry, QFD is 
T&T

another facilitation technique that helps determine critical characteristics for 
new product development
User stories. which are short, textual descriptions of required functionality, are 
often developed during a requirements workshop. User stories describe the 
stakeholder role, who benefits from the feature (role), what the stakeholder 
needs to accomplish (goal), and the benefit to the stakeholder (motivation).

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45
Context Diagram
An example of a scope model. Context diagrams visually depict the product 
scope by showing a business system (process, equipment, computer system, 
etc.), and how people and other systems (actors) interact with it

T&T
Context diagrams show inputs to the business system, the actor(s) providing 
the input, the outputs from the business system, and the actor(s) receiving 
the output

223

Prototypes
Prototyping is a method of obtaining early feedback on requirements by 
providing a working model of the expected product before actually building 
it. 
T&T

Since prototypes are tangible, it allows stakeholders to experiment with a 
model of their final product rather than only discussing abstract 
representations of their requirements

224

46
 Requirements Documentation
Requirements documentation describes how individual requirements
meet the business need for the project.

OUTPUTS
Requirements may start out at a high level and become progressively
more detailed as more is known.

Before being baselined, requirements must be unambiguous

(measurable and testable), traceable, complete, consistent, and
acceptable to key stakeholders
.

225

Requirements Traceability Matrix

Table that links requirements to their origin and traces them throughout the project life
cycle.
The implementation of a requirements traceability matrix helps ensure that each
requirement adds business value by linking it to the business and project objectives. This
OUTPUTS

process includes:
• Requirements to business needs, opportunities, goals, and objectives;
• Requirements to project objectives;
• Requirements to project scope/WBS deliverables;
• Requirements to product design;
• Requirements to product development;
• Requirements to test strategy and test scenarios; and
• High‐level requirements to more detailed requirements.
226

47
 5.3 Define Scope
• Define Scope is the process of developing a detailed description of the
project and product.
• The preparation of a detailed project scope statement is critical to
project success and builds upon the major deliverables, assumptions,
and constraints that are documented during project initiation.
• During planning, the project scope is defined and described with greater
specificity because more information about the project is known.
Stakeholder needs, wants, and expectations are analyzed and
converted into requirements.

227

• The process of developing a written scope statement as the basis

for future project decisions.
• The project scope statement describes the project deliverables
and the work required to create those deliverables.
• The scope statement forms the basis for an agreement between
the project team and the project stakeholders by identifying the
project objectives and major project deliverables.

228

48
 5.3 Define Scope

Tools & Techniques

Inputs

.1 Project charter
.2 Project management plan
.3 Project documents
.4 Enterprise environmental
factors
Outputs
.1 Expert judgment
.2 Data analysis .1 Project scope
.3 Decision making statement
.4 Interpersonal and team  .2 Project document
skills updates

.5 Organizational process  .5 Product analysis
assets

229

Data analysis
An example of a data analysis technique that can be used in this process
includes but is not limited to alternatives analysis. Alternatives analysis can
be used to evaluate ways to meet the requirements and the objectives
identified in the charter.
T&T

Product Analysis
Each application area has one or more generally accepted methods for
translating project objectives into tangible deliverables and
requirements. Product analysis includes techniques such as product
breakdown, systems analysis, systems engineering, value engineering,
value analysis, and functional analysis.

230

49
Project scope statement:
A scope statement is a document used to develop and confirm a common
understanding of the project scope.
It should include:
o Project objective

OUTPUTS
o Product scope description
o Project requirements
o Project deliverables
o Product acceptance criteria
o Project exclusions
o Project constrains
o Project assumptions

231

• Constraints:
– Constrains are factors that limit the project
team’s options. Project may contain cost, time,
human resource, quality and other constraints.
• Assumptions:
– Assumptions are factors that, for planning
purposes, are considered to be true, real or
certain. Assumptions affect all aspects of project
planning, they generally involve a degree of risk.

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50
 5.4 Create Work Breakdown Structure (WBS)
• The WBS is a deliverable‐oriented hierarchical decomposition of the work
to be executed by the project team, to accomplish the project objectives

and create the required deliverables. This process is

performed once or at predefined points in the project
The WBS organizes and defines the total scope of the project.
• Methods used during scope definition are:
– Work breakdown structure templates (or WBS from a previous project)
– Decomposition (subdivision).

