PMP – Project Management Professional

Exam Study Guide

Contents
• 5 x 9 Process Chart – Knowledge Areas and Process Groups
• PMI Process Input-Tools/Techniques-Output slides (ordered by
Knowledge Area)
• I-TT-O listing per PMBOK v4
• Notes from PMBOK v4 and Heldman text **
• Study Tools and Exercises
• Formulas and Diagrams
• AOA/ADM Exercises (2)
• AON/PDM Exercises (3)
• 5 x 9 Process Chart – Knowledge Areas and Process Groups
• General activity flow

** PMP – Project Management Professional Exam STUDY

GUIDE – Fifth Edition, Kim Heldman, 2009, ISBN: 978-0-
470-45558-6

20-Feb-10 1
 PMI - Process Mapping Chart (PMBOK v4)

Process Groups
Knowledge Areas Initiate Planning Execute Monitor / Control Close

Integration Monitor & Control Project Work

6 Develop Project Charter Develop Project Management Plan Direct & Manage Project Execution Close Project (Phase)
I Perform Integrated Change Control

Scope Collect Requirements

Verify Scope
5 Define Scope
S Create WBS
Control Scope

Define Activities
Time Sequence Activities
6 Estimate Activity Resources Control Schedule
T Estimate Activity Durations
Develop Schedule

Cost Estimate Costs

3 Control Costs
C Determine Budget

Quality
3 Plan Quality Perform Quality Assurance Perform Quality Control
Q

Human Resources Acquire Project Team

4 Develop Human Resources Plan Develop Project Team
H Manage Project Team

Communications Distribute Information

5 Identify Stakeholders Plan Communications Report Performance
C Manage Stakeholder Expectations

Plan Risk Management

Risk Identify Risks
6 Perform Qualitative Risk Analysis Monitor & Control Risks
R Perform Quantitative Risk Analysis
Plan Risk Responses

Procurement
4 Plan Procurements Conduct Procurements Administer Procurements Close Procurements
P

20-Feb-10 2 processes in INITIATE ALL KA's in PLAN No HR in M/C 2 processes in CLOSE 2

 Project Integration Management
Things to remember:
• Coordinating all aspects of the project plan
• PM assigned BEFORE planning starts (some time during initiation)
• PM and team must address every process to determine the level to which is
applies to the project – tailoring
• Links between process groups are often iterated – plan feeds execute and changes
during execute feed back to plan for updates
• Enterprise Environmental Factors (EEF): organizational structure, gov’t / industry
standards, infrastructure, exist human resources (skills), personnel admin, work
authorization systems, stakeholder risk tolerances, communication channels, PMIS
• Organizational Process Assets (OPA): process related assets – plans, policies,
procedures, guidelines, lessons learned, historical info, templates, work instructions
• SOW – narrative description of products to be delivered – business need, product scope,
strategic plan
• Charter - purpose + measureable objectives + high level requirements and risks +
summary milestones and budget + approval metrics
• REVIEW – ANALYZE – EVALUATE before RECOMMEND
• Opportunity cost – sum of all opportunities missed by selecting a given project
20-Feb-10 3
 Develop Project Charter
Inputs Tools & Techniques Outputs

• Project Statement of Work (SOW) • Expert judgement • Project charter

• Business Case
• Contract (from external customer)
• Enterprise environmental factors
• Organizational process assets

• Develops a document to formally authorize project. Documents initial requirements that satisfy stakeholder needs. PM
assignment stated.
• Project selection
• Mathematical models – linear, dynamic, non-linear programming, …
• Benefit measurement -
• Cost-Benefit Analysis – costs to produce, market, support (BCR = Benefit Cost Ratio … > 1 is best)
• Scoring Models – weighted criteria evaluated for each project
• Cash flow analysis – payback period, discounted cash flow (PV, FV), net present value (NPV), internal rate of
return (IRR)
• NPV - cash inflows reinvested at cost of capital
• IRR - rate when NPV = 0 / cash inflows reinvested at IRR
• Payback LEAST precise / NPV most conservative / NPV and IRR = same conclusion
20-Feb-10 • Choose projects with HIGHEST IRR or HIGHEST NPV 4
 Develop Project Management Plan
Inputs Tools & Techniques Outputs

• Project Charter • Expert judgement • Project Management Plan

• Outputs from planning processes
• Enterprise environmental factors
• Organizational process assets

• Documents actions necessary to define, prepare, integrate, and coordinate all subsidiary plans
• Series of integrated processes – progressively elaborated by updates and controlled through
change management
• Scope, schedule, cost baselines = performance measurement baseline (for EVM)
• Project Management Plan components:
• Baselines – Schedule, Cost, Scope
• Subsidiary management plans – scope, requirements, schedule, cost, process improvement, quality, HR,
communications, risk, procurement

20-Feb-10 5
 Direct and Manage Project Execution
Inputs Tools & Techniques Outputs

• Project management plan • Expert judgment • Deliverables

• Approved change requests • PMIS • Work performance
• Enterprise environmental factors information
• Organizational process assets • Change requests
• Project management plan
updates
• Project documentation
updates

• Process of performing the work for the project – large part of project budget expended during
EXECUTION process group processes
• Includes implementing approved changes (from later M/C process of Perform Integrated Change Control)
• PMIS is an EFF, not OPA
• Change requests - corrective actions (get outcomes to align with plan), preventative actions
(reduce impact of risk events), defect repair
• Work performance info – schedule status and progress, status of deliverables, incurred costs,
lessons learned… includes procurements

20-Feb-10 6
 Monitor and Control Project Work
Inputs Tools & Techniques Outputs

• Project management plan • Expert judgment • Change requests

• Performance reports • Project management plan
• Enterprise environmental factors updates
• Organizational process assets • Project documentation
updates

• Process of tracking, reviewing, and regulating progress of work – monitoring ALL processes in
Initiating, Planning, Execution, and Closing groups.
• Monitoring - collecting, measuring, distributing info, assessing measurements – all to improve
processes.
• Control - determining corrective or preventative actions or replanning and follow up
• Work authorization system – tool – gives formal clearance for project work to begin – project
work is assigned and committed via WAS

20-Feb-10 7
 Perform Integrated Change Control
Inputs Tools & Techniques Outputs

• Project management plan • Expert judgment • Change request status updates

• Work performance information • Change control meetings • Project management plan
• Change requests update
• Enterprise environmental factors • Project document updates
• Organizational process assets

