Chapter 1: intro:

Portfolio: A Group of Projects or Programs that are linked together by a business goal
Program: A Group of Projects that are closely linked
Project: Any work that produce a specific result and Temporary.

EEF: Enterprise Environmental Factors includes:

 PMIS: Project Management Information System includes:
o Work Authorization systems: helps to tell the team when work should begin in
the work packages.
o Change Control System: Helps Track, Approve, or reject and Control Changes.
o Configuration Management System: the collection of Formal Document
Procedure used to apply Technical and administrative direction & surveillance,
and helps controlling Documents on the Projects.

Project Report: Describe the Project status and include lessons learned, issue log, project closure
reports, and output of all the other knowledge areas.
Chapter 2: Organizational constraints and Proj.
1. Functional Org:
 Proj. Manager Decisions need to be cleared with the Functional Manager
 PM are assistants to the Functional manager
 PM spend a lot of time doing administrative tasks

2. Matrix Org:
 Weak Matrix:
o Considered as s Project Constrained
o PM have some authorities but not in charge of Resources
o Major decisions need to be made with the Functional manager approval
o Project Expediters and Project Coordinators work here
 Proj. Coordinator: report to a higher level managers and have a decision
making ability
 Project Expediters: Have no Authority at All
 Balanced Matrix Org:
o PM share Authorities with Functional Manager
o PM runs People management decisions by functional Manager, but the FM run proj.
Decisions by PM.
o Team report to Functional Manager and PM.
 Strong Matrix:
o In Exam, Assume that you are in Matrix Org. unless told otherwise.
o PM have more authorities than FM, but team report to both
o Team judged based on performance as well as functional expertise.

3. Projectized:
 Teams are organized around Projects
 PM makes all decisions
 PM responsible for success or failure of the project
 Once the project is done the team is dismissed

Project Constraints:
 Time
 Cost
 Scope
 Resources
 Quality
 Risk
Enterprise Environmental Factors (EEF): The way your company is set up, the way people are
managed, the processes your team needs to follow to do their jobs
 People
 Market
 Database
 Risk tolerant
 Standards
Chapter3: The Process Framework:
Need:  Initiating  Planning  Execution  Closing

 Monitor & Control

Project can go in Phases and these steps can go over and over for each phase

 When your phases have an iterative relationship, it means that you’ve got a single team
that’s performing the Initiating and Planning processes for one phase of the project while also
doing the Executing processes for the previous phase

 That way, when the processes in the Executing and Closing process groups are finished, the
team can jump straight into the next phase’s Executing processes.

Agile software development:

is an approach to managing and running software projects that’s based on the idea of iterative
phases.
Chapter4: Project Integration Management:
1. Develop Project Charter (init): That’s the document that authorizes you to do your work.
But you’re not always involved in making it, often it’s handed to you by the sponsor.
Project selection:
 Present value (PV=FV/(1+r)n) in the net PV is +ve then the investment is a good choice (Net
PV is the total benefit – total Cost)
 Internal Rate of return (IRR) always higher is better!
 Payback period (lesser is better)
 Cost benefit analysis: compare the expected costs to the potential benefits that the project
will bring. (Benefit/Cost, ratio)
 Economic Value added (EVA): wither the project returns to the Co. more value than the
initiative cost.
 Opportunity cost
 Sunk Costs: expended costs (sunk costs should not be considered when deciding wither to
continue with a troubled project).
 Depreciation (straight line, accelerated (double acceleration, sum of years digits))

Inputs:
 EEF
 OPA
 Agreement
 Business Case: A business case document says why it’s worth it to spend money on the
project.
 Project Statement of Work (SOW): created by the customer to describe their needs.
Tools:
 Expert Judgment
 Facilitation techniques: meetings with your stakeholders to brainstorm project goals or work
with them to resolve conflicts around how your project will run.

Output:
 Project Charter

Enterprise environmental factors tell you how your company does business. An important one is
the project management information system, which determines how work is assigned, and makes
sure that tasks are done in the right order.

Organizational process assets tell you how your company normally runs projects. One of the
most important assets is lessons learned, which is where you write down all of the valuable
historical information that you learn throughout the project to be used later.

2. Develop Project Management Plan (plan): the most important document in the entire
PMBOK Guide because it guides everything that happens on the project.

Inputs: Tools:
 EEF  Expert Judgment
 OPA  Facilitation techniques
 Project Charter
 Output of Planning Process
Output:
 PM Plan: includes the following
o PM process that will be used in the project
o Knowledge area Management plan (scope, quality, risk…)
o Scope, Schedule, and cost baselines
o Requirement management plan
o Change management plan: how to manage change on proj.
o Configuration management plan: how to manage change on deliverables
o Process improvement plan: how to improve process

Project management information system is a part of your company’s EEF, and it’s generally part
of any change control system. It defines how work is assigned to people.

Kick off Meeting after documentation and planning is done a meeting of a key parties involved in
the proj.

3. Direct and Manage Project Work (Exec): make sure that everybody is doing what they
should be doing, and that the products or services your project creates meet the needs of the
stakeholders.

Inputs: Tools: Outputs:

 EEF  Meeting  Work performance information
 OPA  PMIS  Deliverables
 PM plan  Expert Judgment  Change request, project
 Approved change document and plan update.
request  Implemented previously
approved changes

The three components of the Direct and Manage Project Work process:
 Use the plan to create deliverables.
 Repair defects in deliverables.
 As the project plan changes, make sure those changes are reflected in the deliverables.

The Monitor and Control Loop up Close

 Direct and manage Project work:
o Start with the info. About how work is being performed
 Monitor and Control Project work
o Next you figure out any changes that have to be made to the plans, and repairs that
have to be made to the deliverables.
 Perform Integrated Change Control
o Once the changes and repairs are approved, you send them back to the team to put
them in place.

A change control board (CCB) is a group of people—usually including the sponsor—that approves
or rejects changes.
 4. Monitor and Control Project Work (M&C): A good project manager is constantly monitoring
every single thing that goes on in the project.

Inputs: Tools: Outputs:

 EEF  Meeting  Work performance
 OPA  Expert Judgment reports
 PM plan  PM info system  Change request
 Validated changes  Analytical techniques  PM plan updates
 Schedule and cost forecast  Project document
 Work performance info. update

5. Perform Integrated Change Control: Once you’ve found problems on your project, you’ve
got to work with your stakeholders and sponsors to figure out how to deal with those
problems.
Inputs: Outputs:
 EEF Tools:  Approved change
 OPA  Expert Judgment requests
 PM plan  Meeting  PM plan updates
 Change request  Change Control Tools: These  Change log
Performance reports are any tools you might use to  Project document
keep track of change requests update.

