Project management Framework Types of organization (functional,projectized,matrix

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Scope Planning – prepare Scope Management Plan which describes processes for creating scope. 2. It is a separate output of create WBS process This creates the Scope Baseline . Scope baseline) 4. WBS dictionary.Integration Management 1. 7. PM Plan) 5. scope baseline. Scope Initiation – prepare project charter 2. 4.predict success rates using features and benefits Mathematical model. a meth model Scope Management 1.predict success rates using formulas. Develop Project charter Develop Preliminary Scope Statement Develop Project Management Plan Direct and Manage Project Execution Monitor and Control Project Work Integrated Change Control Close Project Benefit Measurement. WBS dictionary contains details of every work package. 6. Scope Definition (Create WBS. 3. Contrained optimization uses linear programming. Scope Control (updates to scope statement. verifying its completeness and dealing with scope changes 3. 5. WBS. Scope Verification (inspection by stakeholders) • • • Lowest level in WBS is Work package.

is the least accurate Parametric Estimating (budget)– ex.Standard deviation = (P-O)/6. organizational process assets. Activity Sequencing 3. Activity Duration Estimating 5. Funding limit reconciliation is done after fast tracking. pessimistic Reserve Analysis Pert= (P+4M+O/6).costs more. Activity Resource Estimating (resource availability. and working out resource assignments for each of the simpler pieces.look activities from previous proj. Analogous Estimating . Schedule Control • • • • • • • • • • • • Precedence Diagramming Method (PDM or AON)/Arrow Diagramming Method (AOA) Triple constraint-cost. Fast tracking increases risks Lag means making sure that one task waits a while before it gets started Lead means when you let a task get started before its predecessor is done. Time Management 1. optimistic. Fast-tracking is to perform multiple activities simultaneously. Lag time is when you purposefully put a delay between predecessor task and successor task Lead time is when you let successor task to get started before the predecessor finishes Bottom-up (definitive) estimating means breaking down complex activities into pieces. Crashing and fast-tracking are schedule compression tools.realistic. enterprise environmental factors.• • Scope Creep/Gold Plating PMIS. time and scope.Pert uses weighted average Crashing is adding more resources to finish ahead. Project Management Plan) 4. Activity Definition 2. Critical path will have zero or negative float • • • . Fast track activities on critical path to save time. Schedule Development 6. SMC criteria Three-point Estimates. activity attributes.place (PC) where the configuration mgmt system resides.

Cost Control • • • Cost of quality is how much money it takes to do the project right. build baseline). So. NPV= Actual Value at any given time minus Variable and direct m costs are most affected by size and scope. Cost Budgeting(cost aggregation. PM should focus on reducing this for budget CV = CPI = AC m m m m i D n u s EV m i i n u Ds PV =SPI = SV .GERT is only diagramming technique Project Management software is best used to control schedules Cost Management 1.• • Float=LS-ES/LF-EF.cost baseline contains cost for all months including contingency reserve for risks 3. come up with reserves. Cost Estimating 2.

Quality audits 3. Pareto chart.COQ) 2. Quality Control (Tools are Cause and effect diagram. It uses a mathematical module to predict cost/time ex: dollars per module Definitive/bottom-up -5->+10 Quality Management 1. you need to figure out why Ishikawa/Fishbone(cause and effect diag.) helps to pinpoint defect cause (to stimulate thinking ). run chart.how to prevent defects (tools are cost-benefit analysis.EAC = BAC/CPI ETC = EAC – AC VAC = BAC – EAC • • • Order of magnitude (top-down) -25->+75 Parametric/Budget -10->+25. while Pareto chart help to determine which causes to focus to improve quality .sometimes WBS is also used to control quality – inspection is part of QC • • Rule of seven means that any time you have seven data points in a row that fall on the same side of the mean in a control chart. scatter diagram.DOE. inspection. defect repair review). statistical sampling. Quality Planning. Control charts. Quality Assurance – execution phase ex.benchmarking.