233

The WBS subdivides the project work into smaller, more

manageable pieces of work, with each descending level of the
WBS representing an increasingly detailed definition of the
project work. The planned work contained within the lowest‐
level WBS components, which are called work packages, can be
scheduled, cost estimated, monitored, and controlled.

Work Package:
•The lowest level of a WBS.
•Work packages are further broken down during the Activity
Definition Process.

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51
 5.4 Create WBS

Tools & Techniques

Inputs

1. Expert judgment Outputs

.1 Project management
plan 2. Decomposition

.2 Project documents 1- Scope baseline

.3 Enterprise environmental .2 Project documents

factors updates

.4 Organizational process
assets

235

Decomposition : how to develop WBS?

• Identifying and analyzing the deliverables and related work,

• Structuring and organizing the WBS,

• Decomposing the upper WBS levels into lower‐level detailed 
T&T

components,

• Developing and assigning identification codes to the WBS components, 
and

• Verifying that the degree of decomposition of the deliverables is 
appropriate.

236

52
Why we develop WBS?
• It helps prevent work from slipping through the cracks
• It provides the project team with an understanding of where their pieces fit
into the overall project management plan and gives them an indication of the
impact of their work on the project as a whole

Developing WBS will answer the following:
• What tasks must be done? 
• Who will do each one? 
• How long will each task take? 
• What materials/supplies are required? 
• How much will each task cost? 

237

Work Breakdown Structure
• Is a graphical picture of the hierarchy of the project
• Identifies all the work to be performed—if it is not in the WBS, it is not
part of the project
• Is the foundation upon which the project is built
• Is VERY important
• Should exist for every project
• Forces you to think through all aspects of the project
• Can be reused for other projects
• Shows hierarchy or is the foundation of the project
• Does NOT show dependencies

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53
The WBS structure can be represented in a number of forms:
‐ Using phases of the project life cycle as the second level of decomposition, 
with the product and project deliverables inserted at the third level
‐ Using major deliverables as the second level of decomposition
‐ Incorporating subcomponents that may be developed by organizations 
outside the project team, such as contracted work. 
The WBS represents all product and project work, including the project 
management work. 
The total of the work at the lowest levels should roll up to the higher levels so 
that nothing is left out and no extra work is performed. 
This is sometimes called the 100 percent rule
239

OUTPUTS

240

54
WBS dictionary. The WBS dictionary is a document that provides detailed
deliverable, activity, and scheduling information about each component in the WBS
Information in the WBS dictionary may include but is not limited to:
- Code of account identifier,

OUTPUTS
- Description of work,
- Assumptions and constraints,
- Responsible organization,
- Schedule milestones, Associated schedule activities,
- Resources required, Cost estimates,
- Quality requirements, Acceptance criteria,

241

•Scope Baseline
The approved detailed project scope statement and its
associated WBS, work package, planning package and
OUTPUTS

WBS dictionary are the scope baseline for the project.

242

55
 5.5 Validate Scope
Validate Scope is the process of formalizing acceptance of the 
completed project deliverables. 
The key benefit of this process is that it brings objectivity to the 
acceptance process and increases the chance of final product, 
service, or result acceptance by validating each deliverable.

243

Scope validation differs from quality control in that:

Scope validation is primarily concerned with acceptance of the
deliverables, while quality control is primarily concerned with
meeting the quality requirements specified for the deliverables.
Quality control is generally performed before scope verification, but
these two processes can be performed in parallel.

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 5.5 Validate Scope
Tools & Techniques
Inputs

Outputs
1. Project management 
1. Inspection
plan
2. Decision‐making .1 Accepted deliverables
.2 Project documents
.2 Work performance
.3 Verified deliverables Information
.4 Work performance data 3. Change requests
.4 Project documents
updates

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•Inspection
Inspection includes activities such as measuring, examining, and
verifying to determine whether work and deliverables meet
requirements and product acceptance criteria.
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Inspections are variously called reviews, product reviews, audits,

and walkthroughs.
Group Decision‐Making Techniques
These techniques are used to reach a conclusion when the validation is 
performed by the project team and other stakeholders.

