Exam Prep

1.
DEFINITIONS:
1. Process (49):
■ Does or creates something necessary and valuable for the project.
Can be performed more than once during a project, and should be
performed more htan once in a project phase. Phases may also be
done in parallel and can should be revisited often.
■ Consists of three types of ingredients (ITOs):
■ Inputs
■ Tools / techniques
■ Outputs
2. Phases:
■ individual units of a larger project that are broken down. Each
phase should produce one or more deliverables, which will be
evaluated before identifying if we can continue to the next phase.
This is referred to as a exit gate
■ Examples of phase names:: Requirements gathering, design,
construction, testing, implementation
3. Exit gate:
■ the point at the end of a phase where the produced deliverable(s) are
evaluated against the pre-dedeined exit criteria to determine if the team
produced it acceptably and if they next phase may begin.
■ At this point, there may be a “kill point” on which
4. Kill Point:
■ A point in the project’s life cycle when a team or external individual makes
the decision on wheter to kill or keep the project. This is carried out at the
same time as an exit gate and often using the same exit gate criteria.
5. Project:
■ A temporary endeavor undertaken on by a organization to create a unique
product, service, or result. Projects are intended to implement change, but
may not be visible or tangible.
■ Project must contain the following:
(1) Set start / end date (meaning they do not contain
operations which go on perpetually)
(2) Unique in nature - meaning it was not attempted before by
the organization.
■ Although projects don’t contain operations, they are often transferred to
operations upon completion (?)
6. Program:
■ A group of related projects that constrain operations! Programs contain
related projects in a effort to realize benefit that could not be achieved if
each project was done by itself.
■ Projects do not always belong do a program, but programs always consist
of projects.
7. Portfolio:
■ A companies representations of their investments in projects and
programs. Portfolios are always directly aligned to the organizations
strategic goals
8. Progressive Elaboartion:
■ When all product characteristics are not known at the time of beginning a
project, and are instead revisited and refined often.
■ Progessive can be defined as working in iterations. This can be done
through:
■ gathering requirements
■ performing preliminary design based on said requirements
■ getting stakeholder feedback on preliminary design
■ Return back to gather more requirements.
9. Project Management:
■ The application of knowledge, skills, tools, and techniquest to project
activites to meet project requirements.
10. Success:
■ Delivering the product and project within the defined:
■ Budget
■ Scope
■ Schedule
■ Quality
■ Customer Satisfaction
11. Historial Information / organizational process assets:
■ Records / trends / lessons learned from previous projects performed
within the organziation. Often used to set benchmarks on the current
project (estimates, resourcing, lesslons learned) so that it is setup for
success / avoids mistakes.
■ Often used in the planning phase to validate assumptions + provide
reasonable metrics.
12. Baseline:
■ A project’s original plan plus all approved changes (AKA whent he project
plan is stabilized). This usually happens when the project is put under
control (not done in the early phases such as development).
■ Baselines are used as a tool to measure how performance deviates from
the plan.
■ Any changes to the baseline (project) cannot be done at will and will need
to be approved and documented through a change control process. All
baseline changes should be recorded to show how the plan has
progressed over time.
13. Regulations:
■ Official document issued by government or official organizations that
provide rules to be followed. Regulations are mandatory and ensure the
project is in compliance.
■ Ex: wheelchair ramps being required for buildings.
14. Standards:
■ A document issued by a recognized body that provides guidelines.
Standards do not necessarily have to be followed, but are helpful.
■ Ex: the standard size of paper
15. System:
■ Incorporates all formal procedures and tools put in place to manage
something / ensure checks & balances.
16. Agreements:
■ Aka contracts. These be legally binding and specify what is important.
Often include formal specifications for how the agreement may be
amended or terminated, specific quality targets, how much things will
costs, how payments will be made, and insurance bonding requirements.
■ These are basically mini project plans
17. Work Performance Data:
■ Raw data gathered as the project is completed - includes how work was
performed, hours, costs, KPIs, etc.
■ Output of the Direct and Manage Project work part performed
during the executing process.
■ Input to 10 monitoring and controlling processes where it is refined
into the more useful and understandable form of work
performance information.
18. Work Peroformance Information (WPI)
■ work performance data that has gone through analysis + processing. Tells
how something was created and if it was on time / budget, and how the
resources used compared with estimates.
■ Examples: statistics, summary figure, percentages, etc.
19. Data Analysis:
■ Tool used in monitoring and controlling processes to help make sense of
work that has been carried out. Use this tool as a way to review
information in order to make a decision.
■ Used in the initiating, planning, executing, and monitoring & controlling
processes! Aka all processes except closure.
20. Change Requests:
■ Occur frequently as work is executed or monitoringed / control
21. Lessons Learned Register
■ Output of Manage Project Knoweledge, this document spells out what
worked well and what did not. Focuses on what the team would do
differently if they started all over again. Updated throughout the project.
22. Affinity diagrams
23. Mind mapping
24. Nominal group technique
25. WBS Dictionary
■ where the details of the tasks, activities, and deliverables of the work
breakdown structure are located. The content includes whatever
milestones are related, the project scope and in some instances dates,
resources, cost and quantity. Corresponds to each node in the WBS.
26. Decomposition
■ A technique for breaking down the scope into smaller components.
Performed on the project scope statement to get the components of WBS
and stops when the decomposed pieces are small enough to be assigned
and estimated for time/ $$.
■ The smaller nodes (work packages) are later decomed further into smaller
activities.
27. Inspection
■ Point by point review of the scope and the associated deliverable.
■ Examples = user acceptance testing, walkthrough of building
28. Schedule Management Plan
■ The output of the “Plan Schedule Management” process.