of resources.put someone in a job even though he cannot handle because he is good at some other job Functional management is responsible for addressing individual performance problems Communications Management • • • Only 4 communication types.• • • Scatter charts look at relationships between data. cost reporting systems) . lessons learnt. Develop project team-train and keep them motivated and produce Staffing Management Plan) • • • • • • • • • • • • • Legitimate Power/Reward Power/Expert Power/Referent Power/Punishment Power In a matrixed organization. team does not directly report to project manager Maslow’s hierarchy of needs (you cant achieve higher needs until you are confident with lower ones) Herzberg’s Motivation-hygeine theory (good working conditions. Status review meetings.Accountable.give people an expectation of a reward in order to motivate McLelland’s Achievement theory (people need achievement. Scrap.changes) Tools (Information Presentation tools. formal verbal and informal verbal Performance Reporting (forecasts. satisfying personal life.schedules and priorities RACI (Responsible. Warranty costs are cost of non conformance while quality training is not DOE helps determining combination of variables that improve quality Human Resource Management 1. Rework. time reporting systems.Consult. Performance Information gathering and compilation.Inform) matrix Halo effect. good relation) McGregor’s Theory X and Theory Y(Theory X will micromanage and Theory Y will trust team) Expectancy theory. No. Human Resource Planning (plan exact. 50% of project problems caused by resources.formal written.power and affiliation to be motivated) Confronting is another name for problem solving Smoothing is minimizing the problem.

Deal with Risk (Avoid. Mitigate. Risk urgency assessment. Expert judgement. SWOT(Strength. Delphi technique i. Sensitivity analysis. EMV analysis – main method is decision tree analysis . Rank your risks (qualitative risk management) – Risk data quality assessment. Opportunities. Risk Identification (brainstorming. Root cause identification. Transfer. Assumptions analysis. Qualitative Risk Analysis 5. threats). Risk categorization. Risk probability and impact assessment. Quantitative Risk analysis (Interviewing. Documentation reviews. probability and impact matrix) 7. Accept) 2. Look for risks (critical path is full of risks. Interviews.ex: monte carlo analysis i.e expert judgement. Weakness. tone and physical mannerism) It is sponsor’s role to prevent unnecessary changes and set priorities between projects Nonverbal communication carries 55% of commn. Risk Management Plan 3. Probability distribution.• • • • • • 90% of a project manager’s job is communication Communication Mgmt.e same used in cost estimation) 8. modeling and distribution. look outside the project) 6. Project Risk Management 1. expected monetary value analysis. makes sure right person gets right message at right time Number of Communication channels = N(N-1)/2 Paralingual communication (pitch. checklist analysis) 4.

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• • • • • Project Risks (Technical Risks. External Risk. Organizational Risk) Risk register is built into Risk Management Plan. It is the only output of Risk Identification Process. Only output of qualitative risk analysis is updated risk register containing list of additional risks for study Prototyping is risk mitigation Avoid(eliminate cause)/Acceptance/Mitigate(/Transfer(Deflect) .