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Accepted Deliverables
Deliverables that meet the acceptance criteria are formally signed off and 
approved by the customer or sponsor.
Formal documentation received from the customer or sponsor 

OUTPUTS
acknowledging formal stakeholder acceptance of the project’s deliverables 
is forwarded to the Close Project or Phase process
Change Requests
The completed deliverables that have not been formally accepted are 
documented, along with the reasons for non‐acceptance of those 
deliverables. Those deliverables may require a change request for defect 
repair.

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5.6 Control Scope
• Project scope control is concerned with influencing the factors that create
project scope changes and controlling the impact of those changes.
• Scope control assures all requested changes and recommended
corrective actions are processed through the project Integrated Change
Control process.
• Project scope control is also used to manage the actual changes when
they occur and is integrated with the other control processes.

Uncontrolled changes are often referred to as project 
scope creep.

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 5.6 Control Scope

Inputs Tools & Techniques

.1 Project management 1. Data analysis Outputs

plan
.1 Work performance
.2 Project documents
information
3.Work performance data
.2 Change requests
4.Organizational process
.3 Project management
assets
plan updates
.4 Project documents
updates

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Change Control System

• A project scope change control system, documented in the project
scope management plan, defines the procedures by which the project
scope and product scope can be changed.
• The system includes the documentation, tracking systems, and approval
levels necessary for authorizing changes.
• The scope change control system is integrated with any overall project
management information system to control project scope.

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 Configuration Management System
A formal configuration management system provides procedures
for the status of the deliverables, and assures that requested
changes to the project scope and product scope are thoroughly
considered and documented before being processed through the
Integrated Change Control process.

251

Data Analysis
Data analysis techniques that can be used in the Control Scope process 
include but are not limited to:
Variance analysis. Variance analysis is used to compare the baseline to the
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actual results and determine if the variance is within the threshold amount

or if corrective or preventive action is appropriate.

Trend analysis. Trend analysis examines project performance over 
time to determine if performance is improving or deteriorating.

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Work Performance Information
Includes correlated and contextualized information on how the project
scope is performing compared to the scope baseline.
It can include the changes received, the identified scope variances and their 
causes, how they impact schedule or cost, and the forecast of the future 

OUTPUTS
scope performance. 
Project Management Plan Updates
• Scope Baseline Updates. If the approved change requests have an effect 
on the project scope, then the scope statement, the WBS, and the WBS 
dictionary are revised and reissued to reflect the approved changes 
through Perform Integrated Change Control process.
• Other Baseline Updates. 

253

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 6. Project Time Management

Project Time Management includes the processes

required to accomplish timely completion of the
project.

255

The Project Time Management processes include:

6.1 Plan Schedule Management—The process of establishing the 
policies, procedures, and documentation for planning, developing, 
managing, executing, and controlling the project schedule.

6.2 Define Activities—The process of identifying and documenting the 
specific actions to be performed to produce the project deliverables.

6.3 Sequence Activities—The process of identifying and documenting 
relationships among the project activities.

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 6.4 Estimate Activity Durations—The process of estimating the number 
of work periods needed to complete individual activities with estimated 
resources.

6.5 Develop Schedule— The process of analyzing activity sequences, 

durations, resource requirements, and schedule constraints to create the 
project schedule model for project execution and monitoring and 
controlling.

6.6 Control Schedule— The process of monitoring the status of the 
project to update the project schedule and manage changes to the schedule 
baseline
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Initiating  Planning  Executing  Monitoring &Controlling  Closing   

Process Group Process Group Process Group Process Group Process Group

6.1 Plan
Schedule
Management

6.6 Control
6.2 Define Schedule
Activities

6.3 Sequence
Activities

6.4 Estimate
Activity
Durations

6.5 Develop
Schedule

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 key concepts for project schedule management
Project scheduling provides a detailed plan that represents how and when 
the project will deliver the products, services, and results defined in the 
project scope and serves as a tool for communication, managing 

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stakeholders’ expectations, and as a basis for performance reporting. 
The result is a project schedule. 
For smaller projects, defining activities, sequencing activities, estimating 
activity durations, and developing the schedule model are so tightly linked 
that they are viewed as a single process that can be performed by a 
person over a relatively short period of time. 