■ Becomes part of the PMP
■ Defines how the schedule will be defined, measured, and how often the
team will track progress, and what happen if the project goes off the
schedule path. Also reports how progress will be reported.
29. Rolling Wave Planning:
■ Things in the near future should be relatively clear while project activities
in the future may not be as detailed.
■ Good for agile projects
30. Analogous Estimating
■ AKA Top down estimating
■ This is where you use historical info to estimate the effort, duration or cost
needed to complete a activity
31. Parametric Estimating
■ Using historical data to forumate estimates based on past performance or
results
■ Works best on highly linear / scalable components with adequate
historical information
32. Bottom-Up Estimating
■ Technique for estimating overall project duration, effort, or cost by
estimating the lowest levels of the schedule or WBS, and affregating
those numbers up to the summary nodes on the WBS
■ Relatively accurate but tedious.
■ Opposite of top down / analogous estimating
33. Three-Point Estimating (PERT)
■ Technique for estimating duration or cost
■ Consists of 3 factors:
■ Pessimisitic
■ Optimistic
■ Realistic
■ Estimate:
■ (Pessimisitc Realisitic + Optimistic) / 3
■ BETA:
(O + 4M +P) / 6
■
34. Project Network Diagrams
■ A graphical way of depicting schedule activities, their dependencies, and
their sequence
35. Project Network Node
■ Rectangle within a Acitivity on Node project network diagrams that
represent a inidicual schedul activity
■
36. Duration:
■ Early finish - early start + 1
37. Early Start
■ The earliest date a activity can start when you factor in other
dependencies
38. Late Start
■ The latest a activity could start and not delay the projects finish date
■ Ways to calculate:
■ Late Finish of activity – activity duration + 1
■ Early start + float
39. Early finish:
■ Early Start date + Duration - 1
■ The difference between early finish and late finish is the same as the
difference between the early start and late start
40. Late Finish
■ Late start + duration - 1
■ Late Start of successor activity – 1
41. Float (slack)
■ The amount of time a activity can be delayed without impacting critical
path (how much one activity can slip without changing the finish date of
the project).
42. Total Float
■ The sum of all time that a indivicidal activity can slip from it’s early start
date w/o impacting the finish date of the project.
■ Can be calculated by: LS – ES (it is also calculated by LF – EF)
43. Free Float:
■ Amount of time a activity can be delayed without impacting the early start
of subsequent schedule activities.
■ Different from float in that this is concerned with the subsequent activities
planned start / finish dates
■ Will always be less than
■ EF-ES
44. Negative float
■ When a activities start date comes before a preceding activity’s finish
date. (finish date happens before it’s schedule start date)
■ Indicates a scheduling issues- solutions: crashing, fast tracking, reworking
logic of schedule.
45. Lag
■ Changing the finish to start relatopnship between 2 schedule aciticies so
that the dependent activity cannot start until a given amount of time after
its preceding activity finish.
■ Used to represent calendar days that must elapse when no actual work is
taking place by project resources.
46. Opposite of LeadForward pass:
■ Techniques for calculator the early start and early finish dates of
schedule.
■ Part of critical path and is paired with backward path to determine activity
and schedule float and the critical path
47. Backwards Pass:
■ Used to calculate slack/ float (LS-ES)
■ Begins with the last node of a project network diagram (the finish node)
and logically works backward to the start
■ Each schedule activities late start and late finish dates are determined
■ calcualt
48. Schedule Network Analysis
■ Technique of performing a forward pass/ backward pass through the
schedule to determine early start, early finish, late start, etc etc
49. Critical Path Method
■ Combination of aciticiteis from project start to finish where any activity is
dealeyed the project will get delayed. TIS THE LONGEST DURATION
PATH. there can be be more than one critical path
■ 3 purposes:
■ Calculate project finish date
■ Idneitfy how much individual activities can slip/ float w/o delaying
the project
(1) Fun fact: Activities on critical path will have 0 float
■ Identify acitivities with the highest risk that cannot slip w/o
changing the project finish date
50. Critical chain Method
■ Provides a way to view / manage uncertainty when building project
schedule
■ Technique for managing a schedule that focuses on managing constrains
caused by limited human and material resource availability
■ Manages schedule buffers and emphasizes flexibility and keeping all
resources fully working
■ Estimates each activity as aggressively as possible to create schedule
network, and then adds one lump sum buffer at the end of the network
before the finish date.
■ This lump sum buffer will serve as a reserve for any activity that is
in danger of slipping
51. Lead
■ Changing the finish to start relationship between 2 schedule activities so
that the dependent activity can start before the proceeding activiy
finishes.
■ Used to efficiently manage the schedule and get a head start on certain
acitivities where possible.
52. Crashing
■ Applying additional resources to complete work more quickly. .
■ Increases costs more than risk.
■ savings are not linear due to Law of Diminishing Returns / resources
allocation passes optimal levels.
53. Fast Tracking
■ Performing acticitivies in parallel that would have been done in sequence
■ Removes discretionary dependencies to save time
■ Increases risk
■ Compresses schedule without increasing costs.
■ Ex: using a draft design instead of final to minimize schedule
duration
54. Resource Optimization
55. Life Cycle Costing
■ Total cost of ownership over the entire life of product.
■ The sum of:
■ Purchase or creation cost
■ Operation cost
■ Shutdown and disposal costs
56. Value Engineering
■ Designing every aspect of a project to obtain the max value without
reduction in project scope
■ Practice of trying to get more out of the project in every possible way
■ squeeze more benefit and value outta errything.
■ increase profitability Increase bottom line, decrease costs,
improve quality, shorten schedule,
■ Scope of work is not reduced by the items above
57. Cost Baseline
■ Aka budget.
■ Apprves spending plan
■ Time phased plan for when funds will be disburesed on a project.
■ Helps org anticipate cash flow needs for the product life cycle
■ Project budget = cost baseline + mgmt reserve
■ Update: learned in class that this does not contain reserve (typo in book?
Check with PMBOK)
■ Includes cost estimates for all activities along with contingency reserves