including resolution of open items Contract terms and conditions are created based on risk analysis Letter of intent is useful • • • • • • • www.com/ www.com www.getpmp.com/pmp-exams/pmp_mock_exams.com www.com/pmp-self-test/75-free-questions.• • • Workarounds are handled during Risk monitoring Additional risk responses are documented when impact of known risk is more significant than expected.headfirstlabs.pmforum. Seller could be charging buyer for costs that should not be allocated to the buyer.pdf www. Secondary risks are new risks created by risk response strategies selected Procurement Management • • Plan Purchases and Acquisitions process.iipmchennai.com/Default. Because of size and dollar amounts of these type of contracts.com www. or proposals as appropriate Select Sellers – reviewing offers. Residual risk are risks that remain after risk response planning.com www. Inspections and audits. Buyer-Conducted Performance Review).ipmaac. bids.voightps.org www.projectexperts.pmptools.tutorialspoint. services and identifying potential sellers Request Seller Response process/Select Sellers Process.maxwideman.oliverlehmann.oliverlehmann.com .htm http://www.htm www.managing contract relationship between buyer and seller .determining what to purchase and determining when and how FP/FPIF/CPFF/CPPC/CPIF/T&M-In a CPFF contract.com/PMP/free_exam/ www. quotation.RFP/IFB/IFQ – documenting products.pmstudy.obtaining information .completing and settling each contract.com www. CPFF contract needs most auditing. choosing and negotiating a written contract Contract Administration process (Claims Administration.com www. FP is best for well defined product Plan contracting process (o/p s are procurement documents and evaluation criteria).com/contents/freedownloads/175_PMP_Sample_Questions. buyer pays all the costs.org www. offers. reviewing and documenting how a seller is performing.pmsolutions.pmstudy. managing contract related changes Close the contract when the work is done.com www. Performance Reporting.4pm.asp www.

Scope verification. cost control.Project Management Information System Outputs Project Charter . Project Statement of Work 3. scope control. Recommended corrective action is o/p of Quality Assurance.Project Management Methodology 3. manage project team. Develop project charter Inputs 1. Most common cause of conflict are resources. Contract 2. schedule control. Enterprise Environmental factors Tools and Techniques 1.Project Selection Methods 2. 50/50 rule is used in performance reporting while 80/20 rule is used in quality. Problem solving and compromising are 2 best techniques. quality control. Pert uses weighted average Contracts are risk mitigation tools Variable and direct costs affect project scope Conflict resolution techniques are forcing/Smoothing/Compromise/Confrontation(best)/Withdrawl (worst).• • • • • • • • • Historical records are not generally used for life cycle costing PM should prevent unnecessary changes A work authorization system is used to coordinate when and in what order work is performed. risk monitoring and control Initiating Process Group 1.

Project Scope Management Plan 4. Scope Planning Inputs 1.WBS dictionary 4. Organizational Process Assets 3. Develop Preliminary Project Scope Statement Inputs 1. Project Management Plan 3.Project Scope Management Plan(updates) Outputs Project Scope Management Plan Outputs Project Management Plan . 4.Scope Baseline 5.Project Scope statement (updates) 2. Inputs Organizational Process Assets Project Scope Statement Project Scope Management Plan Approved Change requests Outputs 1.Project Scope Management Plan Outputs 1. Organizational Process Assets 4. Organizational Process Assets 3. Project Management Processes 3. Enterprise Environmental factors 2.Work breakdown structure 3.Expert Judgment 2. 2.Project Scope Statement 2. Enterprise Environmental factors 4. Scope Definition Inputs 1. Project Charter 4. Organizational Process Assets 2. Project Charter 4. Preliminary Project Scope Statement 2.Requested Changes 3. Preliminary project Scope statement 5. Develop Project Management Plan Inputs 1. Create WBS 1. Project Statement of Work 3. Organizational Process Assets Outputs Preliminary Project Scope Statement Planning Process Group 1.4. Preliminary project Scope statement 5. 3. Enterprise Environmental factors 4. Project Charter 2. Project Charter 2.

Precedence Diagramming Method (PDM) 2.) 3.Approved change requests Tools and Techniques 1. Project Management plan Activity Sequencing Inputs 1. Work breakdown structure 5.imposed dates. Activity Definition Inputs 1. Enterprise environmental factors 2.Applying leads and lags Outputs 1. Activity List 4.Activity Resource requirements 2. Activity attributes 4.Published estimating data 4.Activity attributes (updates) 3. Milestone list 5.Requested changes 5.lags.Requested changes Activity Resource Estimating Inputs 1.Activity list 2. predecessor/successor activities. Project Scope Statement 4.Decomposition 2.Milestone list 3.Alternatives analysis 3.(updates) 6. Organizational Process Assets 3.Planning component 4.Activity attributes (updates) 4. Activity attributes Tools and techniques 1.Templates Outputs 1.Project schedule network diagrams 2.Resource breakdown structure 4.Rolling Wave Planning (progressive elaboration) 4.Arrow Diagramming Method (ADM) 3. WBS dictionary 6. etc.Expert Judgement 2.Activity list (updates) 3. Resource calendar (updates) .Project Management Software Outputs 1. Activity list 3.Expert Judgement 5.Schedule Network Templates 4.Dependency determination 5.Activity attributes(leads. Project Scope Statement 2. Enterprise environmental factors 2.Requested changes Tools and Techniques 1. Organizational Process Assets 3.

