Project Integration Management

Process Input Tools and Techniques Output Notes

Develop Project Charter - Contract(if applicable) -Expert Judgment -Project Charter Project Selection Methods
- Statement Of Work (SOW) 1- Benefit Measurement Methods
- Enterprise Environmental Factors a. Economic Models
- Organizations Process Assets b. Scoring Models
- Business Case c. Comparative Approach
d. Benefit Contribution
e. Murder Board
2- Constrained Optimization Methods
a. Linear
b. Non-Linear
c. Dynamic
d. Integer
e. Multi-objective algorithms

Develop Project Management Plan -Project Charter -Expert judgment -PM Plan -PM Plan is Formal, single document, approved (becomes officially the
-Outputs from Planning Processes project plan. It defines how project is executed and controlled. Scope,
-EEF/OPA schedule, and Cost, Change, and Configuration Management plans are
created in this process and are part of the PM plan
- Scope Management plan is developed here as well

Direct and Manage Project execution -PM Plan -Expert Judgment -Deliverables -Change Requests:
-Approved Change Requests -PMIS -Work Performance Information 1.Corrective Actions
-EEF/OPA -Change Requests 2.Preventive Actions
-PM Plan updates 3.Defect Repair
-Project Document updates 4.Updates

Monitor and Control Project work -PM Plan -Expert Judgment -Change Requests
-Performance Reports -PM Plan updates
-EEF/OPA -Project Document updates

Perform Integrated Change Control -PM Plan -Expert Judgment -Change request status updates -Changes may be requested by any stakeholder
-Work Performance Information -Change Control meetings -PM Plan updates
-Change Requests -Project document updates
-EEF/OPA

Close Project or Phase -PM Plan -Expert Judgment -Final Product, Service, or Result
-OPA transition
-Accepted Deliverables(come from -OPA updates
verify scope)

Project Scope Management

Process Input Tools and Techniques Output Notes
Collect Requirements -Project Charter -Interviews -Requirements Management Plan Facilitated Workshops examples: JAD and Quality Function Deployment
-Stakeholder Register -Focus Groups (how requirements will be analyzed, Group Creativity Technique examples:
-Facilitated Workshops documented, and managed through- -Brainstorming
-Group Creativity Technique out the project) -Nominal Group Technique: enhances brainstorming with voting process
-Group decision making -Requirements Traceability -Delphi Technique
techniques Matrix(map requirements to their -Idea and Mind Mapping
-Questionnaires and Surveys sources) -Affinity Diagram: large numbers of ideas to be sorted into groups
-Observation(Job Shadowing) -Requirements Documentation Group Decision making technique
-Prototypes -Unanimity: everyone agrees on single course of action
-Majority: support from more than 50% of the members of the group
-Plurality: the largest block in a group decides even if a majority is not
achieved
-Dictatorship: one individual makes the decision for the group

Define Scope -OPA -Product Analysis(product en- -Project Scope Statement Project Scope statement includes:
-Project Charter gineering, value and systems -Project Document updates -Product scope description
-Requirements Documentation engineering) -Product acceptance criteria
-Expert Judgment -Project Deliverables
-Facilitated Workshops -Project inclusions and exclusions
-Alternative -Project constraints
Analysis(brainstorming, -Project assumptions
lateral thinking, pair wise
comparison)

Create WBS -OPA -Decomposition -WBS -Code of account is used to name the WBS (uid)
-PSS -WBS dictionary -Planning packages are between Control Accounts and Work Packages
-Requirements Documentation -Scope Baseline -WBS isn’t time based
-Project Document updates -WBS does form the Scope Baseline
-WBS is a communication tool
-Created by the entire team

Verify Scope -PM Plan(Scope baseline) -Inspection -Change Requests Formal process to verify and obtain stakeholder acceptance of the com-
-Requirements documentation -Project Document Updates pleted project scope and deliverables
-Validated Deliverable -Accepted Deliverables -Usually performed after Perform Quality Control
-Requirements Traceability Matrix -Verify Scope is concerned with completeness, and Perform Quality Control
is concerned with correctness
-If the project is cancelled before completion, Verify Scope is performed to
show where the Project was in relation to the Scope when it ended