Process of making changes:

 Consult the PM plan to evaluate the impact of the change on the proj.
 Create options includes cutting other activates, compressing schedule (crashing, fast
tracking)
 Get the change request approved then update status of change in change control system
 Adjust the PM plan and baseline
 Manage stakeholder expectations by communicating the change.

Change control meetings to be sure that everybody who will be impacted knows that it’s coming
and thinks that it’s worth it before you make the change

You always have the authority to make changes to your project if they don’t affect cost,
schedule, or scope.

6. Close Project or Phase: The last thing you do on the project is close it out. Make sure you
document everything… especially the lessons learned

Inputs: Tools: Outputs:

 OPA  Meeting  OPA Update
 Pm plan  Analytical techniques  Final Product
 Accepted deliverables  Expert Judgment
Chapter5: Scope Management
5.1 Plan Scope Management
 Product Scope: features and function of Product.
 Project Scope: work need to be done for the product
 Scope Creep: uncontrolled Changes that causes extra work (effect the project on time cost
and quality)
The Customer Approves the Product scope not the Project Scope.

it defines the following:

 how to achieve the scope
 what tools to use to plan
 how to create WBS
 what is the EEF and OPA
 how the scope is managed
 how to obtain the acceptance of the deliverables

inputs; Tools:
 EEF  Expert Judgment
 OPA  Meeting
 Project Charter: high level description of the scope.
 PM plan

Outputs:
 Scope management Plan.
 Requirements management plan: description of the approach to planning and tracking
requirements & how you'll build the traceability matrix, and Prioritization.

5.2 Collect requirements

How to know that collect requirement is complete?
When they are measurable, & have a way to check each of them once they are built.
Inputs:
 Stakeholder management plan
 Scope Mgt Plan
 Project Charter
 Requirements Mgt plan
 Stakeholder register

Tools:
 Interviews: with stakeholders one to one to take their requirements
 Focus Group: group discussion with Stk. Holders
 Facilitated Workshop: like (JAD: joint application design) structured group conversations
where a moderator leads the group through brainstorming requirements together mostly used
when grouping stakeholders across different functions (Cross functional meeting)
 Group Decision making techniques:
o Unanimity 100%
o Majority 55%-95%
o Plurality 35%
o Dictatorship
  Group Creativity Techniques:
o Mind maps
o Delphi Technique: group every one gives his opinion to the moderator projecting ideas
but keeping the names hidden, with multiple iterations.
 Brainstorming
 Affinity diagrams: grouping ideas (tree diagram)
 The Nominal group technique: brainstorming with voting on ideas
 Benchmarking: comparison of the process with Org. Standards or Competitors.
 Context Diagram: picture, (boundaries) of the product scope
 Document Analysis.
 Questionnaire.

Outputs
 Requirements documents: functional (features) and nonfunctional requirements (quality
attributes) of the project (used as an acceptance criteria)
 Requirements traceability matrix: shows link the requirements of the stake holder with the
objectives.

5.3 Define Scope

Inputs:
 Scope Mgt Plan
 Project Charter
 OPA
 requirements Documentation

Tools
 Expert Judgment
 Facilitated workshop: figure out Stk holder needs and write them down.
 Product analysis: it’s about what deliverables you need to do to get the Scope statement, &
how the work will be done, it includes Technologies such as:
o Product breakdown
o System analysis
o Requirement analysis
o System engineering
o Value engineering
o Value analysis
 Alternative Generation: exploring different ways to do the job.

Outputs
 Project Scope Statement: what you are & what you are not going to do (a detailed
requirement Document).
o product & project scope and objectives
o project exclusions
o deliverables
o acceptance criteria
o project constraints
o assumptions (identified in the initiations analyzed in planning, reviews, validated and
managed through the project)
 Project Document Update: Stk holder register, req. doc. & req. traceability matrix.

5.4 Create WBS: either by deliverables or phases should be created with the help of the team.
4/40 rule: when creating WBS for small projects you break down the work to work packages to
minimum 4 hours to max 40 hours.

Inputs:
 Scope Mgt plan
 Project scope statement
 Requirements Doc.
 EEF
 OPA

Tools:
 Decomposition: divide the project scope and deliverables to a manageable parts (work
package-lowest level of the WBS).
 Expert Judgment

Outputs:
 Scope Baseline: (WBS, WBS Dictionary, Project Scope statement)
 Project Doc. Update.

Control Account: higher level of work packages to control Cost schedule and scope

Benefits of using the WBS:

 provide understanding of where the Pc's fit in the PM plan
 Facilitate communication (Communication tool).
 Identify Risk
 basses to estimate resources, time and cost

WBS Dictionary: description of Work packages. And include work Authorization system to decide
the WHEN! + it includes the Code of accounts identifier; which links the WBS with the Co. accounts
to make sure all work is paid for.

Scope Baseline is approved at the End of the planning b4 the work begins.

5.5 Validate Scope

Inputs Tools outputs
 Pm plan  Inspection  accepted Deliverables
 Requirements Doc.  Group Decision  change request
 Requirements Traceability making technique.  Work Performance info
Matrix Project Doc. Update
 Verified Deliverables (quality)
 Work Performance Data

Verify is internally (quality Control) and

against Requirements document, & it
generates validated deliverables,
validate scope is externally with the
customer and results in accepted
deliverables.
Formal acceptance means that you have written confirmation from all of the stakeholders that the
deliverables match the requirements and the Project Management plan.

5.6 Control Scope

Inputs Tools Outputs
 Work Performance Data  Variance analysis:  Work Performance Info.
 OPA Constantly compare info  Change Request
 PM plan that you are gathering  Proj. Doc. Update
 Requirements Doc. with the baseline.  PM plan update
 Requirements  OPA Update
Traceability Matrix.
Control Scope prevents Scope creep.

Chapter 6: Time Management

6.1 Plan Schedule management
Inputs Tools Outputs
 OPA  Expert Judgment  Schedule Management
 EEF  Analytical Techniques Plan
 Project Charter  Meeting
 PM Plan

Project Charter will provide high level milestones as well as info on who will approve the schedule

6.2 Define activities

Inputs Tools Outputs
 OPA  Decomposition  Activity list
 EEF  Expert Judgment  Milestone List
 Schedule Management  Rolling wave planning  Activity attributes:
Plan activity list dictionary.
 Scope baseline

Milestones are similar to regular schedule activities with the same Structure and attributes but they
have ZERO Duration, because they represent a moment in time.

