E IE F 49

CE E F M MB K
G IDE
he M K th ed t on gu de has rocesses hether you are gett ng
prepared for your A M or M cert f cat on exa t s portant to learn and
understand these processes ou do not need to use every s ngle process n your
projects but for the exa you w ll be tested on all processes

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 here are process groups In t at ng lann ng Execut ng Mon tor ng
ontroll ng and los ng

And there are Knowledge areas Integrat on cope chedule ost ual ty
esources o un cat ons sk rocure ent and takeholders and n the
ntersect on between the process groups and the knowledge areas we have the
processes so each and every s ngle process has a correspond ng process group as
well as a knowledge area

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IN EG A I N MANAGEMEN
The core of Project M n ge ent s cont ns the rout ne processes th t ust be perfor ed
throughout the dur t on of the project. Co plet ng these processes s the sole respons b l ty
of the Project M n ger.

Develop roject Ch rter

evelop ng a docu ent that for ally author zes the ex stence of a project
rov des the M w th the author ty to apply oney and resources to project
work

Develop roject M n ge ent pl n

oord nat ng and consol dat ng all planned co ponents nto the M plan

rect nd M n ge project work

Lead ng and perfor ng work def ned n the project anage ent plan and
approved change requests

M n ge roject knowledge
s ng ex st ng knowledge and creat ng new knowledge to fac l tate
organ zat onal learn ng

Mon tor nd control project work

rack ng rev ew ng and report ng overall progress to eet the perfor ance
object ves def ned

erfor Integr ted Ch nge control

ev ew ng all s and dec d ng upon the outco e

Close the project or ph se

F nal z ng all act v t es for the project or phase

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 C E MANAGEMEN
The process of k ng cert n th t the pl nned ct v t es nd only the pl nned
ct v t es re co pleted s p rt of the project. If new dd t ons re dee ed necess ry
Ch nge M n ge ent controls ust be n pl ce.

l n scope n ge ent
rocess of creat ng the scope anage ent plan wh ch s go ng to tell you
how the product scope w ll be def ned val dated and controlled based on the
roject harter

Collect equ re ents

eter n ng and docu ent ng stakeholder needs

Def ne cope
evelop ng a deta led descr pt on of the project

Cre te B
ubd v d ng the project del verables nto s aller co ponents

l d te cope
For al z ng acceptance of the co pleted project del verables
he sponsor val dates that the work has been co pleted

Control scope
Mon tor ng the status of the project scope and changes to the basel ne

I he key s to prevent scope creep wh ch s when th ngs th t we d dn t

docu ent n our scope st te ent h ppen to be ple ented on our project
h s s not llowed by the MI so you w nt to vo d th s henever you ke
ch nges you w nt to ke sure t goes to the for l ntegr ted ch nge control
process nd t gets pproved by the ch nge control bo rd

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 CHED LE MANAGEMEN
The process of def n ng, est t ng nd n g ng the t el nes of the ct v t es to be
co pleted w th n the Project.

l n chedule M n ge ent
Establ sh ng pol c es and procedures for plann ng anag ng and controll ng
the project schedule
Look ng at past projects n your organ zat on pol c es and procedures and
best pract ces n the ndustry

Def ne Act v t es
Ident fy ng and docu ent ng the spec f c act ons to be perfor ed

equence Act v t es
Ident fy ng and docu ent ng relat onsh ps a ong the project act v t es

Est te ct v ty dur t ons

Est at ng the nu ber of work per ods needed to co plete nd v dual
act v t es w th the est ated resources

Develop chedule
Analyz ng act v t es sequences durat ons resource requ re ents and
constra nts to create the project schedule utput project schedule

Control schedule
Mon tor ng the status of the project to update the project schedule and
anage changes to the schedule basel ne

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C MANAGEMEN
The cost n ge ent knowledge re cont ns the processes necess ry to pl n for the
budget, control t throughout the dur t on of the project, nd f n sh the project w th n the
pproved budget. Th s s how uch oney you need to co plete your project!

l n Cost M n ge ent
ef n ng how the project costos w ll be est ated budgeted anaged and
on tored

ote e e ber you re only deter n ng the pl n on how you w ll do these

t sks nd wh t processes nd best pr ct ces you re gonn follow

Est te cost
evelop ng est at ng how uch oney would be needed for act v t es

Deter ne budget
Aggregat ng the est ated costs of nd v duals act v t es or work packages to
establ sh and author zed cost basel ne

Control cost
Mon tor ng the status of the project to update the project cost and anage
changes to the cost basel ne

ALI MANAGEMEN
The process th t ensures ll ct v t es of the project l gn w th the expect t ons s
est bl shed n the Project M n ge ent pl n n ter s of perfor nce nd eff c ency.

l n Qu l ty M n ge ent
Ident fy ng and docu ent ng qual ty requ re ents and standards of the
project