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Trends And Emerging Practices In Project Schedule Management
Adaptive planning defines a plan but acknowledges that once work starts, the 
priorities may change and the plan needs to reflect this new knowledge.
The emerging practices for project scheduling methods include :
‐ Iterative scheduling with a backlog. This is a form of rolling wave planning 
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based on adaptive life cycles, such as the agile approach for product 
development. 
‐ It is used to deliver incremental value to the customer The benefit of this 
approach is that it welcomes changes throughout the development life 
cycle.

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 ‐ On‐demand scheduling. is based on the theory‐of‐ constraints and 
pull‐based scheduling concepts from lean manufacturing to limit a 
team’s work in progress in order to balance demand against the 
team’s delivery throughput. 

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‐ On‐demand scheduling is often used for projects that evolve the 
product incrementally in operational or sustainment environments, 
and where tasks may be made relatively similar in size and scope or 
can be bundled by size and scope.

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Tailoring   Considerations
‐ Life cycle approach. What is the most appropriate life cycle approach that 
allows for a more detailed schedule?
‐ Resource availability. What are the factors influencing durations 
‐ Project dimensions. project complexity, technological uncertainty, product 
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novelty, pace, or progress tracking (such as earned value, percentage 
complete, red‐yellow‐green (stop light) indicators) impact the desired level of 
control?
‐Technology support. Is technology used to develop, record, transmit, 
receive, and store project schedule model information and is it readily 
accessible?

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Considerations For Agile/Adaptive Environments
Adaptive approaches use short cycles to undertake work, review the results, 
and adapt as necessary. These cycles provide rapid feedback on the 
approaches and suitability of deliverables.

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To address the full delivery life cycle for larger, enterprise‐wide systems, a 
range of techniques utilizing a predictive approach, adaptive approach, or a 
hybrid of both, may need to be adopted. 
The role of the project manager does not change based on managing 
projects using a predictive development life cycle or managing projects in 
adaptive environments

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6.1 Plan Schedule Management
the process of establishing the policies, procedures, and documentation 
for planning, developing, managing, executing, and controlling the project 
schedule.
The key benefit of this process is that it provides guidance and direction 
on how the project schedule will be managed throughout the project

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 6.1 Plan Schedule Management
Tools & Techniques
Inputs

1Project charter. Outputs
1. Expert judgment
2 Project management plan .2 Data Analysis  Schedule management
.3 Enterprise  .3 Meetings plan
environmental
factors
.4 Organizational process
assets

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Data analysis (Analytical Techniques)

The Plan Schedule Management process may involve choosing strategic 

options to estimate and schedule the project such as: 
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scheduling methodology, scheduling tools and techniques, estimating 

approaches, formats, and project management software.

The schedule management plan may also detail ways to fast track or crash

the project schedule such as undertaking work in parallel. 

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Schedule Management Plan
Establishes the criteria and the activities for developing, monitoring, and
controlling the schedule, it includes:
• Project schedule model development.
• Level of accuracy.

OUTPUTS
• Units of measure.
• Organizational procedures links.
• Project schedule model maintenance.
• Control thresholds.
• Rules of performance measurement.
• Reporting formats.
• Process descriptions.

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6.2 Define Activities

• Defining the schedule activities involves identifying and

documenting the work that is planned to be performed.

• The Activity Definition process will identify the deliverables at the

lowest level in the work breakdown structure (WBS), which is
called the work package.

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68
 • Project work packages are planned (decomposed) into smaller
components called schedule activities to provide a basis for
estimating, scheduling, executing, and monitoring and controlling
the project work.

• Upon finishing this step we get activity list, activity

attributes ( identifier, codes,..) and milestone list

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6.2 Define Activities
Tools & Techniques
Inputs

1 .Project management Outputs
1. Expert judgment
plan 
2. Enterprise  
2. Decomposition.
1. Activity list
environmental factors 3. Rolling wave planning
2. Activity attributes.
3. Organizational  4. Meeting
3. Milestone list.
process assets
4. Change request
5. Project management 
plan update

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 Rolling Wave Planning
• Rolling wave planning is a form of progressive elaboration planning
where the work to be accomplished in the near term is planned in detail
at a low level of the WBS, while work far in the future is planned for WBS

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components that are at a relatively high level of the WBS.