Control Scope -PM Plan(Scop Baseline) -Variance Analysis -Work Performance Measurements Integrated Change Control spans:
-Work Performance Info -OPA updates -Control Scope
-Requirements Documentation -Change Requests -Control Schedule
-Requirements Traceability Matrix -PM Plan updates -Control Cost
-OPA -Project Document updates -Quality Control
-Monitor and Control Risk
-Administer Procurements

Initiation Planning Execution Monitoring and Controlling Closing

 Project Time Management
Process Input Tools and Techniques Output Notes
Define Activities -EEF/OPA -Decomposition -Activity List Rolling wave planning: Lets you plan as you go
-Scope Baseline -Rolling wave planning -Milestone List -Control Accounts ( placed higher than work packages)
-Expert Judgment -Activity Attributes -Planning Package(placeholder put between control accounts and work packages)
-Template, forms, standards

Sequence Activities -PSS -Precedence Diagramming -Project Scheduled Network -External Predecessors
-Activity List Technique (PDM) Diagrams -Discretionary Predecessors (Preferred logic, Soft logic)
-Activity Attributes -Scheduled Network -Project documents updates -Mandatory Predecessors (Hard logic)
-Approved Change Requests Templates (Activity List) -Floats or slacks: task may be delayed without affecting Project finish time or another task
-Milestone list -Dependency Determination start time
-OPA -Leads ,Lags and Floats

Estimate Activity Resources -EEF/OPA -Bottom- up Estimating -Activity Resource Requirements -Bottom-up estimating: Breaking down complex activities into pieces.
-Activity List -Expert Judgment -Resource Breakdown Structure -Published Est. Data: Published data as books and journals
-Activity Attributes -Alternative Analysis (RBS) -Alte. Analysis: means considering several different options for how to assign resources
-Resource Availability -Published Est. Data -Project document updates
-PM Software

Estimate Activity Durations -EEF/OPA -Analogous Estimating -Activity Duration Estimates -Analogous( top down): is when you look at activities from previous similar jobs
-PSS -Parametric Estimating -Project Documents updates -Parametric: means using mathematical models, computer, software, etc.. to come up with
-Activity List -Three point Estimates the estimate
-Activity List Attributes -Reserve Analysis -Three point (PERT Program Evaluation and Review Technique)): Come up with three points,
-Resource Calendar -Expert Judgment Optimistic, Pessimistic, and Most Likely PERT = P+4R+O/6
-Activity Resource Requirements Standard Deviation σ = (P-O)/6
-Reserve Analysis: Adding extra time, contingency or buffer)

Develop Schedule -EEF/ OPA -Schedule Network Analysis -Project Schedule (Network -Critical Chain method: Resource dependencies are used to determine the critical path. Deter-
-PSS -Critical Path Method Diagrams, Gantt Charts, mine latest possible start and finish date for each activity and then add schedule buffer.
-Activity List and Attributes -Schedule Compression Milestone list) -Resource Leveling: Evaluates all of the resources to see if the critical path needs to change.
-Activity Duration Estimates -What-If Scenario Analysis -Schedule Baseline -Float: amount of time an activity can slip before it causes delay in project
-Activity Resource Requirements (Monte Carlo) -Project Document updates -Float for activities on CP is 0. CP- next longest path= float.
-Project Schedule Network Diagrams -Resource Leveling -Schedule data -EF= ES + Dur - 1
-Resource Calendar -Critical Chain Method -LF = LS + Dur - 1
-Applying Leads and Lags -ES= Prev EF + 1
-Scheduling tool -Last LF is the same as Last EF.
-LS = LF- duration + 1
-Prev LF = Next LS – 1
-Float = LS- ES
-Schedule Compression: includes Fast-tracking and crashing. Crashing almost always
increases cost
-Heuristics: Rules for which no formula exists. Usually derived through trial and error.
-Free Float: how much time an activity can be delayed without affecting the early start date of
subsequent dependent activities.