• Process of reviewing all change requests, approving / denying changes, incorporating changes into
docs, OPAs, and PMP. Done from project initiation to completion.
• Changes can be requested by any stakeholder. PM has authority to approve some types – CCB used
for others.
• PMIS -> Configuration Mgmt -> Change control system
• Configuration control - specification of deliverables and process
• Change control - changes to project and product baselines
• NOTE: Corrective and preventive actions do not normally affect project baselines, only performance
against those baselines. Changes to scope require rebaselining
20-Feb-10 8
 Close Project
Inputs Tools & Techniques Outputs

• Project management plan • Expert judgment • Final product, service or result

• Accepted deliverables transfer
• Organizational process assets • Organizational process assets

• Process of gathering records and disseminating info to formalize acceptance of the product. Check completeness
and accuracy, acceptance of stakeholders. Administrative closure
• Transfer products / results to next phase or production / operations
• Archive project / phase information (lessons learned) / financials
• Project endings - Addition (ops), Starvation (cut resources) , Integration (reassign resources), Extinction
(successful end)
• Product verification – determines whether all project work was completed correctly (per contract and
stakeholders) – performed during Closing process (Close Project and Close Procurement)
• Product documentation – verified and accepted during Verify Scope
• Only customer or project sponsor can authorize closure of a project – not PM, functional mgrs, or stakeholders
20-Feb-10 9
 Project Scope Management
Things to remember:
• Defining all the work and only the work for the project
• Define and control what IS and IS NOT in the project
• Product scope - features and functions of the product = WHAT
• Project scope - work to be completed to deliver product = HOW
• Scope baseline -
1. project scope statement – approved (signed) by stakeholders
• product scope description
• product acceptance criteria
• deliverables
• exclusions
• constraints
• assumptions
2. WBS
3. WBS dictionary

20-Feb-10 10
 Collect Requirements
Inputs Tools & Techniques Outputs

• Project charter • Interviews • Requirements documentation

• Stakeholder register • Focus groups • Requirements management
• Facilitated workshops plan
• Group creativity techniques • Requirements traceability
• Group decision making matrix
techniques
• Questionnaires and surveys
• Observations
• Prototypes

• Process of defining and documenting stakeholder needs - foundation of the WBS

• Requirements need to be elicited, analyzed, and recorded to permit measuring once project starts.
• COST, SCHEDULE, and QUALITY planning based on these requirements
• May have project (delivery dates, …) and product (technical, performance, …) requirements
• Group Creativity – Brainstorm, Nominal (B+voting), Delphi (unbiased), Idea/Mind Mapping, Affinity
Diagram (ideas sorted into groups)
• Requirements documentation – how reqs meet business needs, (non)functional reqs, quality reqs,
acceptance criteria, assumptions, organizational areas impacted. Signed by stakeholders
• Traceability matrix – maps requirement to business need / objective
20-Feb-10 11
 Define Scope
Inputs Tools & Techniques Outputs

• Project charter • Expert judgment • Project scope statement

• Requirements documentation • Product analysis • Project document updates
• Organizational process assets • Alternatives identification
• Facilitated workshops

• Process of developing a detailed description of the project and product

• Product analysis techniques
• Product breakdown / functional analysis
• Systems analysis
• Value analysis

20-Feb-10 12
 Create WBS
Inputs Tools & Techniques Outputs

• Project scope statement • Decomposition • WBS

• Requirements documentation • WBS dictionary
• Organizational process assets • Scope baseline
• Project Document updates

• Process of subdividing (decomposition) deliverables and work into small, more manageable
components
• Work packages – lowest level of WBS – cost, duration, responsibility assigned
• WBS represents all project and product work – 100% rule - no resources are in WBS
• Rolling wave planning – waiting for future deliverables to be better defined before trying to
decompose
• WBS dictionary – detailed description of tasks, code of accounts, responsible org, milestones,
quality reqs, acceptance criteria, resources, cost estimates, …

20-Feb-10 13
 Verify Scope
Inputs Tools & Techniques Outputs

• Project management plan • Inspection • Accepted deliverables

• Requirements documentation • Change requests
• Requirements traceability matrix • Project document updates
• Validated deliverables

• Process of formalizing acceptance of completed deliverables – reviewing with customer and

obtaining formal sign off
• Scope verification for customer acceptance
• Control quality for deliverable correctness
• Control Quality usually done before Verify Scope, but may be in parallel
• Should Verify Scope even if project cancelled – document degree of completion

20-Feb-10 14
 Control Scope
Inputs Tools & Techniques Outputs

• Project management plan • Variance analysis • Work performance

• Work performance information measurements
• Requirements documentation • Organizational process assets
• Requirements traceability matrix updates
• Organizational process assets • Change requests
• Project management plan
updates
• Project document updates

• Process of monitoring status of product and project scopes and managing changes to scope
baseline
• Scope creep – uncontrolled changes to project scope
• Work performance information – progress of project, which deliverables are started, finished, …,
OUTPUT for Direct and Manage Project Execution, INPUT for almost all M/C processes
• Work performance measurements – activity metrics comparing actual to planned, OUTPUT for
Control Scope, Schedule and Cost processes, INPUT for Report Performance and Perform Quality Control

20-Feb-10 15
 Project Time Management
Things to remember:
• Processes to manage timely completion of the project
• Terminology: Schedule = schedule data + schedule model
• In planning – can do all 5 activities – define, sequence, estimate
resources, estimate duration, and develop schedule – as a single
process by a single person in smaller projects
• Schedule management plan – selects scheduling method (CPM,
critical path, …), scheduling tool, format, control criteria
• Schedules – Gantt (bar), activity list, network diagrams
• Schedule compression techniques:
• Crashing – reduce schedule by adding resources to critical path,
decrease in scope. Always increases cost
• Fast tracking – sequential activities done in parallel. May result in
more errors and rework.