■ Specifies what costs will be incurred and when they are anticipated.
■ Large projects can have multiple baselines (domestic labor costs,
international labor costs, etc)
■ S curve.
58. Project Funding Requirements
■ Not to be confused with cost baseline!
■ Amount of funds that will be required and the dates those funds will be
required in order to perform the project
■ Requirements are tied to the schedule and the cost baseline
■ This is part of the plan against which the actual funding is measured.
■ Negative cariances from planned funding requirements are eclauated so
that corrective action can be taken if necessary.
59. Earned Value
■ Idea that work performed in a project creates worth in the project
■ Measuring actual performance against original plan
■ Helps identify variances + trends that influence the Control Costs phases
such as:
■ Cost variance
■ Cost Performance Index
60. TCPI (To Compelte Performance Index)
■ Earned value techniques that focuses on performance needed to achieve
earned value targets
61. Quality
■ the degree to which a set of inherent characteristics filfill requirements.
62. Total quality Mgmt TQM:
■ Everyone is repsinsible for quality and able to make a difference in the
ultimate quality of the product
63. Kaizen
■ Japanese philosophy of constant process improvement, even if the
product / service are small
64. Just in Time (JIT)
■ Bring inventory to zero (nerly zero). Focus on quality with no excesses
inventory on hand to waste
65. Statistical independence
■ The condition when the outcomes of 2 processes are not linked together
or dependent upon each other
66. Mutually exclusive
■ One result or choice excludes the others
67. Standard deviation
■ Low = data tightly clustered
■ High = widely scattered
68. Six Sigma
■ Highest quality by controlling the process and reducing defect.
■ Sigman = 1 standard deviation from the mean
■ 99.99996% pass of no defects
69. Special Cause
■ Error that is preventable by process improvement,
70. Common Cause
■ Error not normal.
71. Tolerances:
■ Customer specs for acceptance of product (
72. Control Limits:
■ Variation of limits in process (standard deviations)
73. Resource Leveling
■ When you adjust the resource requirements to meet what the org can
supply, and negotiate with the org to make sure it can supply the projects
resource needs
■ To do this you need to use critical path method to find all network paths,
and then apply resources to that analysis to see the effect it has on the
schedule.
■ Needs to match the projects time / cost constraints.
74. Resource Smoothing
■ Adjusting the number or resources to help keep resource usage leveled
■ Does not impact critical path or completion date, but individual activity
durations will move
■ Less disruptive to the schedule than resource leveling
2. FORMULAS
1. PERT:
■ Estimate:
■ (Pessimisitc Realisitic + Optimistic) / 3
■ BETA:
■(O + 4M +P) / 6
2. Present Value- page 120
3. Expectd Monetary Value:
■ (probability% * impact) + (probability% * impact)
■ Page 754
4. Net Present Value
5. Budgeted At Completion (BAC)
■ How much was originally planned for this project to cost
6. Planned Value (PV) aka Budgeted Cost of Work Scheduled (BCWS)
■ How much work should have been completed at a point in time based on
the plan.
■ Derived from measuring planned work completed at a point in time.
■ PV = Planned % of work complete × BAC
■ Calculate planned % of work complete by current status / total
project duration
7. Earned Value (EV) aka Budgeted Cost of Work Performed (BCWP)
■ How much work was actually completed in a point of time (actual
performance)
■ Derived from measuring actual work completed in a point in the schedule
■ EV = Actual % of work complete × BAC
8. Schedule Variance (SV)
■ The difference (in $$$) between where we planned to be in the schedule
and where we are in the schedule
■ Schedule Variance = Earned Value - Planned Value
■ Positive variance = project is ahead of schedule
■ Negative variance = project is behind schedule
9. Schedule Variance in time
■ This is the schedule variance ($$$) and put it into a time value
■ SVTIME = SV * (total schedule / BAC)
10. Schedule Perofrmance Index (SPI) aka Work Efficiency
■ Rate at which the project performance is meeting schedule expectations
up to a point in time
■ How fast the project is progressing compared to the project plan
■ SPI = EV ÷PV
■ ≤ 1 = bad (behind schedule)
■ 0 = on schedule
■ > 1 = good (ahead on schedule)
11. Actual Cost (AC) aka Actual Cost of Work Performed (ACWP)
■ Money spent during a given point in time (money spent to date)
■ Calculated by adding the costs within a period of time (duh lol)
12. Cost Variance (CV)
■ The difference between what we expected to spend and what was
actually spent
■ CV = Earned Value - Actual Cost
■ We used Earned Value instead of Planned Value because PV is
based on planned performance, wheil EV is based on actual
performance
■ Positive cost variance = actual costs are lower than planed (under
budget)
■ Negative cost variance = actual costs are higher than planned
(over budget)
13. Cost Performance Index (CPI) aka Spending Efficiency
■ Efficiency ratio of project value / dollar spend
■ Rate at which the project performance is meeting cost expectations in a
point in time
■ CPI = EV ÷AC
■ ≤ 1 = bad (less performance per $1 spent)
■ > 1 = good (getting more performance per /$1.00 spent)
14. Cumulative CPI (CPIC)
■ Rate at which project performance is meeting cost expectations from the
beginning up to a point in time.
■ Also used to forecast project costs at completion
■ CPIC = EVc ÷ ACc
15. Estimate at completion (EAC)
■ forecasted total cost at completion based on project performance up to a
point at time
■ Amount we expect the project to cost based on where we are today
■ EAC = BAC ÷ CPIc
■ Other way to calculate: Actual cost to date + (BAC - estimate to complete
)
16. Estimate to Complete (ETC)
■ How much more we expect to spend from this point forward based on
what we have already done.
■ Forecasted amount remaining to be spend to complete the project
■ ETC = EAC - AC
17. Variance at Competion (VAC)
■ The difference between what we originally budgeted and what we expect
to spend
■ VAC= BAC - EAC
■ Positive = under budget
■ Negative = over budget
18. To Complete Performance Index (TCPI)
■ Performance that must be achieved in order to meet financial or schedule
goals / targets
■ Remaining word divided by remaining funds
■ Remaining funds - BAC for budget, EAC for estimate
■ Budget at completion:
■ TPCIc = (BAC-EV) ÷(BAC-AC)
■ Estimate at completion
■ TPCIc = (BAC-EV) ÷ (EAC-AC)
19. Point of total assumption
■ ( Target costs + (ceiling price - target price) ) / Buyers share
20. Communication Channels
■ CHANNELS = n × (n-1) ÷ 2
■ n= number of people on the project
3. PROJECT CONTEXT:
1. Types of organizations:
■ Functional: organization where team members work for a specizlied

