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


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

Crashing and fast-tracking are schedule compression tools. enterprise environmental factors. pessimistic Reserve Analysis Pert= (P+4M+O/6). Activity Resource Estimating (resource availability. time and scope. organizational process assets. Project Management Plan) 4. SMC criteria Three-point Estimates. 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. and working out resource assignments for each of the simpler pieces. Schedule Development 6. optimistic.realistic. Analogous Estimating .Standard deviation = (P-O)/6. is the least accurate Parametric Estimating (budget)– ex. Fast track activities on critical path to save time.Pert uses weighted average Crashing is adding more resources to finish ahead. activity attributes. 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. Schedule Control • • • • • • • • • • • • Precedence Diagramming Method (PDM or AON)/Arrow Diagramming Method (AOA) Triple constraint-cost.look activities from previous proj. Time Management 1.• • Scope Creep/Gold Plating PMIS. Funding limit reconciliation is done after fast tracking.costs more. Critical path will have zero or negative float • • • . Activity Duration Estimating 5. Activity Definition 2. Fast-tracking is to perform multiple activities (PC) where the configuration mgmt system resides. Activity Sequencing 3.

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 . NPV= Actual Value at any given time minus Variable and direct m costs are most affected by size and scope. Cost Budgeting(cost aggregation.• • Float=LS-ES/LF-EF.GERT is only diagramming technique Project Management software is best used to control schedules Cost Management 1. So.cost baseline contains cost for all months including contingency reserve for risks 3. come up with reserves. Cost Control • • • Cost of quality is how much money it takes to do the project right. build baseline). Cost Estimating 2.

Quality audits 3.) helps to pinpoint defect cause (to stimulate thinking ). run chart. Quality Planning. Quality Control (Tools are Cause and effect diagram.DOE. statistical sampling. scatter diagram. while Pareto chart help to determine which causes to focus to improve quality . defect repair review). Quality Assurance – execution phase ex. inspection. Pareto chart.COQ) 2.EAC = BAC/CPI ETC = EAC – AC VAC = BAC – EAC • • • Order of magnitude (top-down) -25->+75 Parametric/Budget -10->+25. Control to prevent defects (tools are cost-benefit analysis.benchmarking. you need to figure out why Ishikawa/Fishbone(cause and effect diag.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. It uses a mathematical module to predict cost/time ex: dollars per module Definitive/bottom-up -5->+10 Quality Management 1.

Inform) matrix Halo effect.power and affiliation to be motivated) Confronting is another name for problem solving Smoothing is minimizing the problem.give people an expectation of a reward in order to motivate McLelland’s Achievement theory (people need achievement. cost reporting systems) . 50% of project problems caused by resources. Scrap.Accountable. formal verbal and informal verbal Performance Reporting (forecasts. of resources.• • • Scatter charts look at relationships between data.Consult. lessons learnt. time reporting systems.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.changes) Tools (Information Presentation tools. Rework. satisfying personal life.schedules and priorities RACI (Responsible. Status review meetings.formal written. 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. Performance Information gathering and compilation. Human Resource Planning (plan exact. 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. 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. No. good relation) McGregor’s Theory X and Theory Y(Theory X will micromanage and Theory Y will trust team) Expectancy theory.

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


• • • • • Project Risks (Technical Risks. 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) . External Risk. Organizational Risk) Risk register is built into Risk Management Plan. It is the only output of Risk Identification Process.

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

Project Selection Methods 2. 50/50 rule is used in performance reporting while 80/20 rule is used in quality. Project Statement of Work 3. cost control.Scope verification. Recommended corrective action is o/p of Quality Assurance. Develop project charter Inputs 1. Problem solving and compromising are 2 best techniques.Project Management Information System Outputs Project Charter . 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). Most common cause of conflict are resources. scope control. risk monitoring and control Initiating Process Group 1. Enterprise Environmental factors Tools and Techniques 1. schedule control. Contract 2.• • • • • • • • • 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. manage project team.Project Management Methodology 3.