6.3 Sequence Activities

Inputs
 OPA
 EEF
 Schedule Mgt Plan
 Project Scope statement
 Activity List
 Activity Attributes
 Milestone List

Tools
 Precedence Diagramming Method (PDM):
o called sometime Arrow DM (ADM)
o called Activity on Nod (AON)
 Dependency Determination
Finish-to-Start, (FS), SS, FF, SF
o Mandatory dependency: hard logic, a must ! (design b4 construction)
o Discretionary dependency: preferred approach, but have some flexibility
o External Dependency: depending on external factor non project activities.
o Internal Dependency: depending on internal activity

Project team Identifies Mandatory and Discretionary Dependencies, but the PM identifies the
external and internal dependencies.

 Lead/ lag
Lead: Overlapping activities
Lag: waiting time inserted between activities.

Outputs
 Project Schedule Network Diagram
 Project Doc. Update
o Activity list update
o Activity attributes Update
o Risk Register Update
o Milestone list Update.

6.4 Estimate activity resources

Resources are people, equipment, locations, or anything else that you need in order to do all of the
activities that you planned for. Every activity in your activity list needs to have resources assigned to
it.

In all Estimate processes, there must be a Risk Register as an Input.

Inputs
 OPA
 EEF
 Schedule Mgt Plan
 Activity list
 activity attributes
 Resource Calendars: what resources you can use, and when they are available.
 Risk Register
 Activity Cost Estimate

Tools
 Expert Judgment
 Alternatives Analysis
 Published Estimating Date: rely on articles, books, journals, and periodicals that collect,
analyze, and publish data.
 PM software
 Bottom up estimate

Outputs
 Activity Resource Requirements.
 Resource breakdown Structure (RBS)
 Project Doc. Update
o Risk Register
o Activity list
 o Activity attributes
o Resource Calendar.

6.5 Estimate activity Duration

Inputs  Activity resource Requirements
 EEF  resource Calendar
 OPA  Risk Register
 Schedule Mgt plan  RBS
 Project Scope Statement
 Activity List
 Activity Attributes

Tools:
 Expert Judgment
 Analogues Estimating: comparison (Top down)
 parametric Estimating: using special formula or software
 Three Point Estimate: PERT (Program Evaluation Review Technique) Beta (O+4M+P)/6,
Triangular.(O+M+P)/3, Standard Dev.(P-O)/6, range Expc. +/- SD
 Group Decision making: engage team members
 Reserve Analysis: adding Extra time (Contingency or buffer)
o Contingency reserve (known unknown) buffer, percentage of the Estimate activity
duration, or a fixed number, or developed using a quantitative analysis like Monte
Carlo
o Management Reserve (unknown- unknown)

Outputs
 Activity Duration estimate
 Project Doc. Update

Padding: Extra time or cost, due to not enough info available (BAD Thing)
Heuristic: means generally accepted rules or best practice.

Important Points:
 Identifying the Risk must be considered when estimating time and cost of Project work.
 Changes should be requested when problems with Schedule cost or scope cannot be solved
using time and cost reserve
 As PM you should always analyze the needs of projects with the team, and not just accept
management constraints.
 PM is one who provides the Estimate with his team.

6.6 Develop schedule

Inputs
 OPA
 EEF
 Schedule Mgt Plan
 Activity List
 Activity Attributes
 Activity resource Requirement
 Activity Duration Estimate
 Project schedule Network Diagram
  Resource Calendar
 Risk register
 Project Scope Statement
 project staff assignments
 RBS

Tools
 Schedule Network Analysis
o Critical path method (CPM)
o Critical Chain Method: resource dependencies are used to determine the critical path.
Then, you add buffers.
o Resource Optimization Technique.
 resource leveling: to adjust start and finished date based on resource
constrained, over allocation, or limited resources
 Resource smoothing: to adjust activities without affecting the critical path (delay
within the float) with same resources.
o Modeling Technique
 Monte Carlo Simulation
 What if scenarios: evaluation of scenarios to predict their effect.
o leads/lags
o Schedule Compression
 Fast Tracking: series to parallel, must add risk & Mgt time for PM
 Crashing: more resources to finish faster, add cost, may add risk & Mgt time for
PM.
 Reduce Scope: but effect customer satisfaction.
 Cut Quality: increase risk, saves costs but effect customer satisfaction.
First look at risk then reestimate, then PM investigate the Activity estimate that contain the most
unknowns, then reduce or illuminate those risks

o Scheduling Tools: Using a project management software package to create a model of

the schedule
Outputs
 Schedule Baseline: approved Version of the Project Schedule model.
 Project Schedule
o Milestone Chart: to report to Senior management. NO details!
o Bar Chart: track Progress and report to the team.
o Network Diagram: show dependencies between activities
 Schedule Data
 Project calendars
 PM plan update
 Project Doc. Update

6.7 Control Schedule

To keep monitoring against the Baseline
Inputs
 OPA
 PM Plan
 Project Schedule
 Project Calendar
 Work Performance data
 Schedule Data
Tools Outputs:
 Performance Review  Work Performance Info.:
 PM software SV & SPI
 Resource Optimization  Schedule Forecast
Techniques  Change request
 Leads/Lags Modeling  PM Plan Update
Techniques, Scheduling  Project Doc. Update
Tools, Scheduling  OPA Update
Compression.
Chapter 7: Cost Management
 Life Cycle Costing: involve the entire cost of the product; include Project Cost + Operations +
Maintenance Cost.
 Value Analysis: a way of making sure the least expensive way is found to do the work.

7.1 plan Cost Management

Inputs:
 EEF
 OPA
 Project Charter
 PM plan
Tools
 Expert Judgment
 Meeting
 Analytical Techniques: NPV & ROI, financial numbers that your Co. use to track Projects like:
Self-Funding, funding with Equity, Funding with Dept.
Outputs:
 Cost Mgt. Plan: You’ll use this document to specify the accuracy of your cost estimates, the
rules you’ll use to determine whether or not your cost processes are working, and the way
you’ll track your budget as the project progresses.

7.2 Estimate Cost:

Types of Cost: can be variable or fixed
 Variable: the cost change with the amount of production of work, material, supplies and
wages.
 Fixed: does not change with production, like setup rent and utilities/

Or Direct or in direct:
 Direct: directly attributable to the work on the project. like team travel, wages, cost of
Material.
 Indirect Cost: overhead items or shared with more than project, like taxes.
Inputs Tools
 OPA  Expert Judgment
 EEF  Bottom up Estimating
 Cost Mgt. Plan  Analogues Estimating
 Scope Baseline  Parametric Estimating
 Project schedule  3 point Estimating
 HR Mgt. plan  reserve Analysis: contingency reserve, Mgt reserve
 Risk Register  Cost of Quality: how much money it takes to do the project right.
 PM software
 Vendor Bid analysis
 Group decision making techniques.
Outputs
 Activity Cost Estimate
 Bases of Estimate
 Project Documents Update.