• The work to be performed within another one or two reporting periods

in the near future is planned in detail as work is being completed during
the current period.

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WBS
•Planning Component
• When insufficient definition of the project Control
scope is available to decompose a branch of Accounts

the WBS down to the work package level, the

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Planning 
last component in that branch of the WBS can Package
be used to develop a high‐level project
schedule for that component. Work 
Package

Activities

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Two planning components are:
1‐ Control Account. A management control point can be placed at
selected management points of the WBS above the work package
level. These control points are used as a basis for planning when

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associated work packages have not yet been planned. All work and
effort performed within a control account is documented in a
control account plan.
2‐ Planning Package. A planning package is a WBS component
below the control account, but above the work package.

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6.3 Sequence Activities
• Activity sequencing involves identifying and documenting the
logical relationships among schedule activities.

• Schedule activities can be logically sequenced with proper

precedence relationships, as well as leads and lags to support
later development of a realistic and achievable project schedule.

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71
 6.3 Sequence Activities
Tools & Techniques
Inputs

.1 Project management Outputs
1. Precedence diagramming
plan
method (PDM)
2. Project documents
.1 Project schedule 
.2 Dependency determination 
3. Enterprise 
and integration network diagrams
environmental Factors
.3 Leads and lags .2 Project documents 
4. Organizational 
4.Project management  updates
process assets
information system

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Dependency Determination
• Mandatory dependencies (Hard Logic)
Those dependencies which are inherent in the nature of the work being done. They
often involve physical limitations.

• Discretionary dependencies (soft logic)

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Those dependencies that are defined by the project management team. These
dependencies can be changed if needed, while the others cannot easily be changed.

• External dependencies
Those dependencies that are involve a relationship between project activities and non‐
project activities.
Internal dependencies. Internal dependencies involve a precedence relationship
between project activities and are generally inside the project team’s control.

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 Precedence Diagramming Method (PDM)
• PDM is a method of constructing a project schedule network diagram
that uses boxes or rectangles, referred to as nodes, to represent activities
and connects them with arrows that show the dependencies. This

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technique is also called activity on‐node (AON), and is the method used
by most project management software packages.

277

PDM includes four types of dependencies or precedence relationships: 

• Finish‐to‐Start. The initiation of the (i) (j)

FSij
successor activity depends upon the
completion of the predecessor activity.
• Finish‐to‐Finish. The completion of the (i) (j)
successor activity depends upon the
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FFij
completion of the predecessor activity.
SSij
• Start‐to‐Start. The initiation of the
(i) (j)
successor activity depends upon the
initiation of the predecessor activity.
• Start‐to‐Finish. The completion of the (i) (j)
successor activity depends upon the
SFij
initiation of the predecessor activity.

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 SS

ES j EF ES j EF
FS
Description. Description.
LS DUR LF LS DUR LF

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FF

SF
Leads and Lags :
• A lead may be added to start an activity before the predecessor activity is
completed.
• A lag is inserted waiting time between activities

279

Project Schedule network Diagrams
Project schedule network diagrams are schematic displays of the project’s 
schedule activities and the logical relationships among them, also referred to as 
dependencies. 
OUTPUTS

A project schedule network diagram can be produced manually or by
using project management software. It can include full project details, or have one 
or more summary activities. 
A summary narrative can accompany the diagram and describe the basic approach 
used to sequence the activities. 

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 6.4 Estimate Activity Durations
• The Estimate Activity Durations process requires that the amount
of work effort required to complete the schedule activity is
estimated.

• The process of estimating schedule activity durations uses

information on schedule activity scope of work, required resource
types, estimated resource quantities, and resource calendars with
resource availabilities.

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mt3

Factors For Consideration When Estimating Duration

Law of diminishing returns. 
Number of resources.
Advances in technology. 
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Motivation of staff. 