Project Charter 4.Scope Baseline 5. Organizational Process Assets 3. Project Charter 2. Inputs Organizational Process Assets Project Scope Statement Project Scope Management Plan Approved Change requests Outputs 1. Organizational Process Assets Outputs Preliminary Project Scope Statement Planning Process Group 1. Enterprise Environmental factors 4.4.Project Scope Management Plan(updates) Outputs Project Scope Management Plan Outputs Project Management Plan . Preliminary project Scope statement 5.Work breakdown structure 3. Project Charter 2.Project Scope Management Plan Outputs 1. Project Statement of Work 3.Requested Changes 3. 2. Project Scope Management Plan 4. Scope Definition Inputs 1. Enterprise Environmental factors 2. Preliminary Project Scope Statement 2. 3. Develop Preliminary Project Scope Statement Inputs 1. Enterprise Environmental factors 4. Preliminary project Scope statement 5. Organizational Process Assets 4. Project Charter 4. Project Management Processes 3. Scope Planning Inputs 1. Project Management Plan 3. Organizational Process Assets 3. Organizational Process Assets 2. Create WBS 1.Project Scope Statement 2.Expert Judgment 2. 4. Develop Project Management Plan Inputs 1.WBS dictionary 4.Project Scope statement (updates) 2.

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

Activity duration estimates 2.Schedule compression 4.Reserve analysis Outputs 1.Schedule Network Analysis 2.Expert Judgement 2. Activity attributes 5.Analogous estimating 3.Resource requirements (updates) 5.Risk register 10. Organizational Process Assets 2.Activity attributes(updates) Tools and techniques 1.Three-point estimates 5.Project Management Plan 5. Activity List 5. Organizational Process Assets 2.5.Schedule baseline 4. Activity list 4.What-If scenario analysis Resource leveling Outputs 1.Project schedule 2.Schedule model data 3. Enterprise environmental factors 3.Activity resource requirements 7.Parametric estimating 4.Project schedule network diagrams Tools and Techniques 1.Activity attributes (updates) .Project Management Plan 9. Activity attributes 6.Critical path method 3.Resource availability 6. Requested changes Activity Duration Estimating Inputs 1. Project Scope Statement 4.Activity cost estimates Schedule Development Inputs 1.Resource calendar 8. Project Scope Statement 3.Bottom-up estimating 5.

Schedule baseline 3.Project Management Plan 10.Schedule model 6.Requested changes 4.Parametric estimating 5.Activity attributes (updates) 9.Requested changes 8.Organizational process assets (updates) 7.Project calendar( updates) 7. Approved change requests 5. Organizational process assets 3.Applying calendars 8.Activity list (updates) 8.Analogous estimating 2.Progress reporting 2.Determine resource cost rates 3.Vendor bid analysis Outputs 1.6.Schedule management plan (updates) Tools and Techniques 1.Requested changes 5.Project Management Software 7. Work breakdown structure 5.Variance analysis 6.Schedule change control system 3.Project Management Plan (updates) 9.Performance measurements 4.Cost Management plan (updates) .Schedule baseline (updates) 3.Activity duration estimates 9.Activity Cost estimates 2. Enterprise environmental factors 2. Performance reports 4.Adjusting leads and lags 9.Activity cost estimate supporting detail 3.Resource calendars 8. Schedule Management Plan 2.Activity resource requirements 7.Performance measurement 4. Project Scope Statement 4.Project Management plan (updates) Cost Estimating Inputs 1.Project Management Software 5.Critical chain method 6.Risk register Schedule Control Inputs 1.WBS dictionary Tools and techniques 1.Schedule model data (updates) 2.Schedule comparison bar charts Outputs 1.Recommended corrective actions 6.Bottom-up estimating 4.