What-If scenario analysis Resource leveling Outputs 1.Three-point estimates 5. Activity list 4.Schedule Network Analysis 2.Resource calendar 8. Project Scope Statement 3.Schedule compression 4.Project schedule network diagrams Tools and Techniques 1.Resource requirements (updates) 5. Project Scope Statement 4. Enterprise environmental factors 3. Activity List 5.Critical path method 3. Activity attributes 6.5.Parametric estimating 4. Organizational Process Assets 2.Project Management Plan 9.Expert Judgement 2.Schedule model data 3.Schedule baseline 4. Organizational Process Assets 2.Activity attributes(updates) Tools and techniques 1.Analogous estimating 3.Resource availability 6.Activity resource requirements 7.Activity attributes (updates) .Reserve analysis Outputs 1.Project schedule 2.Activity duration estimates 2. Requested changes Activity Duration Estimating Inputs 1.Risk register 10.Bottom-up estimating 5.Project Management Plan 5. Activity attributes 5.Activity cost estimates Schedule Development Inputs 1.

Project Management Plan (updates) 9.Recommended corrective actions 6.Performance measurements 4.Project Management Software 7.Cost Management plan (updates) .Critical chain method 6.Schedule baseline (updates) 3. Enterprise environmental factors 2.Schedule change control system 3.Bottom-up estimating 4.Progress reporting 2.Determine resource cost rates 3.Vendor bid analysis Outputs 1.Organizational process assets (updates) 7. Approved change requests 5.Activity duration estimates 9. Project Scope Statement 4.Project Management Software 5.Activity resource requirements 7. Schedule Management Plan 2.Parametric estimating 5.Requested changes 5.Resource calendars 8.WBS dictionary Tools and techniques 1. Performance reports 4.Analogous estimating 2.Activity list (updates) 8.Adjusting leads and lags 9. Schedule baseline 3.6.Project calendar( updates) 7.Project Management Plan 10.Requested changes 4. Work breakdown structure 5.Performance measurement 4.Schedule comparison bar charts Outputs 1.Activity attributes (updates) 9.Schedule management plan (updates) Tools and Techniques 1.Risk register Schedule Control Inputs 1. Organizational process assets 3.Schedule model 6.Requested changes 8.Activity cost estimate supporting detail 3.Variance analysis 6.Activity Cost estimates 2.Schedule model data (updates) 2.Applying calendars 8.Project Management plan (updates) Cost Estimating Inputs 1.

Cost-benefit analysis 2. Staffing Management Plan.Cost of quality (COQ) 5. Enterprise environmental Outputs 1.Quality Management Plan 2. Risk register 6.Project organization charts Tools and techniques 1. Work breakdown structure 3.Funding limit reconciliation Outputs 1.Project funding requirements 3.Cost management plan (updates) 4.Design of experiments 4.Project schedule 6.Activity cost estimate supporting detail Quality Planning Inputs 1.Quality metrics 3. Resource calendars 7. Project Scope statement Tools and techniques 1.Quality checklists 4.Project Management Software Cost Budgeting Inputs 1.Project Management plan (updates) Human Resource Planning Inputs 1.Quality baseline 6.Cost baseline 2.Process Improvement Plan 5.6.Roles and responsibilities 2. Organizational Process Assets 2. Activity cost estimates 5.Requested changes .Reserve analysis 3.Additional quality planning tools Outputs 1.Reserve Analysis 7.Cost management plan 9. Enterprise environmental factors 2.Project Management Plan – Schedule Management Plan.Cost aggregation 2. WBS dictionary 4. Project Scope Statement 2. Organizational process assets 3.Benchmarking 3. Project management plan 4.Parametric estimating 4.Contract 8.

