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Knowledge

Process Inputs Tools & Techniq


Area
● Project SoW
● Business Case
Develop Project Charter ● Contract ● Expert Judgement
● OPA
● EEF
● Project Charter
● Outputs from planning processes
Develop Project Management Plan ● Expert Judgement
● OPA
● EEF
Integration

● PM Plan
●Approved change requests ● Expert Judgement
Direct and Manage Project Execution
● OPA ● PMIS
● EEF

● PM Plan
● Performance reports
Monitor and Control Project Work ● Expert Judgement
● OPA
● EEF
● PM Plan
● Work Performance Information
● Expert Judgement
Perform Integrated Change Control ● Change Requests
● Change Control Meetings
● OPA
● EEF
● PM Plan
Close project or phase ● Accepted Deliverables ● Expert Judgement
● OPA

● Interviews
● Project Charter ● Focus Groups
Collect Requirements
● Stakeholder Register ● Facilitated workshops
● Group Creativity Techniques

● Project Charter
● Expert Judgement
Define Scope ● Requirements Documentation
● Product Analysis
● OPA
Scope

● Project Scope Statement


Create WBS ● Requirements Documentation ● Decomposition
● OPA

● PM Plan
● Requirements Documentation
Verify Scope ● Inspection
● Requirements Traceability Matrix
● Validated Deliverables

● PM Plan
● Work Performance Information
Control Scope ● Requirements Documentation ● Variance Analysis
● Requirements Traceability Matrix
● OPA
Knowledge
Process Inputs Tools & Techniq
Area
● Scope Baseline
● Decomposition
Define Activities ● EEF
● Rolling Wave Planning
● OPA
● Activity List
● Activity Attributes
● PDM
Sequence Activities ● Milestone List
● Dependency determination
● Project Scope Statement
● OPA
● Activity List
● Activity Attributes ● Expert Judgement
Estimate Activity Resources ● Resource Calendars ● Alternatives Analysis
● EEF ● Published Estimating Data
● OPA
● Activity List
● Activity Attributes
● Activity Resource Requirements ● Expert Judgement
Time

Estimate Activity Duration ● Resource Calendars ● Analogous estimating


● Project Scope Statement ● Parametric estimating
● EEF
● OPA
● Activity List
● Activity Attributes
● Project Schedule Network
Diagrams ● Schedule network analysis
● Activity Resource Requirements ● Critical Path Method
Develop Schedule
● Resource Calendars ● Critical Chain Method
● Activity duration estimates ● Resource Leveling
● Project Scope Statement
● EEF
● OPA
● Performance Reviews
● PM Plan
● Variance Analysis
● Project Schedule
Control Schedule ● Project Management
● Work Performance Information
Software
● OPA
● Resource Leveling
● Scope Baseline
● Expert Judgement
● Project Schedule
● Analogous estimating
● HR Plan
Estimate Costs ● Parametric estimating
● Risk Register
● Bottom-up estimating
● EEF
● Three point estimates
● OPA
● Activity Cost Estimates
● Basis of estimates
Cost

● Scope Baseline ● Cost aggregation


Determine Budget ● Project Schedule ● Reserve analysis
● Resource Calendars ● Expert judgement
● Contracts
● OPA

● PM Plan ● Earned Value Management


● Project Funding Requirements ● Forecasting
Control Costs
● Work Performance Information ● TCPI (to complete perf.
● OPA Index)
Knowledge
Process Inputs Tools & Techniq
Area
● Scope Baseline
● Stakeholder Register ● Cost-benefit analysis
● Cost Performance Baseline ● Cost of quality
Plan Quality ● Schedule Baseline ● Control Charts
● Risk Register ● Benchmarking
● EEF ● Design of experiments
● OPA
Quality

● PM Plan
● Plan quality and Perform
● Quality metrics
Perform Quality Assurance quality control tools and
● Work performance information
techniques
● Quality control measurements
● PM Plan
● Quality metrics ● Cause&Effect diagrams
● Quality Checklists ● Control charts
Perform Quality Control ● Work Performance measurements ● Flowcharting
● Approved change requests ● Histogram
● Deliverables ● Pareto chart
● OPA

● Activity resource requirements ● Organizational charts and position descript


Human Resources

Develop HR Plan ● EEF ● Networking


● OPA ● Organizational theory

● PM Plan
● Pre-assignment
Acquire Project Team ● EEF
● Negotiation
● OPA
● Project staff assignments ● Interpersonal skills
Develop Project Team ● PM Plan ● Training
● Resource calendars ● Team buliding activities

● Project staff assignments ● Observation and conversation


● PM Plan ● Project performance appraisals
Manage Project Team ● Team performance assesments ● Conflict management
● Performance reports ● Issue log
● OPA ● Interpersonal skills

● Project Charter
● Procurement documents ● Stakeholder analysis
Identify Stakeholders
● EEF ● Expert judgement
● OPA
● Stakeholder Register
● Communication requirements analysis
● Stakeholder Management
Communications

● Communication Technology
Plan Communications Strategy
● Communication Models
● EEF
● Communication Methods
● OPA
● PM Plan ● Communication Methods
Distribute Information ● Performance reports ● Information Distribution
● OPA Tools
● Stakeholder Register
● Stakeholder Management
Strategy ● Communication Methods
Manage Stakeholder Expectations ● PM Plan ● Interpersonal skills
● Issue log ● Management skills
● Change log
● OPA
● PM Plan
● Variance Analysis
● Work performance information
● Forecasting methods
Report Performance ● Work performance measurements
● Communication methods
● Budget forecasts
● Reporting Systems
● OPA
Knowledge
Process Inputs Tools & Techniq
Area
● Project Scope Statement
● Cost management plan
● Schedule management plan
Plan risk management ● Communications management ● Planning meetings and analysis
plan
● EEF
● OPA
● Risk management plan
● Activity cost estimates
● Document reviews
● Activity duration estimates
● Information gathering techniques
● Scope baseline
● Checklist analysis
● Stakeholder register
● Assumptions analysis
Identify Risks ● Cost management plan
● Diagramming techniques
● Schedule management plan
● SWOT analysis
● Quality management plan
● Expert judgement
● Project documents
● EEF
● OPA
Risk

● Risk probability and impact


● Risk register
assesment
● Risk management plan
Perform Qualitative Risk Analysis ● Probability and impact
● Project scope statement
matrix
● OPA
● Risk data quality assesment

● Risk register
● Risk management plan ● Data gathering and representation techniq
Perform Quantitative Risk Analysis ● Cost management plan ● Quantitative risk analysis and modeling tec
● Schedule management plan ● Expert judgement
● OPA