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Slide 282

mt3 Law of diminishing returns. When one factor (e.g., resource) used to
determine the effort required to produce a
unit of work is increased while all other factors remain fixed, a point will
eventually be reached at which additions of that one factor start to yield
progressively smaller or diminishing increases in output
magda talawy, 02/23/2018
 6.4 Estimate Activity Durations

Inputs Tools & Techniques

.1 Project management .1 Expert judgment Outputs

plan
.2 Analogous estimating
2. Project documents 1. duration estimates
.3 Parametric estimating
3. Enterprise  .4 Three‐point estimating 2. Basis of estimate
environmental Factors .5 bottom‐up estimating 3.Project documents 
4. Organizational  process  6. Data analysis
updates
assets 7. Decision making
8. meeting

283

How is the estimation done?

• Expert Judgment
• Analogous Estimating
Analogous duration estimating means using the actual duration of a
previous, similar schedule activity as the basis for estimating .
It is generally less costly and less time consuming, but also less accurate.
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Parametric estimating an algorithm is used to calculate cost or duration

based on historical data and project parameters.
• Parametric estimating uses a statistical relationship between historical
data and other variables (e.g., square footage in construction) to calculate
an estimate for activity parameters, such as cost, budget, and duration.

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76
Three‐Point Estimates
The accuracy of the activity duration estimate can be improved by considering the
amount of risk in the original estimate.
 Most likely. The duration of the schedule activity, given the resources likely to be 
assigned, their productivity, realistic expectations of availability .
 Optimistic. The activity duration is based on a best‐case

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 Pessimistic. The activity duration is based on a worst‐case scenario.

• Triangular Distribution. tE = (to + tM + tP) / 3

• Beta Distribution (from the traditional PERT technique). tE = (to + 4 tM + tP) / 6

• Standard deviation of an activity σ = (P – 0) / 6

• Variance of an activity V = [(p – 0) / 6]2

285

Normal Distribution
Statistically measure variability – commonly used in quality control

‐1 σ +1 σ
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‐2 σ +2 σ
‐3 σ +3 σ
Tе, Project
Duration 
68.26%
95.46%
99.73%
LCL UCL

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77
 Bottom‐up Estimating
Bottom‐up estimating is a method of estimating project duration or cost by 
aggregating the estimates of the lower‐ level components of the WBS. When an 
activity’s duration cannot be estimated with a reasonable degree of confidence, the 
work within the activity is decomposed into more detail. 

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287

Data Analysis
Alternatives analysis. 
Alternatives analysis is used to compare various levels of resource capability or skills; 
scheduling compression techniques ,different tools (manual versus automated); and make, 
rent, or buy decisions regarding the resources. 
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Reserve Analysis
Duration estimates may include contingency reserves, (sometimes referred to as time
reserves or buffers) into the overall project schedule to account for schedule uncertainty.
The contingency reserve may be a percentage or a fixed number of work periods
As more precise information about the project becomes available, the contingency
reserve may be used, reduced, or eliminated..

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78
Duration Estimates
‐ A range of 2 weeks ± 2 days, which indicates that the activity will take at least

8 days and not more than 12 (assuming a 5‐day work week); or

A 15% probability of exceeding 3 weeks, which indicates a high probability—

OUTPUTS
85%—that the activity will take 3 weeks or less.
Basis of estimates
‐ Documentation of the basis of the estimate (i.e., how it was developed),
‐ Documentation of all assumptions made & any known constraints,
Indication of the range of possible estimates (e.g., ±10%) 
‐ Documentation of individual project risks influencing this estimate.

289

6.5 Develop Schedule 
• Project schedule development, an iterative process, determines planned
start (ES,LS) and finish dates (EF,LF) for project activities.

• Schedule development can require that duration estimates and resource

estimates are reviewed and revised to create an approved project schedule
that can serve as a baseline against which progress can be tracked.

• Schedule development continues throughout the project as work

progresses, the project management plan changes, and anticipated risk
events occur or disappear as new risks are identified.

