Project Management Knowledge Areas Mindmaps

Table of Contents:
Legend
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resource Management
Project Communications Management
Project Risk Management
Project Procurement Management
For each Knowledge Area there is one mindmap comprising:
The Knowledge Area and associated Project Management Processes
The Process Group which corresponds to the Project Management Process
Whether the Project Management Process is a Core or Facilitating Process
The Inputs, Tools and Techniques and Outputs of each Project Management Process
Norwin Lederer PMP

Project Management Process

Key to icons
Knowledge Area
Definition (italics)
Inputs All inputs to project
management process
T&T
All tools and techniques
for use in project
management process
Outputs All outputs to project
management process
The ten most common concepts
have been iconised as follows:
Icons and
associated concepts
Lessons Learned
Supporting detail
Performance reports
e Change requests
: Historical information
q Assumptions
+ Constraints
Other planning outputs
> Work results
~ Expert judgment
Unfortunately not all the icons and associated
concepts make sense, however my software
package limited me to these ten!
Indication of:
Process Group / Core or Facilitating Process
LEGEND:
LEGEND.mmp PMP Study Notes by Norwin Lederer (PMP)
C Project plan development
C Project plan execution
C Integrated change
control
4. Project
integration
management
Integrating & coordinating all the project plans to
create a consistent, coherent document.
Inputs
Other planning outputs
: Historical information
Organisational policies
q Assumptions
+ Constraints
T&T
Project planning methodology
Stakeholder skills & knowledge
PMIS
EVM
Outputs
Project plan
Supporting detail
Carrying out the project plan by performing
the activities included therein.
Inputs
Project plan
Supporting detail
Organisational policies
Corrective action
Preventive action
T&T
General mngt. skills
Product skills & knowledge
Work authorisation system
Status review meetings
PMIS
Organisational procedures
Outputs
> Work results
e Change requests
Coordinating changes
across the project
Inputs
Project plan
Performance reports
e Change requests
T&T
Change control system
Configuration management
Performance measurement
Additional planning
PMIS
Outputs
Project plan updates
Corrective action
Lessons learned
Planning/Core
Executing/Core
Controlling/Core
4. Project Integration Management.mmp PMP Study Notes by Norwin Lederer (PMP)
C Initiation
C Scope
planning
C Scope definition
C Scope
verification
C Scope change
control
5. Project
scope
management
Authorising the project
or phase
Inputs
Product description
Strategic plan
Project selection criteria
Historical information
T&T
Project selection methods
Expert judgement
Outputs
Project charter
PM identified / assigned
Assumptions
Constraints
Developing a written scope
statement for future project decisions
Inputs
Project charter
Product description
+ Constraints
q Assumptions
T&T
Product analysis
Cost/benefit analysis
Alternatives identification
~ Expert judgement
Outputs
Scope statement
Supporting detail
Scope management plan
Subdividing the major project deliverables
into smaller, more manageable components
Inputs
Scope statement
+ Constraints
q Assumptions
Other planning outputs
: Historical information
T&T
WBS templates
Decomposition
Outputs
WBS
Scope statement updates
Formalising acceptance
of the project
Inputs
> Work results
Product documentation
WBS
Scope statement
Project plan
T&T
Inspection
Outputs
Formal acceptance
Controlling changes to
the project scope
Inputs
WBS
Performance reports
e Change requests
Scope management plan
T&T
Scope change control system
Performance measurement
Additional planning
Outputs
Scope changes
Corrective action
Lessons learned
Adjusted baseline
Initiating/Core
Planning/Core
Planning/Core
Controlling/Facilitating
Controlling/Facilitating
5. Project Scope Management.mmp PMP Study Notes by Norwin Lederer (PMP)
c Activity definition
d Activity sequencing
e Activity duration
estimating
f Schedule development
g Schedule control
6. Project time
management
Identifying the specific activities that
must be performed to produce the
various project deliverables
Inputs
WBS
Scope statement
Historical information
Constraints
Assumptions
Expert judgement
T&T
Decomposition
Templates
Outputs
Activity list
Supporting detail
WBS updates
Identifying and documenting
inter activity dependencies
Inputs
Activity list
Product description
Mandatory dependencies
Discretionary dependencies
External dependencies
Milestones
T&T
PDM
ADM
Conditional diagramming method
Network templates
Outputs
Project network diagrams
Activity list updates
Estimating the number of work periods
that will be needed to complete individual activities
Inputs
Activity lists
Constraints
Assumptions
Resource requirements
Resource capabilities
Historical information
Identified risks
T&T
Expert judgement
Analogous estimating
Quantitatively based durations
Reserve time (contingency)
Outputs
Activity duration estimates
Basis of estimates
Activity list updates
Analysing activity sequences, activity durations,
and resource requirements to create the project schedule
Inputs
Project network diagrams
Activity duration estimates
Resource requirements
Resource pool description
Calendars
Constraints
Assumptions
Leads and lags
Risk management plan
Activity attributes
T&T
Mathematical analysis
Duration compression
Simulation