20-Feb-10 16
 Define Activities
Inputs Tools & Techniques Outputs

• Scope baseline • Decomposition • Activity list

• Enterprise environmental factors • Rolling wave planning • Activity attributes
• Organizational process assets • Templates • Milestone list
• Expert judgment

• Process of identifying the actions needed to produce the deliverables

• Work packages (from WBS) are decomposed into smaller components called activities. Good
practice - WBS uses nouns, Activities use verbs
• Rolling wave – form of progressive elaboration planning – near term work packages decomposed
to activities, farther out still at milestone level
• Activity attributes include – lead/lag, predecessor/successor, description, WBS id, …

20-Feb-10 17
 Sequence Activities
Inputs Tools & Techniques Outputs

• Activity list • Precedence diagramming • Project schedule network

• Activity attributes method (PDM) diagrams
• Milestones list • Dependency determination • Project document updates
• Project scope statement • Applying leads and lags
• Organizational process assets • Schedule network templates

• Process of identifying and documenting relationships between activities

• Dependencies - Mandatory (contracts, physical limits), Discretionary (team), External (gov’t, legal).
Discretionary – create arbitrary float totals – need to be reviewed when fast tracking
• PDM = AON (Activity on node) – 4 types of dependencies – SS, SF, FS, FF
• FS – most used, SF – rarely used
• GERT – (Graphical Eval and Review Tech) – allows conditions, branches, loops
• ADM (Arrow diagramming method) = AOA (Activity on arrow) – only FS, “dummies”
• Lead – start of next task is earlier than end of current
• Lag – start is delayed after finish

20-Feb-10 18
 Estimate Activity Resources
Inputs Tools & Techniques Outputs

• Activity list • Expert judgment • Activity resource requirements

• Activity attributes • Alternatives analysis • Resource breakdown structure
• Resource calendars • Published estimating data • Project document updates
• Enterprise environmental factors • Bottom-up estimating
• Organizational process assets • Project management software

• Process of estimating the type and quantity of material, people, equipment, or supplies for each
activity.
• Bottom-up – micro level / more accurate
• Top-down – macro level / rough order of magnitude (ROM) – AKA analogous
• RBS – hierarchical listing of resources by category and type
• Activity resource requirements – type and quantities of resources needed

20-Feb-10 19
 Estimate Activity Durations
Inputs Tools & Techniques Outputs

• Activity list • Expert judgment • Activity duration estimates

• Activity attributes
• Activity resource requirements
• Resource calendars
• Project scope statement
• Enterprise environmental factors
• Organizational process assets
• Analogous estimating • Project document updates
• Parametric estimating
• Three-point estimates
• Reserve analysis

• Process of estimating the number of work periods needed to complete individual activities with
the estimated resources.
• Progressively elaborated – more accurate as project progresses
• Analogous – similar project, gross value approach, uses historical info and expert judgment, less
costly / less time consuming, less accurate
• Parametric – statistical relationship to calculate estimate, multipliers ($ per sqft)
• 3 point – (4M+O+P)/6 … PERT estimate (Program Evaluation and Review Technique)
• Reserve analysis – buffers, time reserve, accounts for schedule risk

20-Feb-10 20
 Develop Schedule
Inputs Tools & Techniques Outputs

• Activity list • Schedule network analysis • Project schedule

• Activity attributes • Critical path method • Schedule baseline
• Project schedule network diagrams • Critical chain method • Schedule data
• Activity resource requirements • Resource leveling • Project document updates
• Resource calendars • What-if scenario analysis
• Activity duration estimates • Applying leads and lags
• Project scope statement • Schedule compression
• Enterprise environmental factors • Scheduling tool
• Organizational process assets

• Process of generating a schedule with planned dates for activities and milestones.
• Critical Path – longest duration for project using forward and backward pass to calc early and late
start / finish dates. Does NOT consider resource limits. Critical path – zero float. Paired with
resource leveling. (Free float = task float .. Total float = project float)
• Critical Chain – accounts for resource limits. Critical chain - resource-constrained critical path
• Project buffer added to CP
• Feeder buffers added to chains of dependent tasks where they tie into the critical path
• Monte Carlo analysis – simulation - duration distributions assigned for each activity to calculate a
distribution for possible project completion dates

20-Feb-10 21
 Control Schedule
Inputs Tools & Techniques Outputs

• Project management plan • Performance reviews • Work performance

• Project schedule • Variance analysis measurements
• Work performance information • Project management software • Organizational process assets
• Organizational process assets • Resource leveling updates
• What-if scenario analysis • Change requests
• Adjusting leads and lags • Project management plan
• Schedule compression updates
• Scheduling tool • Project document updates

• Process of monitoring project status against the schedule baseline.

• Performance review – analyze schedule performance – Earned Value Mgmt (EVM) – SV and SPI
• For Critical Path - all schedule variances will impact schedule
• For Critical Chain - compare buffer times (needed VS remaining)

20-Feb-10 22
 Project Cost Management
Things to remember:
• Processes for estimating, budgeting, and controlling costs of the
project – cost of resources needed to complete the project
• In planning – can do both activities – cost estimating and
budgeting – as a single process by a single person in smaller
projects
• Cost management plan – selects estimate accuracy, control
thresholds (permitted variance), performance measurements
• Often financial performance predicting and analyzing done
OUTSIDE the project

20-Feb-10 23
 Estimate Costs
Inputs Tools & Techniques Outputs

• Scope baseline • Expert judgment • Activity cost estimates

• Project schedule • Analogous estimating • Basis of Estimates
• Human resource plan • Parametric estimating • Project document updates
• Risk register • Bottom-up estimating
• Enterprise environmental factors • Three point estimate
• Organizational process assets • Reserve analysis
• Cost of quality
• Vendor bid analysis
• Project mgmt software
• Vendor bid analysis

• Process of estimating the monetary resources needed, including risks, make/buy, and trade-offs –
quantitative assessment. Progressively elaborated – more accurate as project progresses
• Analogous – similar project, uses historical info and expert judgment, less costly / less time
consuming, less accurate
• Parametric – statistical relationship to calculate estimate, multipliers ($ per sqft), more accurate
• 3 point – (4M+O+P)/6 … PERT estimate (Program Evaluation and Review Technique)
• Bottom-up – micro level / more accurate (not used in initiating process group – not enough info)
• Top-down – macro level / rough order of magnitude (ROM)

20-Feb-10 24
 Determine Budget
Inputs Tools & Techniques Outputs

• Activity cost estimates • Cost aggregation • Cost performance baseline

• Basis of estimates • Reserve analysis • Project funding requirements
• Scope baseline • Expert judgment • Project document updates
• Project schedule • Historical relationships
• Resource calendars • Funding limit reconciliation
• Contracts
• Organizational process assets

• Process of aggregating estimated costs to establish cost baseline

• Cost performance baseline – time-phased budget – S-curve, time vs cost

20-Feb-10 25
 Control Costs
Inputs Tools & Techniques Outputs

• Project management plan • Earned value measurement • Work performance

• Project funding requirements • Forecasting
• Work performance information • To-complete performance
• Organizational process assets index (TCPI)
• Performance reviews
• Variance analysis
• Project management software
measurements
• Budget forecasts
• Organizational process assets
updates
• Change requests
• Project management plan
updates
• Project document updates