● Risk register ● Strategies for negative risks


Plan Risk Responses
● Risk management plan ● Strategies for positive risks

● Risk register
● Risk reassesment
● PM Plan
Monitor and Control Risks ● Risk audits
● Work performance information
● Variance and trend analysis
● Performance reports
Knowledge
Process Inputs Tools & Techniq
Area
● Scope Baseline
● Requirements documentation
● Teaming agreements
● Risk register
● Risk related contract decisions ● Make or buy analysis
Plan Procurements ● Activity resource requirements ● Expert judgement
● Project schedule ● Contract types
● Activity cost estimates
● Cost performance baseline
● EEF
● OPA
Procurement

● PM Plan
● Procurement documents ● Bidder conferences
● Source selection criteria ● Proposal evaluation techniques
● Qualified seller list ● Independent estimates
Conduct Procurements ● Seller proposals ● Expert judgement
● Project documents ● Advertising
● Make or buy decisions ● Internet search
● Teaming agreements ● Procurement negotiations
● OPA

● Contract Change Control System


● Procurement documents
● Procurement performance reviews
● PM Plan
● Inspections and audits
● Contract
Administer Procurements ● Performance reporting
● Performance reports
● Payment systems
● Approved change requests
● Claims administration
● Work performance information
● Records Management System

● Procurement audits
● PM Plan ● Negotiated settlements
Close Procurements
● Procurement documentation ● Records Management
System
Tools & Techniques Outputs

● Expert Judgement ● Project Charter

● Expert Judgement ● Project Management Plan (PM plan)

● Deliverables
●Work performance information
● Expert Judgement
● Change Requests
● PMIS
● PM plan updates
● Project document updates

●Change requests
● Expert Judgement ● PM plan updates
● Project document updates

●Change request status updates


● Expert Judgement
● PM plan updates
● Change Control Meetings
● Project document updates

● Final product, service or result


● Expert Judgement transition
● OPA updates

● Group decision making techniques


● Requirements Documentation
● Questionnaires&Surveys
● Requirements Management Plan
● Observations
● Requirements Traceability Matrix
● Prototypes

● Alternatives Identification ● Project Scope Statement


● Facilitated Workshops ● Project document updates

● WBS
● WBS Dictionary
● Scope Baseline
● Project document updates

● Accepted Deliverables
● Change Requests
● Project document updates

● Work Performance Measurements


● OPA updates
● Change Requests
● PM Plan updates
● Project document updates
Tools & Techniques Outputs
● Activity List
● Templates
● Activity Attributes
● Expert judgement
● Milestone List

● Applying leads and lags ● Project Schedule Network Diagrams


● Schedule network templates ● Project document updates

● Activity Resource Requirements


● Bottom-up estimating
● Resource Breakdown Structure
● Project Management Software
● Project document updates

● Three point estimates ● Activity Duration Estimates


● Reserve analysis ● Project document updates

● What-if Scenario Analysis ● Project Schedule


● Applying leads and lags ● Schedule Baseline
● Schedule compression ● Schedule Data
● Scheduling Tool ● Project documet updates

● Work Performance Measurements


● What-if Scenario Analysis
● OPA updates
● Adjusting leads and lags
● Change Requests
● Schedule compression
● PM Plan updates
● Scheduling Tool
● Project document updates

● Reserve analysis
● Cost of quality ● Activity Cost Estimates
● Project management estimating ● Basis of estimates
software ● Project document updates
● Vendor Bid Analysis

● Cost performance baseline


● Historical relationships
● Project Funding Requirements
● Funding limit reconciliation
● Project document updates

● Work Performance Measurements


● Budget Forecasts
● Performance Reviews
● OPA updates
● Variance Analysis
● Change Requests
● Project Management Software
● PM Plan updates
● Project document updates
Tools & Techniques Outputs

● Statistical sampling ● Quality management plan


● Flowcharting ● Quality metrics
● Proprietary quality management ● Quality checklists
methodologies ● Process Improvement Plan
● Additional quality planning tools ● Project document updates

● OPA updates
● Quality Audits ● Change requests
● Process analysis ● PM Plan updates
● Project document updates
● Quality control measurements
● Run chart ● Validated changes
● Scatter diagram ● Validated deliverables
● Statistical sampling ● OPA updates
● Inspection ● Change requests
● Approved change request review ● PM Plan updates
● Project document updates

● Organizational charts and position description


● Networking ● Human Resources plan
● Organizational theory

● Project staff assignments


● Acquisition
● Resource calendars
● Virtual Teams
● PM Plan updates
● Ground rules
● Team performance assesments
● Co-location
● EEF updates
● Recognition and rewards

● Observation and conversation


● EEF updates
● Project performance appraisals
● OPA updates
● Conflict management
● Change requests
● Issue log
● PM Plan updates
● Interpersonal skills

● Stakeholder Register
● Stakeholder Management Strategy

● Communication requirements analysis


● Communication Technology ● Communications management plan
● Communication Models ● Project document updates
● Communication Methods

● OPA updates

● OPA updates
● Change requests
● PM Plan updates
● Project document updates

● Performance reports
● OPA updates
● Change requests
Tools & Techniques Outputs

● Planning meetings and analysis ● Risk management plan

● Document reviews
● Information gathering techniques
● Checklist analysis
● Assumptions analysis
● Risk register
● Diagramming techniques
● SWOT analysis
● Expert judgement

● Risk categorization
● Risk urgency assesment ● Risk register updates
● Expert judgement

● Data gathering and representation techniques


● Quantitative risk analysis and modeling techniques ● Risk register updates
● Expert judgement

● Risk register updates


● Contingent response strategies ● Risk related contract decisions
● Expert judgement ● PM Plan updates
● Project document updates
● Risk register updates
● Technical performance measurement ● OPA updates
● Reserve analysis ● Change requests
● Status meetings ● PM Plan updates
● Project document updates
Tools & Techniques Outputs

● Procurement management plan


● Procurement Statements of Work
● Make or buy decisions
● Procurement documents
● Source selection criteria
● CHANGE REQUESTS

● Bidder conferences
● Selected sellers
● Proposal evaluation techniques
● Procurement contract award
● Independent estimates
● Resource calendars
● Expert judgement
● Change requests
● Advertising
● PM Plan updates
● Internet search
● Project document updates
● Procurement negotiations