Accuracy of Estimate:
 Rough order of Magnitude Estimate. (ROM) -25% 75% during project initiation.
 Budget Estimate: -10%  25% during planning.
 Definitive Estimate: 10% 10% or -5% 10% as the project Progress.
7.3 Determine Budget
Inputs:
 OPA
 Cost Mgt. Plan
 Scope Baseline
 Risk register
 resource calendar
 Project Schedule
 Activity Cost estimate
 Bases of estimate
 agreement
Tools
 Cost Aggregation: roll up estimate into Control accounts.
 Reserve analysis.
 Expert Judgment
 Historical relationship
 Funding limit reconciliation: make sure that you haven't blown your limit.
Outputs:
 Cost baseline: includes the Control Accounts + Contingency reserve.
 Funding Requirements
 Proj. Doc. Update: risk register, activity cost estimate, Project schedule.
Budget: Cost Baseline + Mgt reserve.

Project Funding requirements: funding comes into steps (not necessarily equal) depending on the
cost Baseline.

7.4 Control Cost

Inputs:
 OPA
 PM Plan
 Project Funding Requirements
 work performance data
Tools:
 Earned Value Mgt. (EVM): combines scope, schedule, and resource Mgt to assess project
Performance and progress.
o PV= BAC*Planned % Complete
o EV= BAC*Actual % Complete
o CV=EV-AC
o SV=EV-PV
o CPI=EV/AC
o SPI=EV/PV
 Forecasting:
o EAC= AC+ETC
o EAC=BAC/CPI

KEY:
AC: actual Cost EV: Earned Value
PV: Planned value SV: Schedule Variance
CV: Cost Variance CPI: Cost Performance Index
EAC: Estimate at Completion SPI: Schedule Perf. Index
ETC: Estimate to Complete ((minus and less than 1 is BAD!))
  To Complete Performance Index (TCPI)= (BAC-EV)/(BAC-AC)
 Performance review:
o variance analysis: variance at completion (VAC=BAC-EAC), and CV,SV
o Trend Analysis: examines Project Performance over time.
o Earned Value Performance: compares the Performance measurement baselines to
actual schedule and cost performance.
 PM Software
 reserve analysis

Outputs:
 Work performance info. SV,CV,CPI,SPI, TCPI
 Cost forecast: EAC, or bottom EAC.
 Change request
 PM plan update.
 Proj. Doc. Update
 OPA update
Chapter8: Quality Management
Quality Vs. Grade: quality is degree to which project fulfill the requirements, Grade is a category
assigned to deliverables having the same Functional Use but different technical characteristics,
High quality low grade OK, low Quality High Grade No OK.

Precision: is a measure of exactness (variance)

Accuracy: is an assessment of correctness

Continuous Improvements:
 PDCA (Plan Do Check Act): bases for the quality improvements, by Deming
 TQM (Total Quality Mgt)
 Six Sigma.

8.1 Plan Quality Mgt

Specifies what processes should be used
Inputs
 OPA
 EEF
 PM Plan
 Stakeholder Register
 Risk register
 Requirement Doc.

Tools
 Cost Benefit Analysis
 Benchmarking: compare with other projects
 Design Experiments: apply the scientific method to create a set of tests for your project’s
deliverables. Factors that improve the Quality (test different Combination of variables).
 Seven Basic Quality Tools:
o Cause effect Diagram (fishbone, Ishikawa Diagram): used to stimulate thinking and to
explore a desired future outcomes, look backwards to what caused the problems.
o Flow Chart (Process maps): display the sequence of steps and branching.
o Check Sheets (Tally Sheets): check list to keep track of the data uncovered during the
inspections, the main purpose is to gather data.
o Pareto Diagram: type of Bar Charts, arrange the results from the most frequent to
least frequent, to identify the root cause (80% of problems are coming from 20% of
causes), helps to focus attention on the most critical issues, and prioritize the cause of
problems, separate the Critical Few from uncritical many (order of priority).
o Histograms: does not consider the
influence of time, no order of data.
o Control Chart: way of visualizing how
process are doing overtime:
 Mean: middle line
 Upper/Lower Control Limits:
Dotted lines represent the
performing Org. Standers for
Quality.
 Specification Limit: Customers Expectation and contractual requirements
maybe inside or outside the control limit.
 Out of Control: the Process is out of Control, when a date point falls outside the
control limits, or when there are non-random data points such as the rule of 7
 (refers to group of non-random consequence on one side of the mean, even if it
falls inside the control limit).
o Scatter Diagram: (Correlation Chart) tracks two varialbes (X Vs Y) to determine their
relationship.
 Meetings
 Cost of Quality: making sure the project is not spending too much to achieve the level of
quality, Cost of Conformance :(quality training, studies, surveys), cost of non-conformance
(or called cost of failure) (rework, scrap, inventory cost), cost of conformance should be lower
than the cost of non-conformance.
 Statistical Sampling: large population, not many defects, studying all take too long and cost
too much.
 Additional Quality tools:
o Brainstorming
o Nominal Group Technique.
o Force field analysis
o Quality Mgt and Quality tools
o affinity Diagram
Sigma:
+/- 1 Sigma: 68.27%
+/- 3 Sigma: 99.73%
+/- 6 Sigma: 99.9999998%

Outputs
 Quality Mgt Plan
 Process improvement plan: part of the PM plan, help saving time by analyzing process to find
ways to increase Efficiency and prevent problems.
 Quality Metrics: PM must know how the project is doing to know when to request changes.
(by knowing the # of change requests, the # of items that fails inspect.)
 Quality Checklist: list of items to inspect, or steps to perform.
 project Doc. Update

8.2 Perform Quality Assurance: check processes and procedures.

Inputs
 Quality Mgt Plan
 Process improvement plan
 Quality Metrics
 Quality Control Measurement
 Project Doc.