Control Schedule -PM Plan(Schedule Management -Performance reviews -Work Performance Measure- -S-Curve
Plan) -Variance analysis ments -1σ = 68.27%
-Work Performance Info -Resource leveling -OPA updates -2σ = 95.45%
-Project schedule -PM software -Change Requests -3σ = 99.73%
-OPA -What-if scenario -PM Plan updates
-Adjusting Leads and Lags -Project document updates
-Schedule Compression
-Scheduling tool

Initiation Planning Execution Monitoring and Controlling Closing

 Project Cost Management
Process Input Tools and Techniques Output Notes
Estimate Costs -EEF (Market condition, Commercial -Analogous Estimating -Activity Cost Estimates -Cost of quality: Cost that is incurred to achieve required quality
databases) -Bottom-up Estimating -Activity Cost Estimate supporting -Rough order of magnitude: As the project moves, estimates should become more accurate
-OPA -Parametric Estimating detail (basis of estimates) -Direct Costs: Costs that can be directly attributed to a specific project or service
-Scope baseline -Cost of Quality -Project document updates -Indirect Costs: costs not directly attributed to a specific project or service
-Schedule -Vendor Bid Analysis -Fixed Costs: costs that do not change based on business volume
-Risk Register -Reserve Analysis -Variable Costs: costs that do change based on business volume
-HR plan -Expert Judgment -Stranded/Sunk Costs: costs uncured that cannot be reversed irrespective to future events
-Three-point estimates -Value Engineering/ Analysis: Doing the same work for less. E.g. outsourcing
-PM estimating software -Marginal analysis: Spend time on improvement if it improves revenues or productivity.
-Order of Magnitude Estimate: -50% to +100%
-Conceptual Estimate: -30% to + 50%
-Preliminary Estimate: -20% to +30%
-Definitive Estimate: -15% to +20%
-Control Estimate: -10% to +15%

Determine Budget -Activity Cost Estimates -Cost Aggregation -Cost Performance Baseline -Budget (also called cost performance baseline), is time-phased. It is performed after Define
-Basis of estimates -Reserve Analysis -Project funding requirements Activities, Estimate Durations, Estimate Resources, and Develop Schedule.
-Scope Baseline (represents -Expert Judgment -Project document updates -Planned Value (PV). Also called Budgeted Cost of Work Schedule (BCWS)
PSS,WBS, and WBS dictionary) -Historical relationships -Earned Value (EV). Also called Budgeted Cost of Work Performed (BCWP)
-Resource Calendar -Funding limit reconciliation -Actual Cost (AC). Also called Actual Cost of Work Performed (ACWP)
-Project schedule -Cost Variance (CV)
-Contracts -Schedule Variance (SV)
-OPA -Budget at Completion (BAC)
-Estimate at Completion (EAC)
-Estimate to Complete (ETC)
-Variance at Completion (VAC)
-Estimate at Completion (EAC)
-Estimate to Complete (ETC)
-Variance at Completion (VAC)
-Cumulative CPI: The rate at which the project performance is meeting cost expectations
from the beginning up to a point in time. Also used to forecast project’s cost at completion
-To-Complete Performance Index (TCPI): performance which must be achieved on all
remaining work in order to meet either financial or schedule goals. Two forms, TCPIC and
TCPIS

Control Costs -PM plan -EVM Measurement -Work Performance Measurements -PV = Planned % Complete x BAC expressed in $
-Project funding requirements -Forecasting -Budget Forecasts -EV = BAC x Actual % Complete
-Work Performance Information -To-Complete performance -OPA updates -SV = EV – PV (measured in $) ( +ive, ahead of schedule)
-OPA index -Change Requests -SPI = EV/PV ( IF > 1, ahead of schedule)
-Performance Reviews -PM Plan updates -CPIC = EVC/ ACC
-Variance Analysis -Project document updates -CV = EV – AC (if +ive, within budget)
-Project Management software -CPI = EV/ AC ( CPI > 1 and CV is +ive, within budget)
-EAC = BAC / CPIc
-ETC = EAC – AC
-VAC = BAC – EAC
-TCPI=BAC-EV/EAC-AC (lower than 1 is good)