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 6.5 Develop Schedule 

Inputs Tools & Techniques

1. Schedule network Outputs

.1 Project management plan
.2 project documents analysis
2. Critical path method 1. Schedule baseline
.3 agreements
3. Resource optimization 2. Project schedule
.4 Enterprise environmental
4. Data analysis 3. Schedule data
factors
5. Leads and lags 4. Project calendars
.5 Organizational process
6. Schedule compression 5. Change request
assets
7. Project management 6. Project management
information system plan updates
8. Agile release planning 7. Project documents
updates
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Critical path method (CPM)

• The critical path method includes determining the longest path in the
network diagram (the critical path) and the earliest and latest an activity
can start and the earliest and latest it can be completed.
• Critical Path : The critical path is the longest duration path through a
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network diagram and determines the shortest time to complete the

project.
• The critical path method calculates the theoretical early start and finish
dates, and late start and finish dates, for all schedule activities without
regard for any resource limitations, by performing a forward pass analysis
and a backward pass analysis through the project schedule network paths.

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Making Time Calculations
The four time values as associated with each activity are Early Start (ES), Early
Finish (EF), Late Start (LS), and Late Finish (LF).
Forward and Backward Pass
The forward pass through the network determines each activity’s ES and EF

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and the project’s duration or the earliest date a project can finish.
The backward pass through the network determines each activity’s LS and LF.
The calculations assume that activities begin on the morning of the
scheduled start date and end in the evening of the scheduled finish date

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Example
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81
Forward calculation

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Backward calculation
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Critical Path : The critical path is the longest duration path through a 
network diagram and determines the shortest time to complete the 
project.

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Paths
ASRART - B - D = 40
ASRART - AFINISH – C – D = 45

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 Total Float (TF)

The total float TF of activity is the maximum time that activity can be delayed without

causing delay in the final project completion.

 It is computed by: TF = LS – ES

= LF – EF
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 Free Float (FF)

Free float is the maximum time activity may be delayed without affecting the start of
the successor activities.
Free float is equal to the difference between an activity’s EF and the smallest ES
of the following or succeeding activities minus 1.

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 Resource Optimization Techniques

Resource leveling. 
A technique in which start and finish dates are adjusted based on resource 
constraints with the goal of balancing demand for resources with the available 
supply. It can be used when required resources are only available at certain times, 

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or in limited quantities, Resource leveling can often cause the original critical path 
to change, usually to increase.
Resource Smoothing. 
In resource smoothing, as opposed to resource leveling, the project’s critical path is 
not changed and the completion date may not be delayed. 
Thus resource smoothing may not be able to optimize all resources.

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Data analysis
•What‐If Scenario Analysis
•This is an analysis of the question "What if the situation represented by scenario
`X' happens?" A schedule network analysis is performed using the schedule model
to compute the different scenarios, such as delaying a major component delivery.
•The outcome of the what‐if scenario analysis can be used to assess the feasibility
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of the project schedule under adverse conditions, and in preparing contingency

and response plans

•Simulation
• involves calculating multiple project durations with different sets of activity
assumptions usually using probability distributions constructed from the three‐
point estimates. The most common technique is Monte Carlo Analysis .

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 Schedule Compression

• Schedule compression shortens the project schedule without changing the

project scope, to meet schedule constraints, imposed dates, or other
schedule objectives.
• Schedule compression techniques include:

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 Crashing. Schedule compression technique in which cost and schedule
tradeoffs are analyzed to determine how to obtain the greatest amount of
compression for the least incremental cost.
 Fast tracking. A schedule compression technique in which phases or
activities that normally would be done in sequence are performed in parallel.
Fast tracking can result in rework and increased risk.

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Agile Release Planning
Agile release planning provides a high‐level summary timeline of the release 
schedule (typically 3 to 6 months) based on the product roadmap and the 
product vision for the product’s evolution.
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It determines the number of iterations or sprints in the release, and allows 
the product owner and team to decide how much needs to be developed 
and how long it will take to have a releasable product based on business 
goals, dependencies, and impediments.

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mt2

The relationship among product vision, product roadmap, release planning, and iteration planning

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User stories. which are short, textual descriptions of required functionality,
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Schedule Baseline
• A schedule baseline is the approved version of a schedule model that 
can be changed only through formal change control procedures and is 
used as a basis for comparison to actual results. 
OUTPUTS

• It is accepted and approved by the appropriate stakeholders as the 
schedule baseline with baseline start dates and baseline finish dates. 
• During monitoring and controlling, the approved baseline dates are 
compared to the actual start and finish dates to determine whether 
variances have occurred. 
• The schedule baseline is a component of the project management plan.