● Contract Change Control System


● Procurement performance reviews
● Procurement documentation
● Inspections and audits
● OPA updates
● Performance reporting
● Change requests
● Payment systems
● PM Plan updates
● Claims administration
● Records Management System

● Closed procurements
● OPA updates
Process
Process Inputs Tools & Techniq
Group
● Project SoW
Initiating Develop Project Charter


Business Case
Contract ● Expert Judgement
● OPA
● EEF
● Project Charter
● Procurement documents ● Stakeholder analysis
Identify Stakeholders
● EEF ● Expert judgement
● OPA
● Project Charter
● Outputs from planning processes
Develop Project Management Plan ● Expert Judgement
● OPA
● EEF
● Interviews
● Project Charter ● Focus Groups
Collect Requirements
● Stakeholder Register ● Facilitated workshops
● Group Creativity Techniques

● Project Charter
● Expert Judgement
Define Scope ● Requirements Documentation
● Product Analysis
● OPA

● Project Scope Statement


Create WBS ● Requirements Documentation ● Decomposition
● OPA

● Scope Baseline
● Decomposition
Define Activities ● EEF
● Rolling Wave Planning
● OPA
● Activity List
● Activity Attributes
● PDM
Sequence Activities ● Milestone List
● Dependency determination
● Project Scope Statement
● OPA
● Activity List
● Activity Attributes ● Expert Judgement
Estimate Activity Resources ● Resource Calendars ● Alternatives Analysis
● EEF ● Published Estimating Data
● OPA
● Activity List
● Activity Attributes
● Activity Resource Requirements ● Expert Judgement
Estimate Activity Duration ● Resource Calendars ● Analogous estimating
● Project Scope Statement ● Parametric estimating
● EEF
● OPA
● Activity List
● Activity Attributes
● Project Schedule Network
Diagrams ● Schedule network analysis
● Activity Resource Requirements ● Critical Path Method
Develop Schedule
● Resource Calendars ● Critical Chain Method
● Activity duration estimates ● Resource Leveling
● Project Scope Statement
● EEF
● OPA
● Scope Baseline
● Expert Judgement
● Project Schedule
● Analogous estimating
● HR Plan
Estimate Costs ● Parametric estimating
● Risk Register
● Bottom-up estimating
● EEF
● Three point estimates
● OPA
● Activity Cost Estimates
● Basis of estimates
● Scope Baseline ● Cost aggregation
Determine Budget ● Project Schedule ● Reserve analysis
● Resource Calendars ● Expert judgement
● Contracts
Planning

● OPA
Process
Process Inputs Tools & Techniq
Group

Planning
● Scope Baseline
● Stakeholder Register ● Cost-benefit analysis
● Cost Performance Baseline ● Cost of quality
Plan Quality ● Schedule Baseline ● Control Charts
● Risk Register ● Benchmarking
● EEF ● Design of experiments
● OPA

● Activity resource requirements ● Organizational charts and position descriptio


Develop HR Plan ● EEF ● Networking
● OPA ● Organizational theory
● Stakeholder Register
● Communication requirements analysis
● Stakeholder Management
● Communication Technology
Plan Communications Strategy
● Communication Models
● EEF
● Communication Methods
● OPA
● Project Scope Statement
● Cost management plan
● Schedule management plan
Plan risk management ● Communications management ● Planning meetings and analysis
plan
● EEF
● OPA

● Risk management plan


● Activity cost estimates ● Document reviews
● Activity duration estimates ● Information gathering
● Scope baseline techniques
● Stakeholder register ● Checklist analysis
Identify Risks ● Cost management plan ● Assumptions analysis
● Schedule management plan ● Diagramming techniques
● Quality management plan ● SWOT analysis
● Project documents ● Expert judgement
● EEF
● OPA

● Risk probability and impact


● Risk register
assesment
● Risk management plan
Perform Qualitative Risk Analysis ● Probability and impact
● Project scope statement
matrix
● OPA
● Risk data quality assesment

● Risk register ● Data gathering and


● Risk management plan representation techniques
Perform Quantitative Risk Analysis ● Cost management plan ● Quantitative risk analysis
● Schedule management plan and modeling techniques
● OPA ● Expert judgement

● Risk register ● Strategies for negative risks


Plan Risk Responses
● Risk management plan ● Strategies for positive risks

● Scope Baseline
● Requirements documentation
● Teaming agreements
● Risk register
● Risk related contract decisions ● Make or buy analysis
Plan Procurements ● Activity resource requirements ● Expert judgement
● Project schedule ● Contract types
● Activity cost estimates
● Cost performance baseline
● EEF
● OPA
Process
Process Inputs Tools & Techniq
Group
● PM Plan
●Approved change requests ● Expert Judgement
Direct and Manage Project Execution
● OPA ● PMIS
● EEF

● PM Plan
● Plan quality and Perform
● Quality metrics
Perform Quality Assurance quality control tools and
● Work performance information
techniques
● Quality control measurements

● PM Plan
● Pre-assignment
Acquire Project Team ● EEF
● Negotiation
● OPA

● Project staff assignments ● Interpersonal skills


Develop Project Team ● PM Plan ● Training
● Resource calendars ● Team buliding activities
Executing

● Project staff assignments ● Observation and conversation


● PM Plan ● Project performance appraisals
Manage Project Team ● Team performance assesments ● Conflict management
● Performance reports ● Issue log
● OPA ● Interpersonal skills

● PM Plan ● Communication Methods


Distribute Information ● Performance reports ● Information Distribution
● OPA Tools
● Stakeholder Register
● Stakeholder Management
Strategy ● Communication Methods
Manage Stakeholder Expectations ● PM Plan ● Interpersonal skills
● Issue log ● Management skills
● Change log
● OPA

● PM Plan
● Procurement documents ● Bidder conferences
● Source selection criteria ● Proposal evaluation techniques
● Qualified seller list ● Independent estimates
Conduct Procurements ● Seller proposals ● Expert judgement
● Project documents ● Advertising
● Make or buy decisions ● Internet search
● Teaming agreements ● Procurement negotiations
● OPA

● PM Plan
● Performance reports
Monitor and Control Project Work ● Expert Judgement
● OPA
● EEF
● PM Plan
● Work Performance Information
● Expert Judgement
Perform Integrated Change Control ● Change Requests
● Change Control Meetings
● OPA
● EEF

● PM Plan
● Requirements Documentation
Verify Scope ● Inspection
● Requirements Traceability Matrix
● Validated Deliverables

● PM Plan
● Work Performance Information
Control Scope ● Requirements Documentation ● Variance Analysis
● Requirements Traceability Matrix
● OPA
ring & Controling