Project Qualtiy Management

Process Input Tools and Techniques Output Notes
Plan Quality -Scope Baseline -Cost Benefit Analysis -Quality Management Plan -Cost benefit: Looking at how much your quality activities will cost.
-Stakeholder Register -Cost of Quality -Quality Metrics -Benchmarking: means using the results of quality planning on other projects to set goals for
-Cost Performance Baseline -Control Charts -Quality Checklist your own.
-Schedule Baseline -Benchmarking -Project document updates (PM Plan -Design of experiments: is the list of all the kinds of tests you are going to run on your
-Risk Register -Design of Experiments updates) product.
-EEF/OPA -Statistical Sampling -Process Improvement Plan -Total Quality Management (TQM): Everyone in the company is responsible for quality and is
-Flowcharting able to make a difference
-Proprietary quality manage- -Continuous Improvement (Kaizen): constant process improvement in the form of small
ment methodologies changes
-Additional quality planning -Just-In-Time(JIT)
tools (Brainstorming, Affinity -ISO 9000: Companies document what they do and they do what they document
Diagrams, Nominal Group -Mutually Exclusive: one choice excludes the other
Technique) -1σ = 68.25%
-2σ = 95.46%
-3σ = 99.73%
-6σ = 99.99966%
-Attribute Sampling :is binary, it either conforms to quality or it doesn’t
-Variable Sampling: Measures how well something conforms to quality
-Special Causes: considered unusual and preventable, while common causes are generally
acceptable

Perform Quality As- -PM Plan (Quality Management plan, -Quality Audits – internal or -OPA updates -Proactive steps taken by PM and the mgmt team to insure the quality standards are being
surance Process Improvement plan) external -Change Requests help and monitored
-Quality Metrics -Quality Planning -PM Plan updates
-Work Performance Info -Process analysis -Project Document updates
-Quality Control measurements -Tools from Plan Quality and
Perform Quality control

Perform Quality Control -PM Plan (Quality Mgmt Plan) -Control charts -Quality Control Measurements -Control Charts: Visualize how processes are doing over time. (rule of seven: out of control)
-Quality Checklists -Pareto Chart -Validated deliverables and validated -Cause and Effect: Fishbone or Ishikawa. Used to figure out what caused a defect
-Deliverables -Cause and Effect Diagram defect repair -Pareto Charts: figure out which problems need attention right away. (80-20 rule)
-Work Performance Information -Scatter Diagram -OPA updates -Scatter Diagram: Shows pattern of relationship between 2 variables when 2 variable is
-Quality Metrics -Run Chart -Change Requests dependent on the other
-OPA -Flowcharting -PM Plan updates -Run Chart: tell about trends in the project. Shows the history and pattern
-Approved Change Requests -Histogram -Project Document updates (base- -Flow Chart: Shows how processes interrelate
-Statistical Sampling line, quality standards) -Histogram: gives an idea of how data breaks down
-Inspection
-Defect(Approved Change
Requests) Review

Initiation Planning Execution Monitoring and Controlling Closing

 Project Risk Management
Process Input Tools and Techniques Output Notes
Planning Risk Management -EEF/OPA -Planning Meetings and Analysis -Risk Management Plan(Methodology, Roles and Respon- -Risk Breakdown Structure (RBS): Contains the Risk Catego-
-Cost Management plan sibilities, Budgeting, Timing, Risk categories, Def of Risk ries and not the risks
-Schedule Management probability and impact, Probability/Impact matrix, Revised
plan stakeholder’s tolerance, Reporting formats, tracking)
-PSS

Identify Risks -Risk Mgmt Plan -Documentation reviews -Risk Register -Delphi technique is a way to get opinions and ideas from
-PM Plan -Information Gathering Techniques (Brainstorm- experts. It uses a facilitator, just like brainstorming sessions.
-EEF/ OPA ing, Delphi Technique, Expert Interviews, Root -Documentation reviews is when you look at OPA and any
-PSS cause Identification) documents to squeeze any possible risk out of them.
-SWOT analysis -Assumptions analysis is when we look as project assumptions
-Assumptions analysis
-Checklist analysis (RBS)
-Diagramming techniques(Ishikawa or
Flowcharts)
-Expert Judgment

Perform Qualitative Risk -OPA -Risk data quality assessment -Updated Risk Register -Qualitative risk analysis helps you prioritize each risk and
Analysis -Risk Register -Risk urgency assessment figure out its probability and impact
-Risk Mgmt Plan -Risk probability and impact assessment
-PSS -Probability and impact matrix
-Risk categorization