Resource levelling heuristics
Project Management software
Coding structure
Outputs
Project schedule
Supporting detail
Schedule management plan
Resource requirements updates
Controlling changes to the project schedule
Inputs
Project schedule
Performance reports
Change requests
Schedule management plan
T&T
Schedule change control system
Performance measurement
Additional planning
Project management software
Variance analysis
Outputs
Schedule updates
Correction action
Lessons learned
Planning/Core
Planning/Core
Planning/Core
Planning/Core
Controlling/Facilitating
6. Project Time Management.mmp PMP Study Notes by Norwin Lederer (PMP)
C Resource planning
C Cost estimating C Cost budgeting
C Cost control
7. Project
cost
management
Determining what resources
(people, equipment, materials)
and what quantities of each should
be used to perform project activities
Inputs
WBS
: Historical information
Scope statement
Resource pool description
Organisational policies
Activity duration estimates
T&T
~ Expert judgement
Alternatives identification
Project management software
Outputs
Resource requirements
Developing an approximation (estimate)
of the costs of resources needed
to complete project activities
Inputs
WBS
Resource requirements
Resource rates
Activity duration estimates
Estimation publications
: Historical information
Chart of accounts
Risks
T&T
Analogous estimating
Parametric estimating
Bottom-up estimating
Computerised tools
Other estimating methods
Outputs
Cost estimates
Supporting detail
Cost management plan
Allocating the overall cost estimate
to individual work activities
Inputs
Cost estimates
WBS
Project schedule
Risk management plan
T&T Cost budgeting tools
and techniques
Outputs
Cost baseline
Controlling changes to
the cost budget
Inputs
Cost baseline
Performance reports
e Change requests
Cost management plan
T&T
Cost change control system
Performance measurement
EVM
Additional planning
Computerised tools
Outputs
Revised cost estimates
Budget updates
Corrective action
EAC
Project close-out
Lessons learned
Planning/Core
Planning/Core
Planning/Core
Controlling/Facilitating
7. Project Cost Management.mmp PMP Study Notes by Norwin Lederer (PMP)
c Quality planning
d Quality assurance
e Quality control
8. Project
quality
management
Identifying which quality standards
are relevant to the project and
determining how to satisfy them
Inputs
Quality policy
Scope statement
Product description
Other process outputs
T&T
Benefit/cost analysis
Benchmarking
Flowcharting
Design of experiments
Cost of quality
Outputs
Quality management plan
Operational definitions
Checklists
Inputs to other processes
Evaluating overall project performance
on a regular basis to provide
confidence that project
will satisfy the relevant standards
Inputs
Quality management plan
Results of quality control measures
Operational definitions
T&T
Quality planning tools and techniques
Quality audits
Outputs
Quality improvement
Monitoring specific project results
to determine if they comply
with relevant quality standards
and identifying ways to eliminate
causes of unsatisfactory performance
Inputs
Work results
Quality management plan
Operational definitions
Checklists
T&T
Inspection
Control charts
Pareto diagrams
Statistical sampling
Flowcharting
Trend analysis
Outputs
Quality improvement
Acceptance decisions
Rework
Completed checklists
Process adjustments
Planning/Facilitating
Executing/Facilitating
Controlling/Facilitating
8. Project Quality Management.mmp PMP Study Notes by Norwin Lederer (PMP)
Organisational
planning
Staff acquisition
Team
development
9. Project
human resources
management
Identifying, documenting and assigning
project roles, responsibilities and reporting
relationships
Inputs
Project interfaces
Staffing requirements
Constraints
T&T
Templates
Human resource practices
Organisational theory
Stakeholder analysis
Outputs
Role and responsibility assignments
Staffing management plan
Org chart
Supporting details
Getting the human resources needed
assigned to and working on the project
Inputs
Staffing management plan
Staffing pool description
Recruitment practices
T&T
Negotiations
Pre-assignment
Procurement
Outputs
Project staff assigned
Project team directory
Developing individual and
group competencies to
enhance project performance
Inputs
Project staff
Project plan
Staffing management plan
Performance reports
External feedback
T&T
Team-building activities
General management skills
Reward and recognition systems
Co-location
Training
Outputs
Performance improvements
Input to performance appraisals
Planning/Facilitating
Planning/Facilitating
Executing/Facilitating
9. Project Human Resource Management.mmp PMP Study Notes by Norwin Lederer (PMP)
C Communications
planning
C Information
distribution
C Performance
reporting
C Administrative
closure
10. Project
communications
management
Determining the information and
communications needs of stakeholders:
Who needs what
information
When will they
need it, and
How to get it
to them
Inputs
Communications requirements
Communications technology
+ Constraints
q Assumptions
T&T
Stakeholder analysis
Outputs
Communications management plan
Making needed information available
to project stakeholders in a timely manner
Inputs
> Work results
Communications management plan
Project plan
T&T
Communications skills
Informational retrieval systems
Informational distribution methods
Outputs
Project records
Project reports
Project presentations
Collecting and disseminating
performance information.