Tools
 Quality Mgt and Control Tools; like Affinity Diagrams, Process decision Program chart
(PDPC), Interrelationship diagraphs. tree diagram (systematic diagram), prioritization
matrices, activity network diagram, metrics diagram, quality audit.
 Quality Audit: structured independent process to determine if project activities comply with
the organizational and project policies and process.
 process analyses

Outputs
 Change request
 Project Doc. Updates
 PM plan Update
  OPA Update

8.3 Control Quality: Check deliverables.

Inputs
 OPA
 PM plan
 Work Performance data
 deliverables
 Quality Checklist
 Quality Metrics
 Approved change request
 Project Documents

Tools
 7 basic Quality Tools
 inspection
 Statistical sampling
 Approved change request review.

Outputs
 Control Quality Measurements
 validated Changes
 verified deliverables
 work performance info
 change request
 Update PM plan
 OPA Update
 Proj. Doc. Update

Mutual Exclusivity: cannot have heads and tails in one trial.

Statistical Independency when one trial doesn't affect other trials.
Chapter9: Human Resource management
People are the greatest resistant to change
Role of the Sponsor:
Initiation
 have requirement  provide statements of work
 stakeholder
 spokes person
 provide Funding
 Dictate the milestones and key events and project End date.
Planning
 provide time to plan
 may review the WBS
 supply list of risks
 provide expert judgment
 help evaluating the tradeoffs during crashing, fast tracking and re-estimating
Executing & monitor and control
 resolve conflict beyond PM control
 approve or reject changes
 assign change control board
Closing
 Formal acceptance of the deliverables.

Role of the Team

 identify and involve the stakeholders
 identify constrains to assumptions
 Create the WBS
 WBS  activities
 Identify dependencies between activities.
 Time and cost estimate.
 conduct the process improvements
 recommend changes to the project

Role of stakeholder:
 Creation of the Project Charter and Project Scope Statement.
 PM plan development
 Risk response Owner.

Role of the Functional Manager:

 assign individuals to the team
 Negotiate with the PM regarding Resources.
 Participate in initial planning till WBS, then team.
 Approve final schedule and final plan.
Role of the PM:
 Meeting Project objectives.
 Helps in writing Project Charter.
 identify and analyze the constrains
 define the Project Change Management plan
 Identifies and delivers required levels of quality.
 develop reserve
 The only one who integrates the Project components into a cohesive whole that meets the
customer needs.
  Perform Closing for each phase or final closing
 Determine resource you'll need.
 Create Job description.
 training needs
 insert Performance Appraisal into team members HR data
 Create recognition and reward systems.
Role of the Portfolio manager:
 Manage various project or programs together.
 select projects
Program Manager:
 Manage related Projects.
 project selection

9.1 Plan HR:

Inputs:
 PM plan
 OPA
 EEF
 Activity resource Requirements
Tools
 Org. Charts and Position Description:
o Hieratical type Chart OBS includes Departments, units, teams, and Project activities
and packages within the Departments.
o Matrix based Charts: (responsibility assignment matrix RAM): RACI: responsible,
accountable, inform, consult. matrix
o Text Oriented Format: job description to show responsibilities for team members
 Networking: formal and informal interaction with others in an Org. or industry or environment.
 Org. theory: provide info on the way in which ppl team behave.
 Expert Judgment
 Meeting

Outputs
 HR management plan: includes:
o Roles and responsibility
o Project Organization Charts
o staffing Mgt Plan (part of the HR management plan)
 Staff acquisition: internal or external, central or from Distance.
 resource calendar: working days for each resource like
 resource Histogram: bar chart show the number of resources/time,
 Staff release plan.
 training needs
 recognition and rewards
 Compliance: union contracts and Government regulation.
 Safety: policy and procedure to protect team members.

9.2 Acquire Project Team:

Inputs
 HR Mgt Plan
 EEF
 OPA
Tools
 Pre-assignment: team members selected in advance.
 Negotiation: with FM or other PM team within the Org, or External.
 Acquisition.
 Virtual team: group of people with a shared goal with no face to face time.
 Multi Criteria decision analysis: criteria to acquire the project team, availability, knowledge,
experience, cost.

Outputs
 Project Staff assignment: Documentation of those assignments can include Project team
Directory, memos to team members, and names.
 Resource calendar: availability and schedule constrains including vacation.
 PM plan update.

9.3 Develop Project Team:

Inputs
 HR Mgt Plan.
 Project Staff assignment.
 Resource calendars.

Tools:
 Interpersonal Skills: soft skills, like communication skills, leadership.
 Training
 Team Building activities (Forming, Storming, Norming, Performing, Adjourning)
 Ground rules: establish clear expectation regarding acceptable behavior
 Co-location: tight Matrix, placing many of the most active team members together.
 recognition and rewards
 Personal assessment tools: give the PM and the Project team insights into areas of strength
and weaknesses.

Output:

 Team performance assessment: meant to evaluate and enhance the effectiveness of the
team as a whole.
 EEF update

9.4 Manage Project Team:

Inputs:
 HR Mgt plan
 Project staff assignments
 Team Performance assessment: technique of the Develop project team, focus is on teams
not individual.
 Issue log: used to document and monitor who is responsible for resolving specific issues by a
target dates.
 Work Performance report: documentation about the current project status compared to the
project forecast.
 OPA
Tools:
 Observation and conversation
 Project performance appraisal: technique of the manage project team process, focus is on
individuals.
 Conflict Mgt: main Conflict resolution techniques.
o Collaboration/problem solving: openly discuss the differences with maxim satisfaction
for both parties (win/win) best method.
o Compromising (reconciling): finding solution with some degree of satisfaction for all
parties (Lose/Lose)
o Withdrawal or avoidance: retreat or postpone making a decision on an issue.
o Smoothing/accommodating: emphasizing agreement rather than differences.
o Forcing/Directing: pushing one view point on the expense of the other (Win/Lose).
Source of Conflict: schedule, Project Priorities, resources, technical opinions, administrative
procedures, cost, and personality.
 Interpersonal skills: leadership, influencing and effective decision making.

Outputs:
 Change request
 PM plan Update
 Proj Doc Update
 EEF update
 OPA update
Chapter10: Communication Management
10.1 Plan Communication Management:
 Necessary to know the stakeholders communication requirements, the basic concept of
comm. is that they should be efficient (only the info needed), effective (in the right format at
the right time), and add value to the project.
 Vertical (with stakeholders) and horizontal (with other PM's) Comm, or internal and external

Communication Types:
 Formal Written: for Complex problems, PM plan, Project Charter, Comm over long distance.
 Informal Written: Email, handwriting notes, text Msg.
 Formal Verbal: presentation, speech
 Informal verbal: meetings, conversation.