Project Management Software Cost Budgeting Inputs 1.Activity cost estimate supporting detail Quality Planning Inputs 1.6.Quality baseline 6.Contract 8.Reserve analysis 3.Cost management plan 9. Project Scope Statement 2.Roles and responsibilities 2.Project funding requirements 3. Organizational Process Assets 2.Quality Management Plan 2. Enterprise environmental Outputs 1. Project Scope statement Tools and techniques 1.Funding limit reconciliation Outputs 1.Cost-benefit analysis 2.Project Management Plan – Schedule Management Plan. Enterprise environmental factors 2. Activity cost estimates 5.Cost management plan (updates) 4.Quality metrics 3.Quality checklists 4.Cost aggregation 2.Project organization charts Tools and techniques 1.Process Improvement Plan 5.Cost of quality (COQ) 5.Project Management plan (updates) Human Resource Planning Inputs 1.Cost baseline 2. Risk register 6.Additional quality planning tools Outputs 1.Reserve Analysis 7.Parametric estimating 4.Project schedule 6.Requested changes . WBS dictionary 4.Design of experiments 4. Staffing Management Plan. Resource calendars 7.Benchmarking 3. Organizational process assets 3. Project management plan 4. Work breakdown structure 3.

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

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

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

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

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

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

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

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

Resolved Issues 2.Approved change requests 3.Deliverables 3.Organizational process assets Tools and techniques 1.Recommended defect repair 7.Performance information gathering and compilation 3.Issue log 1.Status review meetings 4.Approved change requests 2.Recommended corrective actions 3.Requested changes Tools and techniques 1.Performance information gathering and compilation 3.Approved preventive actions 7.Information presentation tools 2.Project Management Plan (updates) Performance Reporting Inputs 1.observation and conversation 2.Status review meetings Outputs 1.Time reporting systems 5.Rejected change requests 3.Recommended preventive actions 4.Project Management Plan (updates) 4.Approved corrective actions 6.Validated defect repair 9.Project Management Plan 2.Work performance initiation 4.Communications Management Plan 2.Organizational process assets 2.Recommended corrective actions 6.1.Roles and responsibilities 4.Performance reports techniques 1.Requested changes 2.Team performance assessment 7.Approved defect repair 8.Project staff assignments 3.Project performance appraisals 3.Approved corrective .Deliverables Manage Stakeholders Inputs 1.Conflict management 4.Information presentation tools 2.Project Scope Statement (updates) 5.Organizational process assets (updates) 5.Cost reporting systems Outputs 1.Project organization charts 5.Staffing management plan 6.Work performance information 8.Recommended preventive actions 5.

Selected sellers 4.Approved change requests 4.Project Management Plan 2.Requested changes 3.Organizational process assets 5.Time reporting systems 5.Work performance initiation 5. service or result 4.Risk register (updates) 2.Project Management Plan (updates) Risk Monitoring and Control Inputs 1.Administrative closure procedure 2.Contract documentations 2.Deliverables Outputs 1.Work performance initiation 6. contract management plan Closing Process Group Close Project Inputs 1.Organizational process assets (updates) 5.Contract closure procedure 3.Contract documentation 3.procurement management plan.Approved change requests Outputs 1.Contract Management Plan 3.Recommended corrective actions 4.Organizational process assets (updates) .Project Management plan (updates) Contract Administration Inputs 1.Performance reports 5.Final product.Organizational process assets (updates) 6.4.Risk Management Plan 2.Performance reports Outputs 1.Requested changes 3.Enterprise environmental factors 4.Recommended corrective actions 4.Organizational process assets (updates) 5.Cost reporting systems actions 4.Risk register 3.Contract 2.Project Management Plan (updates).Recommended preventive actions 5.

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

Sign up to vote on this title
UsefulNot useful

Master Your Semester with Scribd & The New York Times

Special offer: Get 4 months of Scribd and The New York Times for just $1.87 per week!

Master Your Semester with a Special Offer from Scribd & The New York Times