department (accounting, engineering, etc) and are “loaned” to a project
from time to time.
■ Matrix: hybrid orgnization where individuals have a functional manager
for more HR related issues, and a project manager for projects.
■ Strong Matrix: Situation in where the PM has more authority of
resource than functional manager
■ Weak matrix: functional manager has more authority of resource
than the PM
■ Balanced matrix: both the PM and FM have shared authority
over resource
■ Projectized: organization is structured according to projects instead of
functional departments. PM manages both people and the project.
USually typical in consulting enviorments.
■ Organic: teams and groups form naturall to address priorities
2. Project Lifecycle:
■ Phases in which a project typically goes through
■ Fun facts:
■ Resourcing / cost levels rise in the early phases of the project and
then drop over time
■ Stakeholder influence is high early in the project and drops over
time
■ Risk influence is high early in the project and drops over time
3. Work Authorization System (WAS)

■ Used to ensure that work gets performed at the right time by the right
resource in the right sequence. May be formal or informal
■ Formal: official resource assignment / release
■ informal: email from the Project Manager to the Functional
Manager
■ Not a formal part of any process, but it is part of the Project Management
Information System (PMIS)
4. Project Management Information System (PMIS)
■ Automated system to support the PM by optimizing the schedule and
helping collect / distribute info.
■ This system helps produce / keep track of documents and deliverables.
■ Contains Configuration management system and change control system
■ Basically it manages different congifurations of a product (like all
the different baselines, and ensure that each new functionality
does not break cusom features / changes across other relevant
versions of the product.
■ Considered to be a environmental factor
5. Spike:
■ When a agile project team has a question about what path to take. This
rapid experiment is encourages to keep the keep dynamic by trying new
practices and measuring the outcomes and experimenting and adapting.
4. FOUNDATIONAL PROCESS GROUPS (5):
1. Initiating
■ “start / begin”
■ Takes place early in the project.
■ Involved in starting or ramping up the project.
■ Processess performed in this group (2):
■ Develop Project Charter
■ Identify Stakeholders
2. Planning
■ “Create, Develop, Identify, Perform”
■ Associated with creating a plan.
■ Tis iterative, with more detail being added to plans during the project-
hence the incluend ramp at the top of the planning shape
Develop Project Mgmt Plan Define Activities Determine Budget Identify Risks
Plan Scope Mgmt Sequence Activities Plan Quality Mgmt Perform Qual Risk Analysis
Collect Requirements Estimate Activity Durations Plan Resource Mgmt Perform Quant Risk Analysis
Define Scope Develop Schedule Estimate Activity Plan Risk Responses