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Slide 303

mt2 User stories. which are short, textual descriptions of required functionality, are
often developed during a requirements workshop. User stories describe the
stakeholder role, who benefits from the feature (role), what the stakeholder
needs to accomplish (goal), and the benefit to the stakeholder (motivation).
magda talawy, 12/28/2017
 Project Schedule

• Project schedule network diagrams. These diagrams, usually show both

the project network logic and the project's critical path schedule activities.
• Bar charts. These charts, with bars representing activities, show activity

OUTPUTS
start and end dates, as well as expected durations. Bar charts are relatively
easy to read, and are frequently used in management presentations.
• Milestone charts. These charts are similar to bar charts, but only identify
the scheduled start or completion of major deliverables and key external
interfaces.

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Milestone Chart

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6.6 Control Schedule

Control Schedule is the process of monitoring the status of the

project to update the project schedule and managing changes to the
schedule baseline. The key benefit of this process is that the schedule
baseline is maintained throughout the project. This process is
performed throughout the project.

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 Schedule control is concerned with: 
• Determining the current status of the project schedule

• Influencing the factors that create schedule changes

• Reconsidering necessary schedule reserves,

• Determining that the project schedule has changed

• Managing the actual changes as they occur.

Schedule control is a portion of the Integrated Change Control process

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When an agile approach is used, Control Schedule is concerned with:
‐Determining the current status of the project schedule by comparing the total amount 
of work delivered and accepted against the estimates of work completed for the 
elapsed time cycle;
‐ Conducting retrospectives (scheduled reviews to record lessons learned) for correcting 
T&T

processes and improving, if required;
‐ Reprioritizing the remaining work plan (backlog);
‐ Determining the rate at which the deliverables are produced, validated, and accepted 
(velocity) in the given time per iteration (agreed‐upon work cycle duration, typically 2 
weeks or 1 month);
‐ Determining that the project schedule has changed; and
‐ Managing the actual changes as they occur.

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 6.6 Control Schedule

Inputs Tools & Techniques

Outputs
.1 data analysis
.1 Project management plan
.2 critical path method 1. Work performance
.2 project documents
.3 Project management information
.3 Work performance data
information system .2 Schedule forecasts
.4 Organizational process
.4 Resource optimization .3 Change requests
assets
.5 Leads and lags .4 Project management
.6 Schedule compression plan updates
. .5 Project documents
updates

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Data Analysis
‐ Earned value analysis. Schedule performance measurements such as schedule 
variance (SV) and schedule performance index (SPI) are used to assess the 
magnitude of variation to the original schedule  baseline.
‐ Itration burndown chart. This chart tracks the work that remains to be 
T&T

completed in the iteration backlog. It is used to analyze the variance with respect 
to an ideal burndown based on the work committed from iteration planning. 
A forecast trend line can be used to predict the likely variance at iteration 
completion and take appropriate actions during the course of the iteration. 

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 T&T
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‐Performance reviews measure, compare, and analyze schedule performance 
against the schedule baseline 
‐ Trend analysis. examines project performance over time to determine whether 
performance is improving or deteriorating. 
‐ Variance analysis looks at variances in planned versus actual start and finish 
T&T

dates, planned versus actual durations, and variances in float. Part of variance 
analysis is determining the cause and degree of variance relative to the schedule 
baseline 
‐ What‐if scenario analysis. is used to assess the various scenarios guided by the 
output from the Project Risk Management processes to bring the schedule model 
into alignment with the project management plan and approved baseline.
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Work Performance Information
The calculated SV and SPI time performance indicators for WBS components, in 
particular the work packages and control accounts, are documented and 
communicated to stakeholders.

OUTPUTS
Schedule Forecasts
Schedule forecasts are estimates or predictions of conditions and events in the 
project’s future based on information available at the time of the forecast. 
Forecasts are updated and reissued based on work performance information 
provided as the project is executed. The information is based on the project’s 
past performance and expected future performance, and includes earned value 
performance indicators that could impact the project in the future.

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