● Performance Reviews
● PM Plan
● Variance Analysis
● Project Schedule
Control Schedule ● Project Management
● Work Performance Information
Software
● OPA
● Resource Leveling
Monitoring & Controling
Process
Process Inputs Tools & Techniq
Group

● PM Plan ● Earned Value Management


● Project Funding Requirements ● Forecasting
Control Costs
● Work Performance Information ● TCPI (to complete perf.
● OPA Index)

● PM Plan
● Quality metrics ● Cause&Effect diagrams
● Quality Checklists ● Control charts
Perform Quality Control ● Work Performance measurements ● Flowcharting
● Approved change requests ● Histogram
● Deliverables ● Pareto chart
● OPA

● PM Plan
● Variance Analysis
● Work performance information
● Forecasting methods
Report Performance ● Work performance measurements
● Communication methods
● Budget forecasts
● Reporting Systems
● OPA

● Risk register
● Risk reassesment
● PM Plan
Monitor and Control Risks ● Risk audits
● Work performance information
● Variance and trend analysis
● Performance reports

● Contract Change Control System


● Procurement documents
● Procurement performance reviews
● PM Plan
● Inspections and audits
● Contract
Administer Procurements ● Performance reporting
● Performance reports
● Payment systems
● Approved change requests
● Claims administration
● Work performance information
● Records Management System

● PM Plan
Closing

Close project or phase ● Accepted Deliverables ● Expert Judgement


● OPA
● Procurement audits
● PM Plan ● Negotiated settlements
Close Procurements
● Procurement documentation ● Records Management
System
Tools & Techniques Outputs

● Project Charter

● Stakeholder Register
● Stakeholder Management Strategy

● Project Management Plan (PM plan)

● Group decision making techniques


● Requirements Documentation
● Questionnaires&Surveys
● Requirements Management Plan
● Observations
● Requirements Traceability Matrix
● Prototypes

● Alternatives Identification ● Project Scope Statement


● Facilitated Workshops ● Project document updates

● WBS
● WBS Dictionary
● Scope Baseline
● Project document updates
● Activity List
● Templates
● Activity Attributes
● Expert judgement
● Milestone List

● Applying leads and lags ● Project Schedule Network Diagrams


● Schedule network templates ● Project document updates

● Activity Resource Requirements


● Bottom-up estimating
● Resource Breakdown Structure
● Project Management Software
● Project document updates

● Three point estimates ● Activity Duration Estimates


● Reserve analysis ● Project document updates

● What-if Scenario Analysis ● Project Schedule


● Applying leads and lags ● Schedule Baseline
● Schedule compression ● Schedule Data
● Scheduling Tool ● Project documet updates

● Reserve analysis
● Cost of quality ● Activity Cost Estimates
● Project management estimating ● Basis of estimates
software ● Project document updates
● Vendor Bid Analysis

● Cost performance baseline


● Historical relationships
● Project Funding Requirements
● Funding limit reconciliation
● Project document updates
Tools & Techniques Outputs

● Statistical sampling ● Quality management plan


● Flowcharting ● Quality metrics
● Proprietary quality management ● Quality checklists
methodologies ● Process Improvement Plan
● Additional quality planning tools ● Project document updates

● Organizational charts and position description


● Networking ● Human Resources plan
● Organizational theory

● Communication requirements analysis


● Communication Technology ● Communications management plan
● Communication Models ● Project document updates
● Communication Methods

● Planning meetings and analysis ● Risk management plan

● Risk register

● Risk categorization
● Risk urgency assesment ● Risk register updates
● Expert judgement

● Risk register updates

● Risk register updates


● Contingent response strategies ● Risk related contract decisions
● Expert judgement ● PM Plan updates
● Project document updates

● Procurement management plan


● Procurement Statements of Work
● Make or buy decisions
● Procurement documents
● Source selection criteria
● CHANGE REQUESTS
Tools & Techniques Outputs
● Deliverables
●Work performance information
● Change Requests
● PM plan updates
● Project document updates
● OPA updates
● Quality Audits ● Change requests
● Process analysis ● PM Plan updates
● Project document updates

● Project staff assignments


● Acquisition
● Resource calendars
● Virtual Teams
● PM Plan updates

● Ground rules
● Team performance assesments
● Co-location
● EEF updates
● Recognition and rewards

● Observation and conversation


● EEF updates
● Project performance appraisals
● OPA updates
● Conflict management
● Change requests
● Issue log
● PM Plan updates
● Interpersonal skills

● OPA updates

● OPA updates
● Change requests
● PM Plan updates
● Project document updates

● Bidder conferences
● Selected sellers
● Proposal evaluation techniques
● Procurement contract award
● Independent estimates
● Resource calendars
● Expert judgement
● Change requests
● Advertising
● PM Plan updates
● Internet search
● Project document updates
● Procurement negotiations

●Change requests
● PM plan updates
● Project document updates

●Change request status updates


● PM plan updates
● Project document updates

● Accepted Deliverables
● Change Requests
● Project document updates

● Work Performance Measurements


● OPA updates
● Change Requests
● PM Plan updates
● Project document updates

● Work Performance Measurements


● What-if Scenario Analysis
● OPA updates
● Adjusting leads and lags
● Change Requests
● Schedule compression
● PM Plan updates
● Scheduling Tool
● Project document updates
Tools & Techniques Outputs
● Work Performance Measurements
● Budget Forecasts
● Performance Reviews
● OPA updates
● Variance Analysis
● Change Requests
● Project Management Software
● PM Plan updates
● Project document updates

● Quality control measurements


● Run chart ● Validated changes
● Scatter diagram ● Validated deliverables
● Statistical sampling ● OPA updates
● Inspection ● Change requests
● Approved change request review ● PM Plan updates
● Project document updates

● Performance reports
● OPA updates
● Change requests

● Risk register updates


● Technical performance measurement ● OPA updates
● Reserve analysis ● Change requests
● Status meetings ● PM Plan updates
● Project document updates

● Contract Change Control System


● Procurement performance reviews
● Procurement documentation
● Inspections and audits
● OPA updates
● Performance reporting
● Change requests
● Payment systems
● PM Plan updates
● Claims administration
● Records Management System

● Final product, service or result


transition
● OPA updates

● Closed procurements
● OPA updates
which is an output These subsidary management plans ARE NOT the outputs from Scope, S
Project Management Plan integrates and colsolidates 12 s
(baselines are conjugated into project performance measuremen
Subsidary Plans are:
Scope Management Plan Provides guidance on how the scope w
IMPORTANT!
Completion of the project scope is me
Completion of the product scope is me
Schedule Management Plan Selects scheduling methodology, a s
controling the project schedule.
Cost Management Plan Sets out the format and establishes c
costs. This plan establishes:




Change Management Plan Documents how changes will be mon
These two subsidary
plans are integrated

MANAGEMENT PLAN
Management Plan

project (gives the certain level of aut


into the Project

from DEVELOP

Change Control Board for formal a


PROCESS
PROJECT

authorization).
Configuration Management Plan Documents how configuration manag
change control and the process for
activities
● are:


output from
is anQUALITY th
PROCE
Requirements Management Plan Documents how the requirements wil
and managed throughout the project
overlapping or iterative) STRONGLY in
choose the most effective relationsh

PLAN
Components of the Requirements Man

plan

from

subsidary
are outputs


These two subsidary plansThis


Quality Management Plan Describes how the project manageme
quality assurance, quality control and
Process Improvement Plan Details the steps for analyzing proce
plan often includes:




Human Resources Plan Provides guidance on how project hum
released. The components of this plan

This subsidary plan is an output from the DEVELOP HR PLAN PROCESS


Note: If the project team does not p
proactive responses such as training,

Note: Resource calendars use RESOU

Note: Staff release plan helps mitigat


project!

Note: This is a part of DEVELOP PROJE

Note: Safety is also included in the Ri


Communications Management Plan
Determines information and commu

This subsidary plan is an output from the


he/she/they will need it, how the infor

PLAN COMMUNICATIONS PROCESS















Risk Management Plan Describes how risk management will b
This subsidary plan is an output from the PLAN RISK



MANAGEMENT PROCESS


Procurement Management Plan Describes how the procurement proce
contract closure. This plan includes gu

This subsidary plan is an output from the PLAN




PROCUREMENTS PROCESS










Baselines are:
Scope baseline This baseline consists of:

Project Scope Statement is an output from DEFINE SCOPE

WBS and WBS Dictionary are outputs from the CREATE


WBS PROCESS
PROCESS
Note: this helps managing stakeholde

This is an output Schedule Baseline This is a specific version of the projec


from DEVELOP approved by the PROJECT MANAGEME
SCHEDULE
PROCESS
This is an output Cost Performance Baseline This is an authorized time-phased Bu
from DETERMINE performance on the project. It is de
BUDGET typically displayed in the form of an S
PROCESS
Plan integrates and colsolidates 12 subsidary management plans and three baselines
o project performance measurement baseline which is used in earned value measurements)

Provides guidance on how the scope will be defined, documented verified, managed and controled.
IMPORTANT!
Completion of the project scope is measured against the project management plan.
Completion of the product scope is measured against product requirements.
Selects scheduling methodology, a scheduling tool, sets the format and establishes criteria for developing and
controling the project schedule.
Sets out the format and establishes criteria for planning, structuring, estimating, budgeting and controlling project
costs. This plan establishes:
Level of acuracy for activity cost estimates
Units of measure for each of the resources (monetary value per hour, day, week, month or lump sum, etc)
Organizational procedures links - WBS provides the framework for for the cost management plan (it allows the
cosistency of estimates, budget and control of costs). The WBS component used for the project cost accounting is
called CONTROL ACCOUNT. Each control account is assigned a unique code of account number that links it
directly to the organization's accounting system.
Control thresholds - Variance thresholds are used for monitoring cost performance and indicate allowed
ammounts of cost variations. When that ammount of variation is reached some action (preventive or corrective)
must be taken. thresholds are usually expressed as percentage deviations from the planned baseline.
Rules of performance measurement - They define the WBS and points at which measurement of control accounts
will be performed, they also establish the Earned Value Management techniques (weighted milestones, fixed
formula, percent complete, etc) which will be used and they specify EVM computation equations for determining
projected EAC (estimate at completion) forecasts and other tracking methodologies.
Reporting formats and frequencies
Process descriptions - descriptions of each of the three cost management processes are documented.
Documents how changes will be monitored and controlled and defines the process for managing changes on the
project (gives the certain level of authority to the project manager to approve or reject changes and institutes the
Change Control Board for formal approval or rejection of changes that exceed project manager's level of
authorization).
Documents how configuration management will be performed, defines configurable items, items that require formal
change control and the process for controling changes to such items. Three major configuration management
activities are: identification
Configuration
Configuration status accounting
Configuration verification and audit
Documents how the requirements will be analyzed (defines which tools and techniques will be used), documented
and managed throughout the project. If the project is multi-phased then phase-to-phase relationship (sequential,
overlapping or iterative) STRONGLY influences how requirements are managed! In this case, project manager MUST
choose the most effective relationship for the project and document it in the requirements management plan!
Components of the Requirements Management Plan can be:

Description of how the requirements activities will be planned, tracked and reported.
Configuration management activities (how the changes to the product/service/result will be initiated, how will the
impacts be analyzed, how will the changes be traced, tracked and reported) and authorization levels required to
approve these
Process for changes.the requirements.
prioritizing
What product metrics will be used with rationale (explenation) for using them.
Which requirement attributes will be presented on the traceability matrix and to which project documents
requirements will be traced.
Describes how the project management team will implement the performing organization's quality policy. It includes
quality assurance, quality control and continuous process improvement approaches for the project.
Details the steps for analyzing processes to identify activities which enchance their value (ie improve them). This
plan often includes:
Process boundaries (when the process starts and when it ends, what are inputs to the process and what are
outputs from it, what data is required for the process, who owns the process and who are the stakeholders for the
process)
Procees configuration - A graphic presentation of the process. This helps that analysis of the process is done
easier.
Process metrics - along with control limits, process metrics allow the analysis of process efficiency.
Targets for improved performance.
Provides guidance on how project human resources should be defined, staffed, managed, controlled and eventualy
released. The components of this plan include:
Roles and responsibilities:
― Role (Describes project portion for which the person is accountable)
― Authority (Describes what rights the person has to apply project resources, make decisions and sign approvals)
― Responsibility (Describes the work that the person is expected to perform in order to complete the project
activities)
― Competency (Skills and capacities required to complete project activities)
Note: If the project team does not posses required competencies performance can be in danger! In these cases
proactive responses such as training, hiring, schedule or scope changes are initiated
Project organizational chart (Graphic display of project team members and their reporting relationships)
Staffing management plan (Describes when and how the human resources requirements for the project will be
met - Who will do what and when will he/she/they do it.This plan is continualy updated during the project
execution to direct the ongoing team member acquisition and team developement actions. This plan includes:
― Staff acquisition (Describes where will the human resources, required for the project, come from - performing
organization
or external contracted sources, describes work locations - one centralized location or several distant locations,
determines
the costs for each level of expertise needed for the project - the engineer costs this much and the technician
costs that
― Resource
much..., calendars
describes (Determines
the ammount necessarythat
of assistance time
theframes for the project
HR department team members
and functional managers- provide
individualy or
to the
collectively.
project
Determines
management when
teamacquisition
) activities (e.g. recruiting) should start)
Note: Resource calendars use RESOURCE HISTOGRAM as a tool for charting human resources
― Staff release plan(Determines the method and timing of team members. When the team member is released
from the
project
Note: the
Staff costs associated
release plan helps with that human
mitigate team member
resourceare no that
risks longer charged
may to the project)
occur during the project or at the end of the
project!
― Training needs (Determines the team members training plan if they do not have required competencies)
― Recognition and rewards (Determines clear criteria for rewards and a planned system for their use)
Note: This is a part of DEVELOP PROJECT TEAM PROCESS in the EXECUTING PROCESS GROUP.
― Compliance(Determines strategies that keep the project in accordance with government regulations, union
contracts and
other
― established
Safety (Policies human resourcesfor
and procedures policies).
protecting team members from hazards)
Note: Safety is also included in the Risk Register.
Determines information and communications needs of the stakeholder (who needs what information, when
he/she/they will need it, how the information will be given and by whom). This plan usually provides:
Stakeholders communication requirements.
Information to be communicated (including language, format, content and level of detail).
Reasons for distributing information.
Time frame and frequency of distributing information.
Person responsible for communicating the information.
Person responsible for authorizing release of confidential informations.
Methods and/or technologies used to convey the informations (memos, e-mails, press releases, etc.)
Escalation process definition (time frames and management chain for escalation of issues that can not be
resolved at a lower staff level).
Method for updating and refining the Communications Management Plan as the project progresses and
developes.
Glossary of common terminology.
Flow charts of the information flow in the project with possible sequence of authorization.
List of reports to be used on the project.
Meeting plans and guidelines/templates for project status meetings, project team meetings, etc.
Communicarion constraints (if there are any specific legislation/regulation or organizational policies, etc.)
Describes how risk management will be structured and performed on the project. This plan includes:
Methodology (Defines approaches, tools and data sources that will be used to perform risk management on the
project.
Roles and responsibilities (Defines the lead, support and risk management team members for EACH TYPE of
activity on the Risk Management Plan and clarifies their responsibilities.
Budgeting (Assigns resources and estimates risk management funds that need to be included in the cost
performance baseline. It also establishes protocols for application of contingency reserve.
Timing (Defines when and how often the risk management process will be applied throughout the project life
cycle. Establishes protocols for applying the schedule contingency reserves and establishes the risk management
activities that need to be included in the project schedule.
Risk categories (Provides a structure for comprehensive process of systematically identifying risks to a consistant
level of detail. This can be a simple list of categories or a Risk Breakdown Structure (RBS) that hierarchically
organizes identified project risks arranged by categories and subcategories.
Definitions of risk probability and impact (General definitions of probability and impact levels are tailored to the
individual project and are used in PERFORM QUALITATIVE RISK ANALYSIS PROCESS.
Probability and impact matrix (Generated by the performing organization and used to prioritize risks according to
their potential impact-effect on the project objectives.
Revised Stakeholders' tolerancies (stakeholders' tolerancies may have to be revised to gain a clear picture of how
their tolerancies apply to the specific project).
Reporting formats (Defines how the risk outcomes will be documented, analyzed and communicated. Reporting
format describes content and format of the Risk Register and any required risk report).
Tracking (Documents recording of risk activities for the benefit of the current project, as well as for future needs
and lessons learned. It also determines whether and how the risk management processes will be audited.
Describes how the procurement processes will be managed from developing procurement documents through
contract closure. This plan includes guidance for:
Types of contracts to be used.
Risk management issues.
Should independent estimates be used and are they needed as evaluation criteria.
What actions can the project management team perform on their own (if the performing organization has a
prescribed procurement, contracting or purchasing department).
Standardized procurement documents (if they are needed).
Managing multiple suppliers.
Coordinating procurement with other project aspects, such as scheduling and performance reporting.
Any constraints and assumptions that could affect planned procurements.
Handling the required lead times to purchase items from sellers and coordinating those lead times with the
project schedule developement.
Handling the make or buy decisions and linking them into the ESTIMATE ACTIVITY RESOURCES and DEVELOP
SCHEDULE processes.
Identifying requirements for performance bonds or insurance contracts to mitigate some forms of project risks.
Establishing the direction to be provided to the sellers on developing and maintaining a WBS.
Establishing the form and format of procurement/contract statements of work.
Identifying prequalified sellers (if any) and whether to use them.
Procurement metrics to be used to manage contracts and evaluate sellers.
This baseline consists of:
Project Scope Statement (describes, in detail, the project deliverables and work needed to create them. It
provides common understanding of the project scope among the stakeholders. Project Scope Statement contains:
― Product scope description(Progressively elaborates the characteristics of the product/service/result described in
the Project
Charter
― Productand requirements
acceptance documentation.
criteria (Defines process and criteria for accepting completed products/services/results.
― Project deliverables(They include both the outputs that comprise the product/service/result of the project and
ancillary
results - project management reports and documentation.
― Project exclusions (Generally identifies what is excluded from the project)
Note: this helps managing stakeholders expectations!
― Project constraints (List and description of project restrictions that limit the teams options - predefined budget,
imposed
schedule milestones, imposed finish date, contractual provisions, etc.
― Project assumptions (List and description of the assumptions associated with the project scope and potential
impact if those
assumptions
Work Breakdown are proved to be
Structure wrong.
- WBS (Deliverable oriented hierachical decomposition of the work to be executed by
the project team in order to accomplish the project objectives and create required deliverables. Each descending
level of WBS represents an increasingly detailed definition of the project work.
Work Breakdown Structure Dictionary A document that describes each component in the work breakdown
structure (WBS). For each WBS component, the WBS dictionary includes a brief definition of the scope or
statement of work, defined deliverable(s), a list of associated activities, and a list of milestones. Other information
may include: responsible organization, start and end dates, resources required, an estimate of cost, charge
number, contract information, quality requirements, and technical references to facilitate performance of the
work.
This is a specific version of the project schedule developed from the schedule network analysis. It is accepted and
approved by the PROJECT MANAGEMENT TEAM as the schedule baseline with baseline start and finish dates.