Resorces
Create WBS Plan Cost Mgmt Plan Comm Mgmt Plan Procurement Mgmt
Plan Schedule Mgmt Estimate Costs Plan Risk Mgmt Plan Stakeholder Engagement
3. Executing
■ “Manage, Acquire, Do”- this is where the most work + resources get used
■ This is where you “carry out The Plan”
■ Focus on carrying out some aspect of the project plan,
■ Processes are created, codes is created, documents are disctributes,
houses are constructed.
■ The base curve reflect the daily up and downs of projects being
performed
Direct & Manage Project Work Manage Team
Manage Project Knowledge Manage Communications
Manage Quality Implement Risk Responses
Acquire Resources Conduct Procurements
Develop Team Manage Staekholder Engagement

4. Monitoring / Controlling
■ “Validate, Review, Control, Monitor, Compare, Adjust” - ensure that the
plan is working
■ Measure the work results against The Plan (created in the executing
phase) and make adjustments where variances exists
■ The top sloped of the process shapare reflect the resulting approved
change requests.
Monitor & Control Project Work Control Schedule Monitor Comms
Perform Integrated Scope Control Costs Monitor Risks

Control
Validate Scope Control Quality Control Procurements
Control Scope Control Resources Monitor Stakeholder Engagement
5. Closure
■ This is where project records are updated, team is released, project
archives / lessons learned are updated.
■ Ramping down the project to completion
■ Close Project or Phase
5. KNOWLEDGE AREAS (10):