• Process of monitoring status and updating budget – analyze relationship between consumption of
funds and physical work being accomplished
• Earned Value Management (EVM): most often used performance measurement method
• PV = PLANNED value – budget amount
• EV = EARNED value – calculated value of work performed (%) – [ PV * %complete ]
• AC = ACTUAL costs – cost incurred to date
• BAC = Budget at completion – final total PV
• EAC = Estimate at completion – forecast based on actual costs
• ETC = Estimate to complete – forecast based on actuals

20-Feb-10 26
 Project Quality Management
Things to remember:
• Processes that determine quality policies, objectives, and
responsibilities
• Quality VS Grade (High quality – no defects / High grade – many features)
• Quality – degree to which characteristics fulfill requirements
• Grade – category assigned to products having same function
• Precision VS Accuracy (High precision – tight cluster / High accuracy – near true)
• Precision – clustering of repeated measurements
• Accuracy – closeness to the true value
• Standard VS Regulation
• Standard – approved by recognized body – should be followed, not legally required
• Regulation – mandatory, requires strict adherence
• Approaches to quality:
• Crosby – zero defects – prevention – “do it right the first time”
• Juran – grades of quality – fit for use – quality by design
• Deming – TQM – 85% COQ is management problem
• Six Sigma – measurement based strategy to eliminate defects
• Kaizen – continuous improvement – everyone involved

20-Feb-10 27
 Plan Quality
Inputs Tools & Techniques Outputs

• Scope baseline • Cost-Benefit analysis • Quality management plan

• Stakeholder register • Cost of quality • Quality metrics
• Cost performance baseline • Benchmarking • Quality checklists
• Schedule baseline • Design of experiments • Process improvement plan
• Risk register • Statistical sampling • Project document updates
• Enterprise environmental factors • Flowcharting
• Organizational process assets • Proprietary quality
management methodologies
• Additional quality planning
tools

• Process of identifying quality requirements and standards for product / project and how compliance
will be demonstrated.
• Cost of Quality – cost of ALL quality efforts throughout product life cycle (not just project duration)
Conformance Nonconformance
Prevention costs (preventing defects) Failure internal – rework, scrap
Appraisal costs (examination) external – liability, returns, customer loss
• Control charts – stability of a process – upper and lower specification and control limits. Typical CLs –
3σ. Out of control – outside SL or 7 consecutive points on same side of mean. Tool in all Quality
processes.
• DOE – statistical method to find factors of greatest effect on outcome, relationship between
20-Feb-10 variables, optimum values for variables – analyze several variables at one time 28
 Perform Quality Assurance
Inputs Tools & Techniques Outputs

• Project management plan • Plan Quality and Perform
• Quality metrics Quality Control tools &
• Work performance information techniques
• Quality control measurements • Quality audits
• Process analysis
• Organizational process asset
updates
• Change requests
• Project management plan
updates
• Project document updates

• Process of auditing quality requirements and quality control measurements to ensure

appropriate quality standards and metrics are used. Uses data collected during the “control”
process. Focus – correct and most efficient processes
• Quality metric – operational definition – what is being measured and how
• Enables continuous process improvement
• Quality audits – structured, independent review for compliance. Look for ineffective and
inefficient processes, confirm implementation of approved changes

20-Feb-10 29
 Perform Quality Control
Inputs Tools & Techniques Outputs

• Project management plan • Cause-and-effect diagrams • Quality control measurements

• Quality metrics • Control charts • Validated changes
• Quality checklists • Flowcharting • Validated deliverables
• Work performance measurements • Histogram • Organizational process asset
• Approved change requests • Pareto chart updates
• Deliverables • Run chart
• Change requests
• Organizational process assets • Scatter diagram
• Project management plan
• Statistical sampling
• Inspection updates
• Approved change request review • Project document updates

• Process of monitoring and recording results of executing the quality activities to assess performance
and recommend necessary changes. Focus – accuracy of project results
• Tools:
• Cause and effect diagrams – Ishikawa / fishbone
• Control charts – upper / lower spec limits containing upper / lower control limits (3σ) …
OOC – outside SL or 7 consecutive points on same side of mean
• Pareto chart - frequency of occurrence ordered histogram – 80/20 rule
• Run charts – similar to control charts, no limits shown, line graph
• Scatter diagram – two variable (dep, indep) relationship, looking for correlation
• Inspection – physical assessment (keeps defects from reaching customer)
PREVENTION keeps defects from occurring
20-Feb-10 30
 Project Human Resource Management
Things to remember:
• Processes that organize, manage, and lead the project team
• Staffing management plan – when and how resource needs will be met
(acquisition, calendars, release, training, rewards, compliance, safety)
• Resource histogram – depicts resource loading for a project
• Motivational theories:
• Maslow – hierarchy of needs (basic physical, safety, social, self-esteem, self-actualization)
• Herzberg – Hygiene (pay, benefits, work env – prevent dissatisfaction) and
Motivation (challenging work, advancement – produce satisfaction)
• Expectancy theory – (Vroom) expectation of a positive outcome drives motivation
• Achievement theory – (McClelland) people motivated by achievement (need to succeed),
power (influence over others), affiliation (social)
• Leaders (motivators) VS Managers (task-oriented)
• Theory X and Y - (Macgregor) – (people inherently lazy) and (people want to do their best)
• Theory Z – Ouchi – employee loyalty – “jobs for life”
• Contingency theory – Theory Y and Hygiene – people motivated to be competent and
remain so

20-Feb-10 31
 Develop Human Resource Plan
Inputs Tools & Techniques Outputs

• Activity resource requirements • Organizational charts and • Human resource plan

• Enterprise environmental factors position descriptions
• Organizational process assets • Networking
• Organizational theory

• Process of identifying, documenting roles, responsibilities, skills, reporting relationships, and

creating staffing management plan.
• Identify training needs, team-building techniques, recognition, compliance (labor contracts), safety
(hazards – also in risk registry)
• Charts:
• Hierarchical - traditional org chart – OBS (relates to business), RBS (resource type, helps with
accounting)
• Matrix – Responsibility Assignment Matrix (RAM – RACI = responsible for doing work,
accountable for approving work (1 person), consult, inform)

20-Feb-10 32
 Acquire Project Team
Inputs Tools & Techniques Outputs

• Project management plan • Pre-assignment • Project staff assignments

• Enterprise environmental factors • Negotiation • Resource calendars
• Organizational process assets • Acquisition • Project management plan
• Virtual Teams updates

• Process of confirming availability and obtaining the team

• EEFs – availability, experience levels, interests, costs, abilities of resources
• Pre-assignment - may be defined in charter
• Acquisition - getting external sources (new employees, contractors)
• Virtual teams - rely heavily on good communications plans

20-Feb-10 33
 Develop Project Team
Inputs Tools & Techniques Outputs

• Project staff assignments • Interpersonal skills • Team performance

• Project management plan • Training assessments
• Resource calendars • Team-building activities • Enterprise environmental
• Ground rules factors updates
• Co-location
• Recognition and rewards

• Process of improving skills, team interaction, and team environment.