Inputs
 PM Plan
 Stakeholder register
 EEF
 OPA

Tools:
 Communication requirements analysis: number of Channels =n(n-1)/2; n is the number of
stakeholders including the PM.
 Communication Technology.
 Communication Models: Encode Transmit  Decode  Acknowledge  Feedback
o Sender
o Msg
o Receiver
 Communication Methods:
o Interactive Communication: reciprocal, collaborative conversation.
o push Communication: one way stream of info, no feedback expected.
o Pull Communication: from data base or central Loc. and ppl collect info from there.
 Meetings

Outputs:
 Communication Mgt Plan
 Project Doc. Update.

10.2 Manage Communication

Input
 Communication Mgt Plan
 Work Performance Report
 EEF
 OPA

Tools
 Communication Technology
 Communication models
 Communication Methods
 info Mgt System
 Performance reporting: Types of reports
o Status report: current location with respect to the performance baselines.
 o Progress Report: describes what has been accomplished.
o Trend report: examine project results over time to know if its improving or deteriorating
like in Bursa
o Forecasting report
o Variance report: compares actual results with the baseline.
o Earned Value report: integrate Scope, Cost, and schedule to assess the project
performance. PV, EV, AC
o Lessons learned Doc: used for future Project.

Communication Blockers (noise):

 Noisy surroundings
 Distance between those trying to communicate
 improper encoding of the Msg
 Language
 Culture
 Hostility

Outputs
 Project Communication
 PM Plan update
 Proj Doc Update
 OPA Update

10.3 Control Communication

Inputs
 PM plan
 Project Communication
 issue log
 work Performance data
 OPA

Tools:
 Info Mgt Systems: set of standard tools for PM to capture and distribute info to stakeholders,
about the proj. cost, schedule progress and performance.
 Expert Judgment
 Meeting

Outputs:
 Work Performance info: organize and summaries the performance data gathered
 change request
 PM plan Update
 Proj Doc Update
 OPA update

Control =Measure, whether the communication Mgt plan is being followed, and whether the
Communication are meeting the stakeholders requirements.
Chapter11: Project Risk Management
 Risk can be Opportunity or Threat
 Uncertainty: the lack of knowledge about an event that reduce the confidence in
conclusions drawn from the data.
 Risk Appetite: the general High level description of the acceptable level of risk.
 Risk Tolerance: more specific, measurable amount of acceptable risk level
 Risk Threshold: the specific point at which the risk becomes unacceptable
 Risk Averse: someone who tries to avoid Risk.

11.1 Plan Risk Management

All stakeholders are involved in the planning of Risk.
Inputs Tools
 PM plan  Analytical Techniques: used to understand and define the
 Project Charter overall risk Mgt Context of the project
 Stakeholder Register  Expert Judgment
 EEF  Meeting
 OPA
Outputs
 Risk Mgt Plan: includes
o Methodology: the approach, tools and data source to Manage risk
o Roles and responsibility and defining risk owners.
o Budgeting: should have the estimate of the funds needed based on the assigned res.
o Timing: Defines when and how the Risk Mgt will be performed
o Risk Categories: such as ext., internal, tech, unforeseeable used to group risk RBS.
o Definitions of the Risk Probability and Impact
o Probability and Impact Matrix.
o Revised Stakeholders Tolerances
o Reporting Format
o Tracking: tracking document how risk activities will be recorded and audited.

Types of Risk:
 Business Risk: risk of gain or lose.
 Pure Risk: only risk of losing (fire, theft, personal injuries).

11.2 Identify Risk

Inputs Tools
 Risk Mgt Plan  Documentation Reviews: review of the Proj. Doc.
 Cost Mgt Plan including previous projects and agreements
 Schedule Mgt Plan  Information Gathering Techniques: Brainstorming, Delphi
 Quality Mgt Plan tech. Interviewing and root cause Analysis
 HR Mgt Plan  Checklist Analysis: look at the risk Categories to identify
 Scope Baseline the specific risk of each category
 Activity Cost estimate  Assumptions analysis: Analyzing the Assumptions and
 Activity Duration estimate check if they are still valid.
 Stakeholder Register  Diagramming Techniques: Fishbone diagram, flow chart,
 Project Documents influence diagram. Quality Mgt tools
 Procurement Document  SWAT Analysis
 OPA  Expert Judgment
 EEF
Outputs
 Risk register: a Doc in which the result of the Risk analysis and risk Response are recorded
o List of Identified Risk
o list of Potential Responses
The risk register contain different info depending on When in the Risk Mgt Process the Question is
referencing (just started: risk register will have Potential repose not the responses plans that is
actually selected for the project)

The risk responses are documented in the Identify risk and plan risk responses.

11.3 Perform Qualitative risk Analysis

It is the process of prioritizing, ranking risks, for further analysis or actions by assessing and
combining their probability of occurrence and impact.

The benefit of this process is to enable the PM to reduce the Level of uncertainty and focus on high
priority Risk

Keep in mind that this process is repeated as new risks are uncovered throughout the project.

Inputs:
 Risk Mgt Plan
 Scope Baseline
 Risk Register
 OPA EEF

Tools
 Risk Probability and impact assessment: asses each risk using interviews or meetings.
 Probability and Impact matrix: plot in a matrix low Moderate or High Priority. find out which
risk requires immediate response and which is kept in the watch list.
 Risk Data quality assessment: before using the data collected you must analyze the
precision of the data, assessing the accuracy and reliability of the data, and determine if
more research is needed.
 Risk Categorization: reorganizing the risk by causes, will help in risk response plan by
eliminating much risk at once be removing one cause.
 Risk Urgency assessment: urgent risks may skip the next step to risk response planning.
 Expert Judgment

Outputs
 Proj. Doc Update
o Risk Register Update
o Assumptions log update

Notes for Qualitative Risk Analysis:

 Compare the Risk of the Proj to other Proj
 Determine whether the proj should be continued of terminated
 determine whether to proceed to the performed quantities risk analysis or plan risk response

11.4 Perform Quantitative risk Analysis

 Urgent risks may skip this step to the next, while the rest will continue through here.
 Numerically analyzing the effects of identified risks on overall proj objectives.
 Qualitative Risk analysis is a subjective evaluation Vs. Quantitative is more objective
 Only use Quantitative if you have enough time and money, and worth it !
Here we analyze the effect of identified risks on overall project objectives.
Input
 Risk Mgt Plan
 Cost Mgt Plan
 Schedule Mgt plan
 Risk register
 OPA
 EEF

Tools
 Data gathering and representation techniques: interviewing and probability distribution (beta
or Triangular)
 Quantitative Risk Analysis and Modeling Techniques:
o Sensitivity Analysis: to determine which risk have the biggest impact using Tornado
diagram: special BAR chart to compare the relative importance of the variables
starting with the top (greatest Risk) to the lowest.
o Expected Monetary Value analysis= P (probability) x I (impact)
o Modeling and Simulation: Monte Carlo Analysis.
 Expert Judgment