1. Integration Management
a. Only knowledge area that involves all five process groups
b. This is where the Project Manager is responsible for ensuring that evey
part of the project is coordinated / every process in this area is followed
through
c. This is where the project is started, project plan is created, plan is
executed, results are verified, and project is closed,
d. Processess performed in this group (7):
2. Scope Management
a. Planning the scope, Defining the changes to scope, And managing
acceptance of critera
b. Process Performed in this group (6)
3. Schedule Management
a. Activities, scheduling, and schedule management
b. Project Manager is in control of the schedule
c. Schedule is build from the ground up (derived from scope baseline and
other info)
d. Schedule should be rigorously managed throughout the project, but be
flexible to accommodate reality of planned and unplanned changes.
e. Processes performed in this group (6)
4. Cost Management
a. Understanding and estimating costs associated with project scope and
risk
b. Applying project schedule to the project costs to create time phased cost
baseline
c. Managing project spending to budget
5. Quality Mgmt
a. Planning the procoedues and acitvitis regarding projects quality of
processes and deliverables
b. Ensuring that the project quality processes are being followed as well as
successful
c. Verifying that the project deliverables are within customers quality specs
d. Project managers should prevent quality issues from getting into the end
deliverable. It is usually less costly to prevent problems than to fix it once
the product is in the hands of the customer.
e. Before the project ends, the project manager needs to inspect the
deliverable to ensure that it meets the agreed upon quality
standards.(prevention over inspection)
f. Quality is “the degree to which a set of inherent characteristics fulfills
requirements” (ISO 9000).
g. Plan-Do-Check-Act
6. Resource Management
a. Contraints two major parts:
1. Define and carefully manage the physical resources of the project
2. Define a role for veryone on the project and define responsibilities
for these roles. This includes senior management, sponsor, etc.
The PM define roles and influence everyone on the project.
b. Want to make sure you get qualified team embers, build a strong team
c. PM’s lead, motivitae, inspire, and delegate to team members and
influence other project stakeholders
7. Communications Mgmt
a. Communication is the process of exchanging information.
Communications on the project can be internal or external, formal or
informal, written or oral.
b. As a project manager, you need to manage your communication upwards
to senior management and project sponsors, downwards to team
members, and horizontally to other peers.
c. Communication is the main task of a project manager, and you will
constantly be doing it throughout the project. Effective communications is
essential to ensure project success.Analyzing communication
requirements
d. Planning project coms
e. Distributing info to stakeholder
f. Informing stakeholders of the projects performance
g. 90% of a PM’s time is spent on communication (50% of that
communicating with a team)
h. 3 key themes:
1. Distribute info proactively
2. Info should be through, accurate, and timely
3. Staekholders should be kept informed throughout the life of the
project
8. Risk Mgmt
1. Project risk management aims to identify and manage risks
throughout the project lifecycle. Understanding what uncertainicies
exist to the project
2. Plan the project in view of the identified risk to avoid as many
problems as possible
● Individual : affects on or more objectives
● Overall: things that threaten the success of a project
3. Risks can be positive or negative.
● A positive risk is called an opportunity
● negative risk is called a threat.
4. New risks can occur at any time on the project, so the project
manager needs to perform the risk management processes
continuously. PM needs to be especially proactive in this stage
5. Planning which approach to apply to each event and defining
triggers to a response
6. Uncertain events must be identified and analyzed before planning
how to manage them, both individual and overall project
● Tailored Approach:
○ The risk approach chosedn should be tailored to fit
the factors that influence your project such as:
■ Size of Project
■ Project complexity
■ Inherent Project Risk
■ Project Methodology
■ Importance
7. Thre are 7 Processes in this Knoweledge Area:
9. Procurement Mgmt
a. Super formal process, usually government folk are very fond of this. Legal
/ gov departments
b. Set of processes that are used to obtain goods /services/materials / scope
from outside the organiation
1. Buyer: the org / party purchasing the goods from the seller
2. Seller: the org providing the goods / services
c. PM will need to know the best contract strategy
d. Need to prepare documents that have seller proposals / plan how to
evaluate
e. There are four main types of contracts:
1.
2.
3.
4.
5.
6.
7.
f. This KA has 3 processes:
10. Stakeholder Mgmt

a. The creation and maintenance of relationships with the aim to satisfy
needs.
b. Stakeholder= anyone with (negative or positive) interest in the project
1. Some stakeholders have limited ability to influence project
outcomes, while others have significant power and influence.
c. It’s important for the project manager to know what the stakeholder’s
stake is and how much power they have.
d. It is the project manager’s job to communicate with the stakeholders and
manage their expectations accordingly. Identifying and managing
stakeholders are done continuously throughout the project.
e. Stakeholder satissfactor should be managed as a key project objective
11.
6. PROCESS FRAMEWORK (49)

■ Every process is a member of one and only one knowledge area / process group
1. Develop Project Charter:

■ Officially starts the project
■ Created once the organization has selected a project OR signed a
contract, this document lists much of what is known at the time the project
is initiated (speficically if it informs why certain decisions are being made)
■ Fun facts:
1. Should explain the need of the project
2. Written by the sponsor or customer, with assistance from the PM
3. Signed by the performing organization or sponsor or senior mgmt
4. Names the project manager + authorizes approval to spend
money / allocate resources for project goals
5. Document known risks
6. Includes high-level project requirements
7. Includes high-level milestones of project schedules (high-level -
specific details are developed later)
8. Includes a summary level preliminary project budget
Develop Project Charter
KNOWLEDGE PROCESS GROUP INPUTS TOOLS OUPUTS

AREA
Project Initating 1. Business 1. Expert 1. Assumption

Integration documents Judgement log
Management 2. Agreements 2. Data Gathering 2. Project
(contracts) 3. Interpersonal Charter
3. Enterprise and Team Skills
Enviormental 4. Meetings
Factors
4. Organizational
Process Assets
■
1. Develop Project Management Plan:
■ Single approved document that guides the execution, monitoring /
controlling, and closure of the project. This is made of several documents,
but only until they are all fuesd together in this PMP can it be approved.
The PMP can either be formal or informal (depends on the needs of the
project)
■ PMP is made of the following 19 documents:
1. Scope Mgmt plan 11. Change mgmt plan
2. Requirements mgmt plan 12. Congifuation mgm plan