• Primary responsibility of PM – improve skills, feelings of trust, cohesiveness of team
• Tools: soft skills (interpersonal), training, team-building, co-location, rewards
• 5 Team stages (Tuckman) – forming (meeting), storming (starting work), norming (trusting),
performing (interdependent, working smoothly), adjouning (disband)
• Types of power – reward (incentive), punishment (coersive), expert (earned, knowledgable),
legitimate (position), referent (inferred)
• Key interpersonal skills – leadership, influencing, effective decision making

20-Feb-10 34
 Manage Project Team
Inputs Tools & Techniques Outputs

• Project staff assignments • Observation and conversation • Enterprise environmental

• Project management plan • Project performance factors
• Team performance assessment appraisals • Organizational process assets
• Performance reports • Conflict management updates
• Organizational process assets • Issue log • Change requests
• Interpersonal skills • Project management plan
updates

• Process of tracking team member performance, providing feedback, resolving issues, managing
changes . Key PM skills - communication, conflict management, negotiation, and leadership
• Performance report – status of project against plan
• Performance appraisal – feedback to team members – roles, training, job performance – 360° review
• Conflict resolution:
• forcing - one way - my way, permanent, win-lose – WORST METHOD TO USE
• smoothing / accommodating - find some agreement, temporary, lose-lose
• withdrawing / avoidance - temporary, lose-lose, POSTPONES ANY DECISION
• compromise - some satisfaction, may be permanent, no win or lose
• confronting / problem solving - best, permanent, win-win
• collaborating – concensus, may be permanent
20-Feb-10 35
 Project Communication Management
Things to remember:
• Processes that ensure timely and appropriate generation, collection,
distribution, storage, retrieval, and disposition of information.
• PMs spend majority of time (90%) communicating
• Communication management plan – provides what, how, when, why for
project information dissemination
• Communication model:
• Sender – responsible for clarity and completeness of message and for
confirming the message is understood correctly
• Receiver – responsible for making sure information is received in its entirety,
understood correctly, and acknowledged
• Acknowledgement – message was received, not necessarily agreement
• Response – receiver has decoded, understood, and is replying to message
• Encode (translate thoughts into language), decode (translate language to thoughts),
medium (method used to convey message), noise (interference with transmission or
understanding), message (encoded context)

20-Feb-10 36
 Identify Stakeholders
Inputs Tools & Techniques Outputs

• Project Charter • Stakeholder analysis • Stakeholder register

• Procurement documents • Expert judgement • Stakeholder mgmt strategy
• Enterprise environmental factors
• Organizational process assets

• Process of identifying people / organizations impacted by project – document interests,

involvement, and influence and use to classify.
• Stakeholder analysis – qualitative (surveys, questionnaires) and quantitative assessments to
determine whose interests should be taken into account
• Power / Interest grids – power (level of authority) VS interests (level of concern) … low to high –
(H,H) manage closely, (L,L) monitor, (H, L) satisfy, (L,H) inform
• Power / Influence grids – power (authority) VS influence (active level of involvement)
• Influence / Impact grids – influence (active level of involvement) VS impact (ability to change project)
• Salience model – 3 dimensions – power, urgency, legitimacy
20-Feb-10 37
 Plan Communications
Inputs Tools & Techniques Outputs

• Stakeholder register • Communication requirements • Communication management

• Stakeholder management strategy analysis plan
• Enterprise environmental factors • Communications technology • Product document updates
• Organizational process assets • Communications models
• Communications methods

• Process of determining stakeholder info needs and defining communication approach

• Who needs what, when it’s needed, how given, and by whom
• Effective communications - info provided in right format, at right time, with right impact
• Efficient communications – providing only the info needed
• Tightly linked with EEFs
• Communication channels = n(n-1)/2
• Communication methods – push (specifically sent), pull (allowed access), interactive (multidirectional)

20-Feb-10 38
 Distribute Information
Inputs Tools & Techniques Outputs

• Project management plan • Communications methods • Organizational process assets

• Performance reports • Information distribution tools updates
• Organizational process assets

• Process of making relevant info available to stakeholders in a timely manner

• PM time – 90% spent communicating (written + verbal)
• Status review meetings – not same as team meetings
• PM facilitates, not technical, “push” type
• Review activities completed, starting, open
• Review issues – new, open, closed
• PM is responsible for producing lessons learned (professional obligation)
• Groups of 5 to 11 – manageable, accurate decisions

20-Feb-10 39
 Manage Stakeholder Expectations
Inputs Tools & Techniques Outputs

• Stakeholder register • Communications methods • Organizational process assets

• Stakeholder management strategy • Interpersonal skills updates
• Project management plan • Management skills • Change requests
• Issue log • Project management plan
• Change log updates
• Organizational process assets • Project document updates

• Process of communicating with stakeholders to influence expectations, address concerns, resolve

issues
• Increasing probability of project success
• PM is responsible for stakeholder expectations management
• Interpersonal skills – building trust, resolving conflict, active listening, facilitating change
• Management skills – presentation, negotiating, writing, and speaking

20-Feb-10 40
 Report Performance
Inputs Tools & Techniques Outputs

• Project management plan • Variance analysis • Performance reports

• Work performance information • Forecasting methods • Organizational process assets
• Work performance measurements • Communication methods updates
• Budget forecasts • Reporting systems • Change requests
• Organizational process assets

• Process of collecting and distributing performance info – status reports, progress measurements, and
forecasts. Analysis of baselines VS actual
• Variance analysis – after-the-fact assessment of actual to baseline.
• Forecasting – predicting future performance
• Time series – uses historical data to estimate future (EVM, moving ave, extrapolation)
• Causal / econometric – identify variables that affect outcome (regression)
• Judgmental – intuitive, opinions, Delphi, surveys, probability
• Other – simulation, probabilistic, ensemble