Output
 Proj. Doc. Update:
o Probabilistic Analysis of the proj
o Probability of achieving cost and time objectives
o prioritized list of quantified risks
o trends in Quantitative risk analysis results

11.5 Plan Risk responses: here we identify risk Triggers.

Risk triggers are identified here
Inputs
 Risk Mgt Plan
 Risk Register
 (NO OPA)
Tools
 Strategies for negative risk
o avoid: used for high priority and impact risk
o Transfer: for low. Like insurance and outsourcing , usually leave some risk behind so
we need to decide what to do about that secondary Risk.
o Mitigate: for high.
o accept: for low
 Strategies for positive risk: (Exploit, Enhance, Share, accept) all stakeholders should be
involved in selecting the strategy to deal with the risk.
 Contingent response strategies: events that triggers the constancy response.
 expert Judgment

The risk response strategies must be communicated to Mgt Stakeholders and Sponsor to gain their
buy in and support.

Outputs
 PM Plan update; cost, schedule, quality HR Mgt and the performance baseline
 Proj Doc Update
 Risk Response Plan, Risk owners assigned, & Residual Risks.
  Qualitative risk analysis, Quantitative Risk analysis, and risk response planning don’t end
once you begin working on a project.
 Residual risk: risks that remains after the risk response plan.
 Secondary Risk: new risk created by implementing the selected risk response.
 Contingency plan: plan describing the specific action that will be taken if the risk happened.
 Fallback plan: specific actions that will be taken if the contingency plans are not effective.
 Contingency reserve= Sum(EMV for threats) - Sum(EMV for Opportunities)

11.6 Control Risk

Inputs
 PM Plan
 Risk Register
 Work Performance data
 Work Performance Report
 (NO OPA)

Tools
 Risk reassessment: reassess current risks and closing the risks that are outdated, regularly
scheduled
 Risk Audit: examine and document the effectiveness of the risk response.
 Variance and trend analysis: compare planned results with the actual.
 Tech performance measurement: compare tech accomplishment during the proj execution to
the schedule of the tech achievement.
 Reserve analysis: compare the amount of contingency reserve remaining to the amount of
risk remaining.
 meetings

Outputs
 Work Performance Info
 Change request; corrective action, and preventive action.
 PM Plan update
 Proj Doc Update
 OPA Update
Work around: are unplanned responses developed to deal with the occurrence of the unanticipated
events or problems in the proj
Chapter12: Procurement Management
 Contract Vs Agreement: Contract can be written with an External Entity, it is the legal
relationship. The agreement is a Doc or communication that outline internal or external
relationship with their intension, a contract can be agreement but not vice versa.
 Charter and PM Plan are agreement (since they are internal).
 Be careful when reading a Question is it looking from which point of view, buyer or seller, the
default is buyer.
 Contract must be formal Written
 If it is not in the contract, must have formal change order issued to the contract, and the
changes must be approved on written.
 PM Role in Procurement:
o know the Procurement process
o understand the terms and conditions of the contract
o Make sure the contract contains all the scope of the work and requirements.
o Identify risk and incorporate mitigation and allocation of risk in the contract.
o make sure all work in the contract is done
 Centralized Vs. Decentralized Contracting Environment:
o Centralized: Procurement Manger is involved with many proj at the same time, and
report to the head of procurement Dept. not to the PM.
o Decentralized: Procurement Manager is haired to work for the Proj and report to the
PM.

12.1 Plan Procurement Mgt

Inputs Tools
 PM Plan  make or Buy Analysis
 Requirement Documentation  Expert Judgment
 Risk Register  market research: Examine industries and vendor
 activity resource requirement capabilities
 Project Schedule  meeting
 activity cost estimate
 stakeholder register
 OPA
 EEF

Contract Types:
 Fixed Price FP
 Fixed Price (lump sum): must have clear scope and requirements
 Fixed Price Incentive Fee: (FPIF) profits can be adjusted based on seller meeting
specified performance criteria. 100$ contract, pays 10$ for every day finish sooner.
 Fixed Price Awarded Fee: (FPAF) buyer pays a fixed price plus and award amount
(bonus) based on performance, this is very similar to FPIF contract except the total
possible award amount is determined in advance. 100$ for every month
performance acceded the plan LvL by more than 15% additional 5$ paid to the seller
with max award of 50$.
 Fixed Price Economic Price Adjustment (FPEPA): Contract 100$ but price increase
will be allowed based on CPI, r change in the prices of material globally.
 Purchase order: the simplest type of FP contract, signed unilateral not bilateral.
 Time And Material (T&M): The buyer pays on per hour or per item bases frequently used for
service efforts, quicker negotiation, work begin sooner, small dollar amount, and short time.
 Cost Reimbursable (CR): Used when the scope is unclear, and cost can't be estimated
accurately:
  Cost Contract: cost for work and material and no profit
 Cost plus fee (CPF)/ or Cost plus Percentage of cost (CPPC): not allowed for US
federal acquisition regulation, generally bad, because it encourage the seller to
increase the cost.
 Cost plus fixed Fee (CPFF): pay actual cost plus negotiated FIXED fee. not bad !
 Cost Plus incentive fee (CPIF): seller pay cost plus fee that will be adjusted based on
performance.
 Cost plus Awarded Fee (CDAF): bonus has a certain limit.

Primary objective of incentive in a contract: motivation, to synchronies the objectives.

Outputs
 Procurement Mgt plan: include
o Type of Contract
o Constrains and assumptions
o standard Procurement Doc
o Procurement Metrics.
 Procurement Statement of work SOW: for each Procurement SOW developed form the
scope baseline. types of Procurement SOW:
o Performance: the final product should be able to accomplish this and this …. car that
can go from 0-120 in 4.2 Sec
o Functional: focus the End purpose or result rather that procedure, I want a car with 23
Cup holder.
o Design: convey precisely what is the work to be done, defining the material and
explanation of the work completed.
 Procurement Doc (Bid Doc): describe the buyers needs from the seller. Types
o Request for Proposal (RFP) or request for tender: details proposal on how the work
will be accomplished, who will do it, and Co. Experiences
o invitation/Request for Bid (IFB/RFB): request for a total price to do all the work
o request for Quotation (RFQ): request price quotation per item or per hour, meter …
The Procurement Doc may include the following:
o Background info about why the buyer wants the work done, procedure for trying to win
the work, guide lines for response.
o Procurement Statement of work.
o proposed terms and Condition, and selection Criteria
Procurement Doc Contract Type Procurement SOW
RFP CR Performance or Functional
IFB FP Design
RFQ T&M Any

 Source selection Criteria, like number of years in business, financial stability, life cycle cost
 Make or Buy decision: main reason to buy is to decrease risk, it's better to make if you have
an idle plant or work force, or want to retain control, or have propriety info.
 Change request
 Proj Dc Update
Letter of intent: not a contract but a letter without a legal binding that says the buyer wants to hire
the seller.
Privity: contractual relationship.
Noncompetitive form of procurement:
 Single source: contract directly with your preferred seller without going through the full
procurement process.
 Sole source: only one seller available.