3. Schedule mgmt plan 13. Scope baseline
4. Cost mgmt plan 14. Schedule Baseline
5. Quality mgmt plan 15. Cost baseline
6. Resource mgmt plan 16. Performance measurement baseline
7. Communications mgmt plan 17. Project life cycle description
8. Risk mgmt plan 18. Development Approach
9. Procurement mgmt plan 19. Management reviews
10. Stakeholder engagement plan
Develop Project Management Plan:

AREA
Project Planning 1. Project Charter 1. Expert 1. Project

Integration 2. Outputs other Judgement Managament
Management processesn (see 19 2. Data Gathering Plan
fun documents 3. Interpersonal
above) and Team Skills
3. Enterprise 4. Meetings
enviormental
facotrs
4. Organizational
process assets
2. Direct & Manage Project Work

■ This is where things get done (the team is executing work packages /
creating deliverables )
■ Ex: roads are built, applications are written, etc.
■ Most of the projects time, cost, and resources are used in this phase.
Direct & Manage Project Work

AREA
Project Executing 1. PMP 1. Expert 1. Deliverables

Integration 2. Project documents Judgement 2. Work Performance
Management 3. Approved change 2. Project Data
requests Management 3. Issue Log
4. Enterprise Information 4. Change Requests
environmental System 5. PMP Updates
factors 3. Meetings 6. Project Document
5. Organizational Updates
process assets 7. Organizational
process asset
updates
3. Manage Project Knowledge
■ The executing process that provides lessons learned from previous
projects as well as the current project
Manage Project Knowledge

AREA
Project Executing 1. PMP 1. Expert 1. Lessons learned

Integration 2. Project Documents Judgement register
Management 3. Deliverables 2. Knowledge 2. Pmp updates
4. Enterprise management 3. Organizational
environmental 3. Information process asset
factors management updates
5. Organizational 4. Interpersonal
process assets and team skills
4. Monitor & Control Project Work

■ This is where you look at all the work being performed on the project and
make sure the deliverables/ways they are being produced align with the
project plan and meet the objectives.
Monitor & Control Project Work

AREA
Project Monitoring & 1. Work Performance Info 1. Expert 1. Work Performance

Integration Controlling 2. PMP Judgement Reports
Management 3. Project Documents 2. Data Analysis (dashboards, heat
(assumption log, basis 3. Decision Making reports, burndown
of estimates, cost 4. Meetings charts, etc)
forecasts, issue log, 2. Change Requests
lessons learned register, 3. PMP Updates
milestone list, quality 4. Project Document
reports, risk register, risk Updates
report, schedule
forecasts)
4. Agreements/ Contracts
5. Enterprise
Environmental Factors
6. Organizational Process
Assets
5. Perform Integrated Change Control
■ This is a super important process! This is where every change in the
project is processed (even if it’s not accepted). Here we assess the
change’s impact on the project.
Perform Integrated Change Control

AREA
Project Monitoring & 1. PMP 1. Expert 1. Approved / rejected

Integration Controlling 2. Project Documents Judgement change requests
Management 3. Work Performance 2. Change Control 2. PMP updates
Reports Tools 3. Project Doc updates
4. Change Requests 3. Data Analysis
5. Enterprise 4. Decision Making
Environmental Factors 5. Meetings
Assets
6. Close Project or Phase

■ This is where project records are updated, the team is released, and
project archives/lessons learned are updated.
■ Ramping down the project to completion
Close Project or Phase

AREA
Project Closing 1. Project Charter 1. Expert 4. Project documents

Integration 2. PMP Judgement Updates
Management 3. Project Documents 2. Data Analysis 5. Final Product,
4. Business Documents 3. Meetings Service, or Result
5. Agreements Transition
6. Final Report
6. Procurement
7. Organizational
Documentation Process Assets
Updates
Assets
7. Plan Scope Management

■ A planning process that generates the requirements management plan
and scope management plan
■ Lays the groundwork for all future project scope mgmt activities
■ Happens early in the life of the project.
■ Requirements/scope mgmt has a significant impact on project success
■ Schedule, resource, budget, quality, and risk planning all tie back to the
work of this process
Plan Scope Management

AREA
Project Scope Planning 1. Project Charter 1. Expert 1. Scope Management Plan

Mgmt 2. PMP (even tho it not Judgement a. Defines how to
finished) 2. Data Analysis perform the
3. Meetings remaining 5
3. Enterprise
processes in the
environmental factors Scope Mgmt
4. Organizational process Knowledge Area.
assets Becomes one of
the 19 parts of the
PM plan.
2. Requirements
Management Plan
a. Defines how
requirements will
be gathered, how
we make decisions,
and how we
document
requirements
3.
8. Collect Requirements:
■ This is where we understand what is needed to satisfy the stakeholder in
terms of product and project scope
■ The process that generates requirements documentation. Lays the
groundwork for all future project activities.
■ Happens early in the project.
Collect Requirements