20-Feb-10 41
 Project Risk Management
Things to remember:
• Processes of conducting risk management planning, identification,
analysis, response planning, and monitoring and control.
• Increase probability and impact of positive events and decrease probability
and impact of negative events
• Risk – uncertain event / condition that, if it occurs, has an effect of at least
one objective – either positive (opportunity) or negative (threat). Project
risk is always in the future, if it has occurred, it becomes an “issue”
• Residual risk – expected to remain after a planned response
• Secondary risk – arise as a result of implementing a risk response
• Risk management plan – determines how you will plan for risks, includes
methods (how), roles / responsibilities (who), budgeting (how much), timing
(when), risk categories (RBS – Risk Breakdown Structure – hierarchical),
definitions of risk probability and impact.
• Risk categories – technical (specs), organizational (resources), project mgmt
(poor planning), quality, external (standards, force majeure - catastrophe)

20-Feb-10 42
 Plan Risk Management
Inputs Tools & Techniques Outputs

• Project scope statement • Planning meetings and • Risk management plan

• Cost management plan analysis
• Schedule management plan
• Communications management plan
• Enterprise environmental factors
• Organizational process assets

• Process of defining how to conduct risk management activities – should begin when project is
conceived and be completed early during project planning.
• Define probability (potential: 0 – 1) and impact (consequences: 0 – 1) and use matrix to group into
high, medium, low risk events
• Examples of risks:
Budget Schedules Scope / requirements Technical issues Personnel
Hardware Software Politics Legal issues ProjMgmt

20-Feb-10 43
 Identify Risks
Inputs Tools & Techniques Outputs

• Risk management plan • Documentation reviews • Risk register

• Activity cost estimates • Information gathering
• Activity duration estimates
• Scope baseline techniques
• Stakeholder register • Checklist analysis
• Cost management plan • Assumptions analysis
• Schedule management plan • Diagramming
• Quality management plan
• SWOT analysis
• Project documents
• Project management plan • Expert judgment
• Enterprise environmental factors
• Organizational process assets

• Process of determining which risks may affect project and documenting characteristics
• All project personnel should take part
• Info gathering – brainstorming (complete list), Delphi (anonymous, unbiased), nominal group (b
w/voting to rank items), interviewing, root cause analysis (identify and prevent)
• Diagramming - Cause and effect diagrams (Ishikawa / fishbone), flow charts, influence diagrams
• SWOT – opportunities and threats arising from organizational strengths and weaknesses
• Risk register – documents identified risks, potential responses, causes, thresholds

20-Feb-10 44
 Perform Qualitative Risk Analysis
Inputs Tools & Techniques Outputs

• Organizational process assets
• Project scope statement
• Risk management plan
• Risk register
• Risk probability & impact • Risk register updates
assessment
• Probability and impact matrix
• Risk data quality assessment
• Risk categorization
• Risk urgency assessment
• Expert judgment

• Process of prioritizing risks for further analysis by probability of occurrence and impact
• Rapid and cost effective means of setting priorities for Plan Risk Responses – can go directly to Plan
Risk Responses and skip Perform Quantitative Risk Analysis
• Risks with low probability and impact ratings put on watchlist
• P / I matrix – helps to classify risks as high, medium, low

20-Feb-10 45
 Perform Quantitative Risk Analysis
Inputs Tools & Techniques Outputs

• Risk register • Data gathering and • Risk register updates

• Risk management plan representation techniques
• Cost management plan • Quantitative risk analysis and
• Schedule management plan modeling techniques
• Organizational process assets • Expert judgment

• Process of numerically analyzing the effect of identified risk on the project

• Can assign numerical rating to each risk – may not be required to plan responses
• Data gathering – interviewing (3-pt estimates), distributions (beta, triangle, uniform – last resort)
• Analysis / modeling – sensitivity (tornado diagram, CP change), expected monetary value (EMV) (prob *
impact ($), statistical, decision tree), modeling / simulation (schedule and cost analysis, Monte Carlo – prob dist
calculated from iterations)

20-Feb-10 46
 Plan Risk Responses
Inputs Tools & Techniques Outputs

• Risk register • Strategies for negative risk or • Risk register updates

• Risk management plan threats
• Strategies for positive risk or
opportunities
• Contingent response strategies
• Expert judgment
• Risk-related contract decisions
• Project management plan
updates
• Project document updates

• Process of developing options and actions to enhance opportunities and reduce threats
• Must be appropriate, cost effective, realistic, agreed on by all, timely, and owned by one person
• Negative risk strategies – avoid (evade / eliminate), transfer (insurance), mitigate (reduce prob
and/or impact), accept (passive – no action, active – contingency reserve)
• Positive risk strategies – exploit (take advantage), share (like transfer), enhance (increase prob
and/or impact), accept (passive – no action, active – contingency reserve)
• Contingency planning – alternative responses, contingency reserves (time, money), fallback plans

20-Feb-10 47
 Monitor & Control Risks
Inputs Tools & Techniques Outputs

• Risk register • Risk reassessment • Risk register updates

• Project management plan • Risk audits
• Work performance information • Variance and trend analysis
• Performance reports • Technical performance
measurement
• Reserve analysis
• Status meetings
• Organizational process assets
updates
• Change requests
• Project management plan
updates
• Project document updates

• Process of implementing risk response plans, tracking identified risks, monitoring residual risks,
identifying new risks, and evaluating process
• Evaluate risk responses, look for triggers, reassess assumptions, carry out responses and
contingency plans, update OPAs (lessons learned)
• Workaround – unplanned response to a negative risk event
• Risk audits – examine and document effectiveness of risk responses
• Earned value analysis reflect trends and may indicate risks
• Status meetings should include risk management agenda item

20-Feb-10 48
 Project Procurement Management
Things to remember:
• Processes needed to purchase / acquire products from outside project team
• Includes contract management and change control needed to administer
contracts or purchase orders issued by team. Project team is the BUYER
• Also includes administering contracts from outside (buyer) acquiring the
project from performing organization (seller)
• Contract – mutually binding agreement that obligates seller to provide
products and obligates buyer to provide payment.
• Contract life cycle – RRSA - requirement (SOW), requisition (RFP), solicitation
(responses), award … RR (Plan procurement), SA (Conduct Procurement)
• Procurement management plan – how to manage procurements – contract
types, risks, lead times, make / buy decisions, prequalified sellers, metrics
and seller evaluation process
• Procurement SOW – objectives, description of work and support, specs for
product, schedule, time period of service, work location – developed from
scope baseline
20-Feb-10 49
 Plan Procurements
Inputs Tools & Techniques Outputs