12.2 Conduct Procurement

Inputs Tools
 Proc. Mgt Plan  Bidder Conference: meeting buyer and prospective seller,
 Proc. Doc before submitting the proposal.
 Source selection  Proposal Evaluation Techniques: study the proposal.
criteria  Independent Estimates: the buyer prepare its own estimate or
 seller Proposal by third party to serve as a benchmark, if there was some
 Proj Doc difference between the cost estimate, this means either the
 Make/ buy decision SOW is not clear or the seller did not understand the full
 Proc. SOW requirement.
 OPA  Expert Judgment
 Advertising
 analytical Tech
 Procurement Negotiation: may or may not exist, like in FP there
is no Negotiation, buyer and seller PM's should be involved.

Objectives of Negotiations: obtain a fair and reasonable price; develop a good relationship with the
seller.

Main items to negotiate: scope, schedule, then price, must be in this order.

Outputs
 Selected Seller
 Agreements
 Resource calendars: the quality and availability of the contracted resources, and dates.
 Change request
 PM Plan update
 Proj Do Update
12.3 Control Procurement
It Involves managing the relationship between the buyer and seller, and insuring that both parties
perform as required by the contract.

Inputs
 PM Plan
 Procurement Doc
 agreements
 approved Change request
 work performance report
 Work performance data

Tools
 Contract change Control system: tracking system, and change procedures, and forms. in
instance we have too many changes on the contract, it might be best to terminate the
contract and start fresh of a new contract.
 Procurement performance review: PM analyzes data to make sure that the seller is
performing as he should, to determine if change is needed.
 inspection and audits: done by the buyer and supported by the seller, to verify compliance
 Performance reporting: reports supplied by the seller, and evaluated by the buyer.
 Payment system: all payment should be documented.
 Claims administration: claim is an assertion that the buyer did something hurt the seller and
the seller is asking for compensation (form of seller change request), addressed through
contract change control systems.
 record Mgt system

Output
 Work Performance Info
 Change request
 PM Plan Update
 Proj Doc Update
 OPA Update

Conflict:
Controlling the Contract usually implemented by the Procurement Manager or Contract
administrator and in many cases he IS THE ONLY ONE WITH AUTHORITES TO CHANGE THE
CONTRACT.
PM can initiate a change, but the Procurement Manager is one who approves on it.

12.4 Close Procurement

Inputs Tools
 PM Plan  Procurement Audit: check form planning to control, objectives is
 Procurement Doc to identify the success or failure.
 Procurement Negotiation: to close claims, disputes and issues.
 Record Mgt System
Output
 Close Procurement
 OPA update

Procurements are closed:

o When a contract is completed.
 o When a contract is terminated: done for cause of convenience; the buyer may terminate for a
cause if the seller breach the contract (cause: pays only for the work completed), or because
they no longer want the work done (convenience: pays work completed and work in
progress).
Termination automatically moves the procurement to closing.
Lessons learned are reason for closing.

Work done during Procurement Closure:

o Product Validation
o Procurement Negotiation
o Financial Closure
o Procurement Audit
o Updates to records
o Final Contract Performance reporting
o Lessoned learned
o Procurement file
Closing must be done formally by the buyer signing of the product release.

If the activity occurs after the Procurement Doc are created but before the contract is signed you are
currently in the "Conduct Procurement process"
Chapter13: Stakeholder Management
13.1 Identify Stakeholders: defining Interests, Involvement, and Influence
Inputs Tools
 Project Charter  Stakeholder Analysis: classification models used for Stakeholders
 Procurement Doc Analysis like: power/interest grid, power influence grid, influnce
 OPA impact grid.
 EEF  Expert Judgment
 Meeting
Outputs
 Stakeholders register

13.2 Plan Stakeholders Mgt: Determine information needs, & Communication approach.
Inputs Outputs:
 PM Plan  Stakeholder Mgt Plan
 Skholder register  Project Doc Update
 EEF
 OPA
Tools
 Expert Judgment
 Meetings
 analytical techniques: regarding the Stakeholders Engagement level, classified as follows:
o Unaware
o resistant
o neutral
o supportive
o leading
Generates the stakeholder’s engagement assessment matrix, showing C: current and D: desired
level of engagement

13.3 Manage Stakeholders Engagement: Working with Stakeholders to meet their Expectations
Inputs: Tools
 Stakeholder Mgt Plan  Communication methods, pull, push,
 Communication Mgt plan interactive
 Change Log: used to document all the  interpersonal skills, soft skills
changes.  management skills
 OPA

Outputs
 issue log: used to Doc the issues resolved and new issues identified
 Change request
 PM plan update
 proj Doc Update
 OPA Update

13.4 Control Stakeholder Engagement: Ensure info needs of the Stakeholders are met.
Inputs: Tools: Outputs
 PM Plan  Info Mgt systems  Work Performance info
 issue log  Expert Judgment  Change request
 work performance data  Meeting  PM plan update
 project documents  project Doc update
 OPA update
Chapter14: Professional responsibility

The main ideas in general, there are a few kinds of problems that the code of ethics prepares you to
deal with:
1. Follow all laws and company policies.
2. Treat everybody fairly and respectfully.
3. Have respect for the environment and the community you’re working in.
4. Give back to the project management community by writing, speaking, and sharing your
experience with other project managers.
5. Keep learning and getting better and better at your job.
6. Respect other people’s cultures.
7. Respect copyright laws.
8. Always be honest with everyone on the project.
9. If you find that another person has done something to damage the PMP credential in any
way, you must report it to PMI.
10. Say sorry to ppl who ask you to do the proj Execution right away without planning, never
do project without clear planning and should handle unrealistic schedule problem and not accepting
them as it is.
11. Being assertive and in control is required, proactive attitude.
12. Only accept the assignments that you are qualified to complete.

 Overtime is unethical Solution to many problems.