This includes:
status information
progress measurement
forecasting
Inputs
Project plan
> Work results
Other project records
T&T
Performance reviews
Variance analysis
Trend analysis
Earned value analysis
Information distribution T&T
Outputs
e Change requests
Performance Reports
Generating, gathering, and
disseminating information to
formalise a phase or project
completion
Inputs
Performance measurement
documentation
Product documentation
Other project reports
T&T
Performance reporting T&T
Project reports
Project presentations
Outputs
Project archives
Project closure
Lessons learned
Planning/Facilitating
Executing/Facilitating
Controlling/Core
Closing/Core
10. Project Communications Management.mmp PMP Study Notes by Norwin Lederer (PMP)
c Risk management
planning
g Risk response planning
d Risk
identification
e Qualitative
risk analysis
f Quantitative
risk analysis
h Risk monitoring
and control
11. Project risk
management
Deciding how to approach and plan the risk
activities of the project
Inputs
Project charter
Organisation's risk
management policies
Defined roles and responsibilities
Stakeholder risk tolerances
Templates for the organisation's
risk management plan
WBS
T&T
Planning meetings
Outputs
Risk management plan
Developing procedures and techniques to enhance opportunities and
reduce threats to the project's objectives
Inputs
Risk management plan
List of prioritised risks
Risk ranking of the project
Prioritised list of quantified risks
Probabilistic analysis of the project
Probability of achieving the cost and time objectives
List of potential responses
Risk thresholds
Risk owners
Common risk causes
Trends in qualitative and quantitative risk analysis results
T&T
Avoidance
Transference
Mitigation
Acceptance
Outputs
Risk response plan
Residual risks
Secondary risks
Contractual agreements
Contingency reserve amounts needed
Inputs to other processes
Inputs to revised project plan
Determining which risks might
affect a project and documenting
their characteristics
Inputs
Risk management plan
Project planning outputs
Risk categories
Historical information
T&T
Documentation reviews
Information-gathering techniques
Checklists
Assumption analysis
Diagramming techniques
Outputs
Risks
Triggers
Inputs to other processes
Performing a qualitative analysis of risks to
prioritise their effects on project objectives
Inputs
Risk management plan
Identified risks
Project status
Project type
Data precision
Scales of probability & impact
Assumptions
T&T
Risk probability and impact
Probability/impact risk rating matrix
Project assumptions testing
Data precision ranking
Outputs
Overall risk ranking of project
List of prioritised risks
List of risks for additional analysis and management
Trends in qualitative risk analysis results
Measuring the probability and consequences of risks
and estimating their effects on project objectives
Inputs
Risk management plan
Identified risks
List of prioritised risks
List of risks for additional analysis and management
Historical information
Expert judgement
Other planning outputs
T&T
Interviewing
Sensitivity analysis
Decision tree analysis
Simulation
Outputs
Prioritised list of quantified risks
Probabilistic analysis of project
Probability of achieving the cost and time objectives
Trends in quantitative risk analysis results
Monitoring residual risks, identifying new risks,
executing risk reduction plans, and evaluating
their effectiveness throughout the PLC
Inputs
Risk management plan
Risk response plan
Project communication
Additional risk identification and analysis
Scope changes
T&T
Project risk response audits
Periodic project risk reviews
Earned value analysis
Technical performance measurement
Additional risk response planning
Outputs
Workaround plans
Corrective action
Project change requests
Updates to the risk response plan
Risk database
Updates to risk identification checklists
Planning/Core
Planning/Facilitating
Planning/Facilitating
Planning/Facilitating
Planning/Facilitating
Controlling/Facilitating
11. Project Risk Management.mmp PMP Study Notes by Norwin Lederer (PMP)
c Procurement
planning
d Solicitation planning
e Solicitation
f Source selection
g Contract
administration
h Contract closure
12. Project
procurement
planning
Determining what to procure
and when
Inputs
Scope statement
Product description
Procurement resources
Market conditions
Other planning outputs
Constraints
Assumptions
T&T
Make-or-buy analysis
Expert judgement
Contract type selection
Outputs
Procurement management plan
Statement(s) of work (SOW)
Documenting product requirements
and identifying potential sources
Inputs
Procurement management plan
SOW
Other planning outputs
T&T
Standard forms
Expert judgement
Outputs
Procurement documents
Evaluation criteria
Updated SOW
Obtaining quotations, bids, offers
or proposals, as appropriate
Inputs
Procurement documents
Qualified seller lists
T&T
Bidder conferences
Advertising
Outputs
Proposals
Choosing from among
potential sellers
Inputs
Proposals
Evaluation criteria
Organisational policies
T&T
Contract negotiation
Weighting system
Screening system
Independent estimates
Outputs
Contract
Managing the
relationship with the seller
Inputs
Contract
Work results
0 Change requests
Seller invoices
T&T
Contract change control
Performance reporting
Payment system
Outputs
Correspondence
Contract changes
Payment requests / payments
Completion and settlement of the contract,
including resolution of any open items
Inputs
Contract documentation
T&T
Procurement audits
Outputs
Contract file
Formal acceptance
and closure
Planning/Facilitating
Planning/Facilitating
Executing/Facilitating
Exectuing/Facilitating
Exectuing/Facilitating
Closing/Core
12. Project Procurement Management.mmp PMP Study Notes by Norwin Lederer (PMP)