• Scope baseline • Make-or-buy analysis • Procurement management

• Requirements documentation • Expert judgment plan
• Teaming agreements • Contract types • Procurement statements of
• Risk register
work
• Risk-related contract decisions
• Activity resource requirements • Make-or-buy decisions
• Project schedule • Procurement documents
• Activity cost estimates • Source selection criteria
• Cost performance baseline • Change requests
• Enterprise environmental factors
• Organizational process assets

• Process of documenting purchase decisions, specifying approach, identifying potential sellers -

what to buy, how to buy it, how much is needed, when to acquire.
• Make-or-buy – includes decisions to require insurance
• Contract types:
• FP (or FFP) – firm fixed price <- best for buyer
• FPIF – fixed price plus incentive fee
• FPEPA – fixed price plus econ price adjustment (inflation, commodity costs)
• T&M – time and material <- win /win
• CPIF – cost plus incentive <- win /win
• CPAF – cost plus award fee (buyer discretion)
• CPFF – cost plus fixed fee – fee is the seller’s profit
20-Feb-10 • CPF – cost plus fee or CPPC – cost plus % cost <- best for seller 50
 Conduct Procurements
Inputs Tools & Techniques Outputs

• Project management plan • Bidder conferences • Selected Sellers

• Procurement documents • Proposal evaluation • Procurement contract award
• Source selection criteria techniques • Resource calendars
• Qualified seller list • Independent estimates • Change requests
• Seller proposals • Expert judgment • Project management plan
• Project documents • Advertising updates
• Make-or-buy decisions • Internet search • Project document updates
• Teaming agreements • Procurement negotiations
• Organization process assets

• Process of obtaining seller responses, selecting a seller, awarding contract

• Scoring – understanding need, cost, tech capability, risk, mgmt style, warranty, refs, IP
• Procurement documents – flexible enough to allow seller suggestions for improvement
• RFP – request for proposal – suppliers states how they will do it and costs
• RFQ – request for quote – more standard products, service
• IFB – invitation for bid – narrower RFP
• RFI – request for information – query on technology or products available
• BID or QUOTATION – price is deciding factor / PROPOSAL – factors other than just price
• Contract – mutual agreement (offer & acceptance), consideration ($$), legal purpose, legal capacity (age, …)
• Fait accompli – “thing already done” – negotiation distraction technique
• Procurement negotiations can be its own process – with inputs and outputs
20-Feb-10 51
 Administer Procurements
Inputs Tools & Techniques Outputs

• Procurement documents • Contract change control • Procurement documentation

• Project management plan system • Organizational process assets
• Contract • Procurement performance updates
• Performance reports reviews • Change requests
• Approved change requests • Inspections and audits • Project management plan
• Work performance information • Performance reporting updates
• Payment systems
• Claims administration
• Record management system

• Process of managing relationships, monitoring contract performance and making changes

• Includes monitoring payments to the seller and reviewing performance
• For each seller, management processes applied to contractual relationships may be:
• Direct and Manage Project Execution
• Report Performance
• Perform Quality Control
• Perform Integrated Change Control
• Monitor and Control Risks
• Contested changes – disputes, claims, appeals – negotiate first, arbitrate second

20-Feb-10 52
 Close Procurements
Inputs Tools & Techniques Outputs

• Project management plan • Procurement audits • Closed procurements

• Procurement documentation • Negotiated settlements • Organizational process assets
• Records management system updates

• Process of completing and settling each project procurement

• Product verification, administrative activities (finalizing open claims, updating records, archiving)
• Procurement audits – reviewing the procurement process, gleaning lessons learned, done by buyer
or seller
• Closed procurements – formal notice that procurement is complete
• OPA updates – lessons learned, historical info
• Close Project before Close Procurements (per earlier PMBOK)

20-Feb-10 53
 Study Tools and Exercises
• Formulas and Diagrams
• AOA/ADM Exercises (2)
• AON/PDM Exercises (3)
• General process flow
• 5 x 9 Process Chart – Knowledge Areas and Process Groups

20-Feb-10 54
 Formulas and diagrams: Time & Cost
Diagramming notation
ES Dur EF LF – LS = SL (slack) Estimate types:
Forward pass – early dates – latest dates at • ROM (+/-50%)
Task intersections • Budgetary (+25% / -10%)
Backward pass – late dates – earliest dates at • Definitive (+/-10%)
LS SL LF intersections

Cost variance CV = EV - AC (positive is good) earned - actual

Cost performance index CPI = EV / AC (greater than 1 is good) most critical EVM measure
Schedule variance SV = EV - PV (positive is good) earned - planned
Schedule performance index SPI = EV / PV (greater than 1 is good)

EAC based on budgeted rate EAC = AC + btmupETC (new estimate – old one no good)
EAC based on budgeted rate EAC = AC + (BAC – EV) (predicts future ETC work @ budgeted rate)
EAC based on present CPI EAC = BAC / CPI (predicts future ETC work @ current rate)
 BAC − EV  BAC
EAC = AC +  =
 CPI  CPI
EAC based on CPI and SPI EAC = AC + (BAC – EV) (predicts firm schedule commitment)
(CPI * SPI)

ETC based on budgeted rate ETC = EAC - AC

ETC based on budgeted rate ETC = (BAC - EV) (past variance not typical of future – uses ETC @ budget rate)
ETC = EAC − AC = (AC + (BAC − EV) ) − AC = (BAC − EV)
ETC based on present CPI ETC = (BAC – EV) / CPI (past variance typical of future – uses ETC @ current rate)
 BAC   BAC - EV 
ETC = EAC − AC =   − AC =  
 CPI   CPI 
To-Complete Performance Index TCPI = (BAC – EV) (projected CPI)
(BAC – AC)

Variance at completion VAC = BAC – EAC (positive is good)

n
Time value of money FV = PV (1 + i) i = interest rate, n = number of compounding periods
Communication channels (N (N – 1)) / 2 N = number of people

PERT 3-point estimate E = (4M + O + P) / 6

Standard deviation SD = (P – O) / 6
Ranges based on SDs +/- 1 SD = 68.9% confidence interval || +/- 2 SD = 95.4% || +/- 3 SD = 99.7%
20-Feb-10 55
 AOA/ADM Exercise 1

Paint a House
1-2 Buy Paint 2 hours
1-3 Buy Supplies 1 hour
3-2 0
3-5 Prep Walls 4 hours
2-4 Tape Off Walls 2 hours
4-6 Paint Walls 6 hours
5-4 0
6-7 Clean Up 2 hours

With the construction table above, build a network schedule.