Activity resource requirements 3.Documentation reviews 2. Project Management Plan Tools and Techniques 1.Planning meetings and analysis Outputs 1. Organizational Process Assets 3. Project Scope Statement 4.Risk register . Project Scope Statement 3. Organizational Process Assets 2.Risk Management Plan Risk Identification Inputs 1.Information gathering techniques 3. Project Management Plan 4. Project Scope Statement 3. Enterprise environmental factors 4.Diagramming Outputs 1.Staffing Management plan Communications Planning Inputs 1. Enterprise environmental factors 2.Communications Management Plan Risk Management Planning Inputs 1.factors 3.Assumptions analysis 5. Project Management Plan 5.Checklist analysis 4. Enterprise environmental factors 4. Risk management plan Tools and Techniques 1. Organizational Process Assets 2. Assumptions Outputs 1. Project Management PlanConstraints.

Risk-related contractual agreements .Risk register Tools and techniques 1.Risk data quality assessment 4. Project Scope Statement Tools and techniques 1.Project management plan (updates) 3. Risk management plan 4.Quantitative risk analysis and modeling techniques Outputs 1.Stratgey for both threats and opportunities Contingent response strategy Outputs 1. Risk register Tools and Techniques 1. Project Scope Statement 3.Strategies for positive risks or opportunities 3.Risk register (updates) Quantitative Risk Analysis Inputs 1.Risk management plan 2.Risk categorization 5.Strategies for negative risks or threats 2. Project Scope Management Plan 4. Organizational Process Assets 2.Risk Probability and Impact Assessment 2.Risk urgency assessment Outputs 1. Organizational Process Assets 2.Risk register (updates) 3. Approved Change requests Risk Response Planning Inputs 1.Risk register (updates) 2.Techniques Qualitative Risk Analysis Inputs 1.Data gathering and representation techniques 2.Probability and Impact matrix 3.

Work performance information 5. risk related contractual agreements. project schedule. activity cost estimates. Make-or-buy decisions 4.Contract statement of work 3.Status meetings Outputs 1. Procurement Management plan 2.Procurement Management plan 2.Evaluation criteria 3.Performance reports Tools and techniques 1.Recommended preventive actions 5.Risk register (updates) 2.Requested changes 3. Resource requirements. Project management planrisk register.Procurement documents 2.risk Outputs 1. Cost baseline Outputs 1.Recommended corrective actions 4.Contract statement of work (updates) .Risk Management Plan 2.Reserve analysis 6.Make or buy decisions 4. Organizational process assets 3. Contract Statement of Work 3. Work breakdown structure 5.Technical performance measurement 5.Approved change requests 4. Project Management plan.Organizational process assets (updates) 6.Risk reassessment 2. Enterprise environmental factors 2.Variance and trend analysis 4.Project Management Plan (updates) Plan Purchases and acquisitions Inputs 1.WBS dictionary 6.Risk audits 3.Risk Monitoring and Control Inputs 1.Requested changes Plan Contracting Inputs 1. Project Scope statement 4.Risk register 3.