This is an authorized time-phased Budget At Competion (BAC) used to measure, monitor and control overall cost
performance on the project. It is developed as a summation of the approved budgets by time periods and is
typically displayed in the form of an S-curve.
PMBOK® recognizes 38 project documents. They are:
Assumptions Log A document used to record and describe (or denote)
assumptions. It can be a part of Project scope statement but is
often a separate project document.
Statement of Work Narrative description of products/services/results to be delivered
Input to the DEVELOP PROJECT

by the project. For internal projects it is provided by project


initiator or sponsor. For external projects it can be received from
the customer. SoW references:
CHARTER PROCESS

● Business need (based on market demand, technological


advance, legal requirement or government regulation.
● Product Scope Description (documenting the characteristics of
the product/service/result that the project will be undertaken
to create and documenting the relationship between the
product/service/result and the business need that the project
will address.
● Strategic plan (should be considered as a factor when making
project selection as all project should support the
organizational's strategic goals.
Project Charter Documents the businesss needs, current understanding of the
An output from the DEVELOP PROJECT

customers needs and the new product/service/result that is


intended to satisfy those needs, such as:
● Project purpose or justification
● Measureable project objectives
● High-level requirements
CHARTER

● High-level description
● High-level risks
● Summary milestone schedule
● Summary budget
● Project approval requirements (what constitutes project
success, who decides the project is successful, who signs off
the project)
● Assigned project manager, responsibility, authority level
● Name and authority of the sponsor or other persons
authorizing the project charter.
Requirements traceability matrix a table that links requirements to their origin and traces them
REQUIREMENTS
An output from

throughout the project life cycle. The implementation of a


requirements traceability matrix helps ensure that each
COLLECT

requirement adds business value by linking it to the business


and project objectives. It provides a means to track requirements
throughout the project life cycle, helping to ensure that
requirements approved in the requirements documentation are
delivered at the end of the project. It also provides a structure
Activity List for managing changes
A comprehensive to the product
list including scope.activities on the
all schedule
Outputs from the

Activity attributes project.


Extended description of the activities done by identifying
ACTIVITIES

multiple components associated with each activity. Activity


DEFINE

attributes are Activity ID, WBS ID, Activity Name, Activity


Description. They may include activity codes, predecessor and
successor activities, logical relationships, leads and lags, etc.

Milestone List Identifies all significant points/events (milestones) in the project.


Resource requirements Identifies the types and quantities of resources required for each
RESOURC
ESTMATE
ACTIVITY
Outputs

activity in a work package


from

ES

Resource breakdown structure a hierarchical structure of the identified resources by resource


category and resource type
Resource calendars Information on which resources (such as people, equipment, and
material) are potentially available during planned activity period
is used for estimating resource utilization. Resource calendars
specify when and how long identified project resources will be
available during the project. This information may be at the
activity or project level.
ESTIMATE Activity duration estimates Quantitative assesments of the likely number of work periods

DURATIO
ACTIVITY
Output

that will be required to complete the activity. Duration estimates


from

NS
DO NOT INCLUDE lags. Duration estimates might include some
indication of the range of the possible results.
Outputs from the ESTIMATE Activity Cost Estimates Quantitative assesments of the probable costs required to
Basis of Estimates complete
Supporting project work.
documentation to Activity Cost Estimates. It may
include:
● Documentation of the basis of estimate - how it was
● developed.
Documentation of all assumptions made during estimation.
● Documentation of any known constraints.
COSTS

● Indication of the range of possible estimates to indicate that


the item is expected to cost between the range of values.
● Indication of the confidence level of the final estimate.
Project Funding Requirements Can be total and periodic (quarterly, anually, etc.). It is derived
from the cost baseline which includes project expenditures plus
anticipated liabilities. Total funds are those costs included in the
cost baseline plus management reserves-if any.
Issue log Also called Action item log. Used to document and monitor the
EXPECTATIONS
STAKEHOLDER

resolution of issues. It can be used to facilitate communication


Inputs to
MANAGE

and ensure common understanding of issues.


S

Change log Used to document changes that occur during the project. These
changes and their impacts in terms of project constraints must
be communicated to appropriate stakeholders.
Forecasts Reffers to Budget forecasts. It is either a calculated EAC value or
CONTRO
L COSTS
Output
from

a bottom-up EAC value that is documented to be communicated


to stakeholders.

Quality metrics An operational definition that describes, in very specific terms, a


project or product attribute and how the quality control process
Outputs from PLAN QUALITY

will measure it. A measurement is an actual value. The tolerance


defines the allowable variations on the metrics.
Quality metrics are used in the quality assurance and quality
control processes. Some examples of quality metrics include on-
time performance, budget control, defect frequency, failure rate,
availability, reliability, and test coverage.

Quality checklists a structured document, usually component-specific, used as a


tool to verify that a set of required steps has been performed.
They range from simple to complex based on project
requirements and practices. Quality checklists are used in the
quality control process.
Quality Control Measurements The results of quality control activitie used to analyze and
CONTRO
QUALITY
Outputs from DEVELOP PERFOR
output

evaluate the quality standards and processes of the performing


from
An

organization.

Roles and responsibilities A part of Human resources plan. Describes:


● Roles ( project portions for which the person is accountable)
● Authorities(what rights the person has to apply project
resources, make decisions and sign approvals)
HR PLAN

● Responsibilities (the work that the person is expected to


perform in order to complete the project activities)
● Competencies (skills and capacities required to complete
project activities)
Project organizational structure Graphic display of project team members and their reporting
relationships.
A tool for Responsibility Assignment A structure that relates the project organizational breakdown
DEVELOP HR Matrix structure to the work breakdown structure to help ensure that
PLAN each component of the project’s scope of work is assigned to a
person or team.
Team Performance Assesments The evaluation of a team’s overall effectiveness. Includes
An output from DEVELOP

indicators such as:


● Improvements in skills that allow individuals to perform
PROJECT TEAM

assignments more effectively.