Perform Quantitative Risk -OPA -Interviewing -Updates Risk Register -Monte Carlo: run project risks thorough medling programs to
Analysis -Risk Register -Probability Distribution show risk effect
-PM Plan -Expert Judgment -Tornado: shows how sensitive each analyzed area of the
-Risk Mgmt Plan -Sensitivity Analysis project is to risk.
-PSS -Expected Monetary value analysis
-Modeling and simulation (Monte Carlo)
-Decision Tree Analysis
-Tornado Diagram

Plan Risk Responses -Risk Register Negative risks: isk Register updates -Residual risks: those that remain after risk responses have
-PM Plan 1.Avoid -Risk-related Contract Decisions been implemented.
2.Mitigate -PM Plan updates -Secondary risks: risks that come from a response to another
3.Transfer -Project Document updates risk
4.Accept -Exploit: remove any uncertainty and try to make it happen.
Positive risks
1.Exploit
2.Share
3.Enhance
4.Accept
-Contingent Response Strategies
-Expert Judgment

Monitor & Control Risks -Risk Register -Risk reassessment -Risk Register updates
-PM Plan -Variance and trend analysis -PM Plan updates
-Work Performance -Reserve analysis -Change Requests
Information -Risk Audits -OPA updates
-Performance Reports -Technical Performance measurement -Project Document updates
-Status meetings

Project Procurement Management

Process Input Tools and Techniques Output Notes
Plan Procurements -Scope Baseline -Make or Buy Analysis -Procurement Mgmt Plan Fxed Price contracts:
-Requirements Documentations -Expert judgment -Procurement SOW -FP
-Teaming agreements -Contract Types -Make-or-Buy decisions -Fixed Price plus Incentive Fee (FPIF)
-Risk Register -Procurements documents -Firmed Fixed Price Contract is the one most widely used.
-Risk-Related Contract Decision -Source selection criteria Cost-reimbursable contracts:
-Activity Resource Requirements -Change requests -Costs plus fixed prices(CPFF)
-Project Schedule -Cost plus percentage of costs (CPPC)
-Activity Cost Estimates -Cost plus incentive fee (CPIF)
-Cost Performance Baseline Time and Materials (T&M)
-EEF/OPA Point of Total Assumption (PTA) =
Target Cost+(celing price – target price) + company % share of cost
overrun

Conduct Procurements -PM Plan -Bidder conference -Selected Seller(s) -Oligopoly: There are very few sellers and the actions of one seller
-Procurement Documents -Proposal evaluation techniques -Procurement contract award will have a direct effect on the other seller’s prices and the overall
-Source Selection Criteria -Independent estimates -Resource calendars market condition.
-Qualified Seller list -Expert Judgment -Change requests
-Seller Proposals -Advertising -PM plan updates
-Project Documents -Internet search -Project document updates
-Make-or-Buy decisions -Procurement negotiations
-Teaming Agreements
-OPA

Administer Procurements -Procurement Documents -Contract change control systems -Procurement documentation
-PM plan -Procurement performance reviews -OPA updates
-Contract -Inspections/audits -PM plan updates
-Performance Reports -Performance reporting -Change requests
-Approved change requests -Payment systems
-Work performance information -Claims administration
-Records Management system

Close Procurements -PM plan -Procurement Audits -Closed Procurements

-Procurement documents -Negotiated Settlements -OPA updates
-Records Management Systems

Initiation Planning Execution Monitoring and Controlling Closing

 Project Communications Management
Process Input Tools and Techniques Output Notes
Identify Stakeholders -Project Charter -Stakeholder analysis -Stakeholder Management strategy (Stake- Stakeholder analysis techniques:
-EEF/ OPA -Expert judgment holder analysis matrix) -Power/Interest grid
-Procurement documents -Stakeholder register -Power/Influence grid
-Influence/Impact grid
-Salience model: power, urgency, and legitimacy of stakeholders

Plan Communication -EEF/ OPA -Communications Requirements Analysis -Comm. Mgmt Plan Communication channel = n(n-1)/2
-Stakeholder Register -Communications technology -Updates to project documents Ways of communication:
-Stakeholder Management strategy -Communication methods -Active listening
-Communication models -Effective listening
-Feedback
-Non-Verbal
-Paralingual comm. Is vocal but not verbal
-Communication Blockers