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M n ge Qu l ty
ranslat ng the qual ty anage ent plan nto executable qual ty act v t es

Control Qu l ty
Mon tor ng and record ng the results of execut ng the qual ty anage ent
act v t es to assess perfor ance

E CE MANAGEMEN
The process of secur ng nd n g ng the r ght resources for the project.

l n resource n ge ent
ef n ng how to est ate acqu re and anage phys cal and tea resources

Est te ct v ty resources
Est at ng the type and qual t es of resources needed

Acqu re resources
bta n ng resources necessary to co plete the project work

Develop te
I prov ng co petenc es tea e bers nteract on and overall tea
env ron ent to enhance project perfor ance

M n ge te
rack ng the tea e bers perfor ance prov d ng feedback resolv ng ssues
and anag ng tea e bers changes to opt ze project perfor ance

I As roject M n ger your go l s not only to n ge your te but lso

ot v te the

Control esources
Ensur ng that the resources ass gned to the project are ava lable
Mon tor ng the planned vs actual use of resources

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C MM NICA I N MANAGEMEN
The process of pl nn ng nd d str but ng wh t nfor t on needs to be sh red w th the
project te , st keholders, vendors nd sponsor s well s nt n ng the
co un c t on ch nnels open throughout the dur t on of the project. Th s s key process
for the Project n ger s t s one of h s her n respons b l t es.

l n co un c t ons n ge ent
evelop ng an appropr ate approach for project co un cat on act v t es

M n ge co un c t ons
Ensur ng t ely and appropr ate collect on creat on d str but on storage and
d spos t on of project nfor at on

Mon tor co un c t ons

Ensur ng nfor at on needs of the project and ts stakeholders are et

I K MANAGEMEN
The process to dent fy, pl n, on tor nd t g te r sks. R sks c n h ve pos t ve or
neg t ve p ct on project.

l n r sk n ge ent
ef n ng how to conduct r sk anage ent act v t es for a project

Ident fy r sks
Ident fy ng r sks and sources of r sks

erfor qu l t t ve r sk n lys s
r or t z ng nd v dual project r sks for further analys s
eter n ng probab l ty and pact of r sks

I As roject M n ger you w nt to co e up w th n ct on pl n

pr or t z t on s n essent l t sk to cco pl sh th s

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 erfor qu nt t t ve r sk n lys s
u er cally analyz ng the co b ned effect of dent f ed nd v dual project
r sks and other sources of uncerta nty on overall project object ves

l n sk esponse
evelop ng opt ons select ng strateg es and agree ng on act ons to address
r sks

A r sk could be a pos t ve r sk wh ch s also called an

opportun ty or a negat ve r sk wh ch s called a threat

I ple ent r sk responses

I ple ent ng agreed upon r sk response plans

Mon tor r sks

Mon tor ng the ple entat on of agreed upon r sk response plans track ng
dent f ed r sks dent fy ng and analyz ng new r sks and evaluat ng r sk
process effect veness

C EMEN MANAGEMEN
The procure ent process nvolves the cqu s t on of goods nd serv ces to del ver wh t
w s greed on the Project scope, s well s controll ng the rel t onsh ps w th the sellers.

l n procure ent n ge ent

ocu ent ng project procure ent dec s ons spec fy ng the approach and
dent fy ng potent al sellers

Conduct rocure ents

bta n ng seller responses select ng a seller and award ng a contract

Control procure ents

Manag ng procure ent relat onsh ps on tor ng contract perfor ance
ak ng changes and correct ons and clos ng out contracts

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 AKEH LDE MANAGEMEN
The process of develop ng rel t onsh ps w th the st keholders so th t they ll be ch p ons
for the project, when there s less res st nce t s e s er to get the project del ver bles
pproved.

Ident fy ng st keholders
Ident fy ng stakeholders and analyz ng relevant nfo e g nterest
nvolve ent nfluence pact etc

l n st keholder eng ge ent

evelop ng approaches to nvolve stakeholders based on the r needs
expectat on nterests and pact

M n ge st keholder eng ge ent

o un cat ng and work ng w th stakeholders to eet the r needs and
expectat ons address ssues and foster appropr ate engage ent nvolve ent

Mon tor t keholder eng ge ent

Mon tor ng stakeholders relat onsh ps and ta lor ng strateg es for engag ng
stakeholders through the od f cat on of engage ent strateg es and plans

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 he M OK s really eant to be a full set of tools that you can use on any s ngle
project no atter the ndustry that you are n For your actual projects you have
to ta lor these processes accord ngly

All of the processes that we see n the M OK gu de are not so eth ng that you
do once and then forget a lot of these processes are repeated throughout the
project as necessary

atch our v deo n How to e or ze the processes fro M OK th Ed t on

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