activity cost estimate. Quality control measurements 7.Requested changes 2.Implemented preventive actions Tools and techniques 1. 2.Recommended corrective actions 3. Work performance information 5.Requested changes 3. 6.Implemented change requests 4. Quality metrics 3. Approved change requests 6. Implemented corrective actions 9.Process analysis 4. cost baseline Executing Process Group Direct and Manage Process Execution 1.Implemented preventive actions 6.Quality control tools and techniques Outputs 1.Organizational process assets (updates) 4. Quality Management plan 2. resource requirements. 4.Work performance information Perform Quality Assurance Inputs 1.Implemented corrective actions 5. Inputs Project Management plan Approved corrective actions Approved preventive actions Approved change requests Approved defect repair Validated defect repair Administrative closure procedure Outputs 1.Deliverables 2.Project Management plan (updates) . risk-related contractual agreements. 5.register.Implemented defect repair 7.Quality audits 3. 3. Implemented defect repair 10. 7.Quality planning tools and techniques 2. Implemented change requests 8. project schedule. Process improvement plan 4.

Staffing management plan 3. Project staff assignments 2.Bidder Conferences 2.Team performance assessment Information Distribution Inputs 1. Enterprise environmental factors 2. Staffing management plan Outputs 1. Organizational process assets 3. Communication Management Plan Outputs 1.Project staff assignments 2.Staffing management plan (updates) Develop project team Inputs 1. Resource availability Outputs 1.Advertising Outputs 1.Resource availability 3. Procurement Management plan Tools and Techniques 1.Organizational process assets (updates) 2. Roles and responsibilities 4. Organizational process assets 2.Acquire project team Inputs 1. Project organization charts 5.Qualified sellers list 2.Procurement document package .Requested changes Request seller responses Inputs 1.

Risk-related contractual agreements Tools and Techniques 1.Contract Management plan 4. Work Performance initiation 3. Qualified sellers list 7. Proposals 6.Requested changes Integrated change control . Project Management plan.Forecasts 4.Weighting system 2. Procurement documents 3.Contract 3.Independent estimates 3. Rejected change requests Outputs 1.Resource availability 5.Screening system 4.Procurement Management plan (updates) 6.Seller rating systems 6.Recommended corrective actions 2.3.Recommended preventive actions 3. Procurement document package 5.Proposal evaluation techniques Outputs 1.Develop Qualified sellers list 3.Proposals Select sellers Inputs 1.Selected sellers 2.Recommended defect repair 5. Evaluation criteria 4. Project Management Plan 2. Procurement management plan 3.Expert judgement 7.risk register. Organizational process assets 2.Contract negotiation 5.Requested changes Monitoring and Controlling Monitor and Control Project Work Inputs 1.

Schedule Management Plan 2.Project Management plan (updates) Schedule Control Inputs 1.Project Scope Statement 2.Validated defect repair 9.Schedule baseline (updates) 3.Recommended corrective action 7.Schedule model data (updates) 2.Performance reports 6.WBS dictionary 4.Recommended corrective actions Outputs 1.Work performance initiation 4.Performance reports 4.Approved corrective actions 6.Requested changes 3.Work performance initiation Outputs 1.Activity attributes (updates) 9.Approved change requests Outputs 1.Performance measurements 4.Deliverables Scope verification Inputs 1.Approved change requests 7.Approved change requests 2.Deliverables Outputs 1.Activity list (updates) 8.Recommended corrective actions 6.Recommended defect repair 7.Project Scope Management plan 5.Recommended preventive actions 5.Requested changes 6.Requested changes 5.Scope baseline (updates) 5.Approved defect repair 8.Work breakdown structure 3.WBS dictionary (updates) 4.WBS dictionary 3.Inputs 1.Work breakdown structure (updates) 3.Schedule baseline 3.Requested changes 3.Project Management Plan (updates) 4.Organizational process assets (updates) 8.Project Scope Statement (updates) 2.Organizational process assets (updates) 7.Deliverables Scope Control Inputs 1.Approved preventive actions 7.Project Management Plan 2.Project Scope management plan 4.Recommended corrective actions 6.Accepted deliverables 2.Project Scope Statement (updates) 5.Project Scope Statement 2.Rejected change requests 3.Project Management Plan (updates) .