Distribute Information -OPA -Communication methods -OPA Updates(Project Reports Communication methods:
-PM Plan -Information distribution tools -Project Records -Informal Written: Emails, memos
-Performance Reports -Presentations, correspondence, etc -Formal Written: Contract, legal notices, project documents
-Stakeholder feedback -Informal Verbal: Meetings, discussions, phone calls
-Stakeholder Notifications -Formal Verbal: Speeches, mass communication, presentations
-Lessons learned)

Manage stakeholder -Stakeholder Register Communication methods(Face-to-face -Resolved Issues -Face-to-Face meetings are the best communication methods to use
expectations -Stakeholder Management meetings) -Approved Corrective Actions where stakeholders issues are concerned.
Strategy -Interpersonal skills -Approved Change Requests
-OPA -Updates to OPA, PM Plan
-PM Plan
-Issue Log
-Change log

Report Performance -PM Plan: performance baseline -Variance Analysis -Performance Reports -Important note in Report Performance is that Performance Reports
-Work performance information -Communication methods -Change Requests are actively pushed to stakeholders rather than waiting for them to
-Work performance measurements -Reporting Systems -Updates to OPA pull them down.
(CV, SV, CPI, SPI) -Forecasting methods(ETC,EAC)
-Budget forecast
-OPA

Human Resources Management

Process Input Tools and Techniques Output Notes
Develop Human Resource -Activity Resource Requirements -Networking -Human Resource Plan (Staffing Manage- -List, spreadsheets) of positions, roles, and reporting matrix Based
Plan -EEF/OPA -Organization Charts and Positions Descrip- ment Plan). Contains Project Organization Charts (i.e. RAM/RACI)relationships: They have varying designs
tions Charts, Roles and Responsibilities, release based on the need of the project or OPA
-Organizational Theory plan, and training needs.

Acquire Project Team -PM Plan(HR Plan) -Pre-assignments -Project Staff assignments -Negotiations is the most important in T&T
-EEF/OPA -Negotiations -Resource Calendar -Pre-assignment is when you already build assignment in the HR plan
-Acquisitions -PM Plan updates because some team members are already assigned to you
-Virtual Teams -Virtual teams is when team members don’t all work in the same
location
-Resource availability tells the company when the team members will
be available once released from project

Develop Project team -Project Staff Assignments -Interpersonal Skills -Team Performance Assessment Five kinds of power:
-PM Plan -Training -EEF updates -Reward power, Expert power, Referent power, Punishment
-Resource Calendar -Team Building Activities power(coercive), legitimate power
-Ground rules Team Motivation:
-Co-location -Maslow’s hierarchy of needs (you can’t achieve higher needs until
-Recognition and Awards you’re satisfied with the lower ones)
-Herzberg’s Motivation-Hygiene Theory: satisfying personal life, good
paycheck
-McGregor’s Theory X and Theory Y: Theory X distrusts team mem-
bers. Theory Y manager trusts team members
-Expectancy Theory: need to give people an expectation of a reward
in order to motivate them, but it only works if the award is achievable.
-McLelland’s Achievement Theory(Theory of three needs): says that
people need achievement, power, and affiliation to be motivated
-Ouchi’s Theory of – “Z Theory”: Productivity can be increased by
how well the workers and management get along and trust each
other. Japanese style of management
-Vroom’s Expectancy Theory
-Contingency Theory: In stressful times, task-oriented leader will be
more effective, while in relatively calm times a relationship-oriented
leader will function more effectively.
Leadership styles:
-Autocratic: Strong style. PM makes all decisions
-Bureaucratic: Pm gathers input from team members and attempt to
gather multiple considerations before making a decision
-Democratic
-Lassiez-faire: “hands-off” style that only interferes if needed

Manage Project Team -Project Staff Assignments -Observation and Conversation -Change Requests Conflict Management techniques:
-PM Plan -Project Performance Appraisals -PM Plan updates -Problem solving: also called Confronting. It’s a Win-Win situation
-Team Performance Information -Conflict Management -EEF updates -Compromising: Lose-Lose method
-Performance Reports -Issue Log -OPA updates -Withdrawal: Lose-Leave method
-OPA -Interpersonal Skills -Smoothing Lose-Yield method
-Forcing: Win-Lose method

Initiation Planning Execution Monitoring and Controlling Closing