20-Feb-10 56
 AOA/ADM Solution Exercise 1

2 6 2
2 4 6 7
2

1 0 0

3 5
4

20-Feb-10 57
 AOA/ADM Exercise 2

Calculate path durations, identify dummy activity, and identify critical path

3
3
2 6
6
0 4

1 2 5 8
3
5
4 2 4 7 4

20-Feb-10 58
 AOA/ADM Solution Exercise 2

4 Paths
1-2-3-6-8 = 14
1-2-4-3-6-8 = 17
1-2-4-5-6-8 = 20
1-2-4-5-7-8 = 18
Dummy path = 1-2-4-3-6-8 (4-3)
Critical path = 1-2-4-5-6-8 = 20

20-Feb-10 59
 PDM Exercise 3

Activity Immediate Preceding Activity Duration (days)

a. Excavate -- 5
b. Foundation a 2
c. Frame b 12
d. Electric c 9
e. Roof c 5
f. Brick c 8
g. Finish interior d 10
h. Finish exterior d 7
i. Landscape h 5

Build a network schedule

20-Feb-10 60
 Solution to PDM/AON Exercise 3
ES Dur EF
Task
Start LS SL LF

XX 5 XX XX 2 XX XX 12 XX
A - Excavate B - Foundation C - Frame

XX XX XX XX XX XX XX XX XX
XX 9 XX XX 5 XX XX 8 XX
D - Electric E - Roof F - Brick

XX XX XX XX XX XX XX XX XX

XX 10 XX XX 7 XX
G - Finish Interior H Finish exterior

XX XX XX XX XX XX

XX 5 XX
I - Landscape

XX XX XX

End

20-Feb-10 61
 PDM/AON Exercise 4
Forward Pass

• Work left to right, top to bottom

• Establish the first activity from the start node as an early start (ES) of 0
• Add the ES + the task duration to identify the early finish (EF)
• Add any lag to the predecessor’s EF to identify the successor’s ES
• If there are multiple predecessors to a successor use the latest EF (the
higher number) as the ES of the Successor

20-Feb-10 62
 Solution to PDM/AON Exercise 4
ES Dur EF
Task
Start LS SL LF

0 5 5 5 2 7 7 12 19
A - Excavate B - Foundation C - Frame

XX XX XX XX XX XX XX XX XX
19 9 28 19 5 24 19 8 27
D - Electric E - Roof F - Brick

XX XX XX XX XX XX XX XX XX
NOTE: For simplified math, start with 0 and work
through the network.
28 10 38 28 7 35
To determine ES and LS times, adjust by +1
G - Finish Interior H Finish exterior
For example, the EARLY START date for Task D XX XX XX XX XX XX
would be DAY 20 because Task C finishes at the
end of DAY 19.
35 5 40
The EARLY FINISH date for Task D would be DAY 28
(at the end of the day) – no change I - Landscape

XX XX XX

End

20-Feb-10 63
 PDM/AON Exercise 5
Backward Pass

• Work right to left, top to bottom

• Establish the Late Finish (LF) of the last activity from the finish node to be the same
as the last activities EF (or the project finish date)
• Subtract the task duration from the LF to identify the late start (LS)
• Subtract any lag from the successor’s LS to identify the predecessor’s LF
• If there are multiple successors to a predecessor use the earliest LS (the smallest
number) as the LF of the predecessor

20-Feb-10 64
 Solution to PDM/AON Exercise 5
ES Dur EF
Task
Start LS SL LF
Free – activity
Free float - 0
Total – project
0 5 5 5 2 7 7 12 19
A - Excavate B - Foundation C - Frame

0 0 5 5 0 7 7 0 19
19 9 28 19 5 24 19 8 27
D - Electric E - Roof F - Brick

19 0 28 35 16 40 32 13 40
NOTE: For simplified math, start with 0 and work Total float - 13
through the network.
28 10 38 28 7 35
To determine LS and ES times, adjust by +1
G - Finish Interior H Finish exterior
For example, the LATE START date for Task G would 30 2 40 28 0 35
be DAY 31. ES would be DAY 29.

The LATE FINISH date for Task G would be DAY 40 35 5 40

(at the end of the day) – no change
I - Landscape

35 0 40
Free and total
float - 2
End

20-Feb-10 65
 General flow of activities based on
inputs and outputs of processes

Charter
Stakeholders
Requirements
Scope Statement (deliverables, assumptions, constraints)
WBS scope baseline (scope stmt, WBS, WBS dictionary)
Activities
Network Diagrams and Resources
Durations
Schedule schedule baseline
Risks
Costs
Budget cost performance baseline
Quality and Procurements

20-Feb-10 66
 PMI - Process Mapping Chart

Process Groups
Knowledge Areas Initiate Planning Execute Monitor / Control Close

Integration Monitor & Control Project Work

6 Develop Project Charter Develop Project Management Plan Direct & Manage Project Execution Close Project (Phase)
I Perform Integrated Change Control

Scope Collect Requirements

Verify Scope
5 Define Scope
S Create WBS
Control Scope

Define Activities
Time Sequence Activities
6 Estimate Activity Resources Control Schedule
T Estimate Activity Durations
Develop Schedule

Cost Estimate Costs

3 Control Costs
C Determine Budget

Quality
3 Plan Quality Perform Quality Assurance Perform Quality Control
Q

Human Resources Acquire Project Team

4 Develop Human Resources Plan Develop Project Team
H Manage Project Team

Communications Distribute Information

5 Identify Stakeholders Plan Communications Report Performance
C Manage Stakeholder Expectations

Plan Risk Management

Risk Identify Risks
6 Perform Qualitative Risk Analysis Monitor & Control Risks
R Perform Quantitative Risk Analysis
Plan Risk Responses

Procurement
4 Plan Procurements Conduct Procurements Administer Procurements Close Procurements
P

20-Feb-10 2 processes in INITIATE ALL KA's in PLAN No HR in M/C 2 processes in CLOSE 67

 PMI - Process Mapping Chart
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68