● Improvements in competencies that help the team perform
better as a team.
● Reduced staff turnover rate
PROJECT T
An output from ● Increased team cohesiveness where team members share
information and experiences openly and help each other to
improve the overall project performance.
Stakeholder Register Document containing all details related to the identified
Outputs from IDENTIFY STAKEHOLDERS stakeholders including:
● Identification information: Name, organizational position,
location, role in the project, contact information.
● Assessment information: Major requirements, main
expectations, potential influence in the project, phase in the
life cycle with the most interest.
● Stakeholder classification: Internal / external, supporter /
neutral / resistor, etc.
Stakeholder Management Defines an approach to increase the support and minimize
Strategy negative impacts of stakeholders throughout the entire project
life cycle. It includes elements such as:
● Key stakeholders who can significantly impact the project.
● Level of participation in the project desired for each identified
stakeholder.
● Stakeholder groups and their management (as groups).
Stakeholder analysis A technique of systematically gathering and analyzing
STAKEHOLDERS
A technique in

quantitative and qualitative information to determine whose


interests should be taken into account throughout the project. It
IDENTIFY

identifies the interests, expectations, and influence of the


stakeholders and relates them to the purpose of the project. It
also helps identify stakeholder relationships that can be
leveraged to build coalitions and potential partnerships to
enhance the project’s chance of success.
Stakeholder Requirements Provide an understanding of stakeholder goals, objectives, and
EXPECTATIO
STAKEHOLD
An input to
MANAGE

level of communication required during the project. The needs


and expectations are identified, analyzed, and documented in
NS
ER

the communications management plan, which is a subsidiary of


the project management plan.

Performance Reports They organize and summarize the information gathered and
present the results of any analysis as compared to the
performance measurement baseline. They provide the status
and progress information, at the level of detail required by
An output from REPORT PERFORMANCE

various stakeholders(as documented in the communications


management plan). Common formats for performance reports
include bar charts, S-curves, histograms, and tables. Variance
analysis, earned value analysis, and forecast data is often
included as part of performance reporting. Performance reports
are issued periodically and their format may range from a simple
status report to more elaborate reports. A simple status report
might show only performance information such as percent
complete, or status dashboards for each area (e.g. scope,
schedule, cost, and quality). More elaborate reports may include:

● Analysis of past performance


● Current status of risks and issues
● Work completed during the reporting period
● Work to be completed during the next reporting period
● Summary of changes approved in the period
● Results of variance analysis
● Forecasted project completion (including time and cost)
● Other relevant information to be reviewed and discussed
An input to Teaming Agreements This is an OPA - A preexisting agreement between buyer and
PLAN seller
PROCUREMENTS
Procurement documents Used to solicit proposals from prospective sellers. The buyer
Outputs from PLAN

structures procurement documents to facilitate an accurate and


PROCUREMENTS

complete response from each prospective seller and to facilitate


easy evaluation of the responses. These documents include a
description of the desired form of the response, the relevant
procurement statement of work (SOW) and any required
contractual provisions.
Outputs fro
PROCURE
Source Sekection Criteria Developed and used to rate or score seller proposals. They can
be objective or subjective
Proposals Seller proposals prepared in response to a procurement
PROCUREMENT document package form the basic set of information that will be
CONDUCT
Input to

used by an evaluation body to select one or more successful


bidders (sellers).
S
Qualified Seller List This is an OPA - A listing of sellers who have been pre-screened
for their qualifications and past experience, so that
procurements are directed to only those sellers who can perform
on any resulting contracts.
Contracts Mutually binding legal agreements that obligate the seller to
t planning PROCUREMEN
managemen CONDUCT
Major output An output

provide the specified products, services, or results, and obligate


the buyer to compensate the seller. Contracts are legal
from

TS

relationships subject to remedy in the courts

Risk Register The document containing the results of the qualitative risk
processes
from risk

analysis, quantitative riskanalysis, and risk response planning.


The risk register details all identified risks, including description,
category, cause, probability of occurring, impact(s) on
objectives, proposed responses, owners, and current status.

Work performance information Information and data, on the status of the project schedule
Major output from

PROCESS GROUP

activities being performed to accomplish the project work,


collected as part of the direct and manage project execution
EXECUTING

processes. Information includes: status of deliverables;


implementation status for change requests, corrective actions,
preventive actions, and defect repairs; forecasted estimates to
complete; reported percent of work physically completed;
achieved value of technical performance measures; start and
finish dates of schedule activities.
Work performance Used to produce project activity metrics to evaluate actual
MONITORING & CONTROLING

measurements progress as compared to planned progress. These metrics


include:
● Planned vs. actual technical performance (measurements, that
Major output from

PROCESS GROUP

include planned vs. actual technical performance or other


scope performance measurements, are documented and
communicated to stakeholders)
● Planned vs. actual schedule performance (the calculated SV
and SPI values for WBS components, in particular the work
packages and control accounts, are documented and
communicated to stakeholders)
● Planned vs. actual cost performance (the calculated CV, SV,
CPI, and SPI values for WBS components, in particular the work
packages and control accounts, are documented and
communicated to stakeholders).
When issues are found while project work is being performed, change
requests are issued which may modify project policies or procedures, project
scope, project cost or budget, project schedule, or project quality. Other
change requests cover needed preventive or corrective actions to forestall
negative impact later in the project. Requests for a change can be direct or
indirect, externally or internally initiated, and can be optional or
legally/contractually mandated and can include:
● Corrective action - Documented direction for executing the project work MONITOR&CONTROL PROJECT WORK
to bring expected future performance of the project work in line with the CONTROL SCOPE
project management plan. CONTROL COSTS
PERFORM QUALITY ASSURANCE
PERFORM QUALITY CONTROL
MANAGE STAKEHOLDER
EXPECTATIONS
REPORT PERFORMANCE
MONITOR&CONTROL RISKS
● Preventive action - Documented direction to perform an activity that MONITOR&CONTROL PROJECT WORK
can reduce the probability of negative consequences associated with CONTROL SCOPE
project risks. CONTROL SCHEDULE
CONTROL COSTS
PERFORM QUALITY ASSURANCE
PERFORM QUALITY CONTROL
MANAGE PROJECT TEAM
MANAGE STAKEHOLDER
EXPECTATIONS
REPORT PERFORMANCE
MONITOR&CONTROL RISKS
● Defect repair - The formally documented identification of a defect in a MONITOR&CONTROL PROJECT WORK
project component with a recommendation to either repair the defect or VERIFY SCOPE
completely replace the component. CONTROL SCOPE
PERFORM QUALITY ASSURANCE
PERFORM QUALITY CONTROL

● Updates - Changes to formally controlled documentation, plans, etc., to MANAGE PROJECT TEAM
reflect modified or additional ideas or content. MANAGE STAKEHOLDER
EXPECTATIONS
MONITOR&CONTROL RISKS
PLAN PROCUREMENTS
CONDUCT PROCUREMENTS
ADMINISTER PROCUREMENTS