Project performance reviews 5.Work performance initiation 5.Cost Control Inputs 1.Project Management plan (updates) Perform quality control Inputs 1.Organization process assets (updates) 9.Performance measurement analysis 3.Quality Metrics 3.Quality baseline (updates) 4.Deliverables Tools and techniques 1.Approved change requests 6.Run chart 7.Organizational process assets (updates) 8.Requested changes 6.Variance Management Outputs 1.Approved change requests 7.Performance reports 4.Recommended preventive actions 6.Project Management Plan Tools and techniques 1.Pareto Chart 6.Forecasted completion 5.Quality control measurements 2.Scatter diagram 8.Recommended defect repair 8.Recommended corrective actions 5.Histogram 5.Cost estimate (updates) 2.Cost baseline (updates) 3.Organizational process assets 5.Statistical sampling 9.Validated defect repair 3.Quality checklists 4.Inspection 10.Recommended corrective actions 7.Cause and effect diagram 2.Project Management software 6.Quality Management Plan 2.Requested changes 7.Project funding requirements 3.Work performance initiation 6.Project Management Plan (updates) Manage Project Team Inputs Tools and Outputs .Flowcharting 4.Control charts 3.Cost change control system 2.Forecasting 4.Validated deliverables 10.Defect repair review Outputs 1.Cost baseline 2.Performance measurements 4.

Status review meetings 4.Approved preventive actions 7.Recommended defect repair 7.Deliverables 3.Staffing management plan 6.Team performance assessment 7.Performance information gathering and compilation 3.Approved change requests 2.Project Management Plan 2.Project Scope Statement (updates) 5.Conflict management 4.Approved defect repair 8.Recommended corrective actions 6.Project performance appraisals 3.Approved corrective actions 6.Time reporting systems 5.Rejected change requests 3.1.observation and conversation 2.Organizational process assets Tools and techniques 1.Project Management Plan (updates) 4.Recommended preventive actions 5.Resolved Issues 2.Requested changes 2.Recommended preventive actions 4.Approved corrective .Work performance initiation 4.Cost reporting systems Outputs 1.Project Management Plan (updates) Performance Reporting Inputs 1.Recommended corrective actions 3.Organizational process assets (updates) 5.Approved change requests 3.Issue log 1.Project organization charts 5.Project staff assignments 3.Information presentation tools 2.Validated defect repair 9.Status review meetings Outputs 1.Communications Management Plan 2.Work performance information 8.Performance reports techniques 1.Information presentation tools 2.Roles and responsibilities 4.Deliverables Manage Stakeholders Inputs 1.Requested changes Tools and techniques 1.Performance information gathering and compilation 3.Organizational process assets 2.

Performance reports Outputs 1.Work performance initiation 6.Project Management plan (updates) Contract Administration Inputs 1. contract management plan Closing Process Group Close Project Inputs 1.Recommended corrective actions 4.Selected sellers 4.Organizational process assets (updates) 5.Organizational process assets 5.Recommended preventive actions 5.Requested changes 3.Performance reports 5.Project Management Plan (updates) Risk Monitoring and Control Inputs 1.Approved change requests 4.Organizational process assets (updates) 6.Time reporting systems 5.Organizational process assets (updates) 5.4.Contract Management Plan 3.procurement management plan.Enterprise environmental factors 4.Risk register (updates) 2.Recommended corrective actions 4.Risk Management Plan 2.Final product.Administrative closure procedure 2.Work performance initiation 5.Contract documentations 2.Approved change requests Outputs 1.Project Management Plan 2.Deliverables Outputs 1.Cost reporting systems actions 4.Contract closure procedure 3.Project Management Plan (updates).Contract documentation 3. service or result 4.Contract 2.Organizational process assets (updates) .Requested changes 3.Risk register 3.

Contract closure procedure Outputs 1.Contract documentation 4.Procurement Management plan 2.Closed contracts 2.Contract Management Plan 3.Organizational process assets (updates) .Contract Closure Inputs 1.

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