AREA
Project Scope Planning 1. Project charter 1. Expert 1. Requirements

Mgmt 2. Project Management Judgement documentation
Plan (scope mgmt plan, 2. Data Gathering a. Root problem being
(brainstorming, solved, origin of
requirements mgmt
interviews, focus requirement, how
plan, stakeholder groups, requirement solves
engagement plan) questionnaires/ problem, measures
3. Project Documents surveys, and targets,
(assumption log, benchmarking) 2. Requirements traceability
lessons learned register, 3. Data Analysis matrix
stakeholder register) 4. Decision Making a. A table linking
(voting, requirements to the
4. Business documents
multicriteria source, tracking
5. Agreements decision throught the project
6. Enterprise analysis) lif cycle.
environmental factors 5. Data b. Includes info like
7. Organizational Process Representation description, why it’s
Assets (affinity diagrams a requirement,
/ mind mapping) origin, version,
6. Interpersonal priority, business
and team Skills value, acceptance
7. Context Diagram criteria, status
8. Prototypes
9. Define Scope
■ A planning process to create a detailed understanding of the project
scope. Refines understanding of the project team's work (different from
Collect Requirements) . this is where you define all your deliverables.
■ All about improving + documenting understanding of project scope.
■ Begins early in the project (can be started once collection requirements is
completed)
Define Scope

AREA
Project Scope Planning 1. Project Charter 1. Expert 1. Project Scope Statement

Mgmt 2. Project Management Judgement (description, deliverables,
Plan 2. Data analysis acceptance criteria, project
(alternative
3. Project Documents exclusions)
analysis)
a. Requirements 3. Decision Making 2. Project Document Updates
documentation 4. Interpersonal
b. Assumption Log and Team Skills
c. Risk Register
4. Enterprise Enviormental
Factors
Assets
11. Create WBS

■ The WBS is the planning process where the project deliverables are
reduced to smaller, more detailed components. Contains everything in
scope. If it’s not in the WBS then it should not be delivered. This happens
after “define scope”
■ This is the hub of info for the project, and prob the most important thing
besides the PMP. “Makes the project manageable”
Create WBS

AREA
Project Scope Planning 1. Project Management 1. Decomposition- 1. Scope Baseline

Mgmt Plan the process of 2. WBS (work
2. Project Documents breaking down a packages-lowest level/,
component into
(Project Scope + Planning Packages)
smaller and more
Requirements manageable 3. WBS Dictionary
documentation) pieces.
12. Validate Scope
■ Process of ensuring that the project deliverables (product, service, or
result) match the documented scope to gain formal approval from
Stakeholders. Conducted after control Quality.
■ Primarily concerned with completeness and the acceptance of the product
by the project manager/sponsor/customer/ others.
■ After Control Quality, and after some of the product components are
delivered
Validate Scope

AREA
Project Scope Monitoring & 1. Verified Deliverables 1. Inspection 1. Accepted Deliverables

Mgmt Controlling 2. Project Management 2. Decision-making 2. Work Performance
Plan Information
3. Project Documents 3. Change Requests
4. Work Performance Data 4. Project Document Updates
13. Control Scope

■ Ongoing process that begins as soon as the scope baseline is created.
■ The process is about maintaining control of the project by preventing
scope change requests from overwhelming the project, and by making
certain that the scope change requests are properly handled. Ensure that
the scope baseline is always kept current.
■ All change requests must be processed through perform integrated
change control.
Control Scope

AREA
Project Scope Monitoring & 1. Project Management 1. Data Analysis 1. Work Performance
Mgmt Controlling Plan (variance Information
2. Project Documents analysis and 2. Change Requests
trend analysis)
3. Work Performance 3. Project Management Plan
Data, Updates
4. Organizational Process 4. Project Documents
Assets Updates
14. Plan schedule management
■ A process used to define how all of the related activities will be performed
■ One the the 19 parts of the PMP
■ Establishes policies and procesdures for how the Project Schedule will be
developed / controlled
■ Needs to be performed early in project life, and before the 5 other Project
Schedule Managment activities
Plan schedule management

AREA
Project Schedule Planning 1. Project Charter 1. Expert Judgment 1. Schedule Management

Mgmt 2. Project Management 2. Data Analysis Plan
Plan 3. Meetings
3. Enterprise
Assets
15. Define Activities

■ Aka the activity list - task that must be performed to complete work on a
project
■ This reporesents all activities needed to make a schedule/ take place for
a project to complete.!!
■ This can be done by taking the WBD and decompiosing work packages
into schedule activities (or project line tasks that can be assigned to a
particular team member). each schedule activity in the list can only map
to 1 work package
■ Performed as soon as the scope is baselined (when requirements
documentation, project scope statement, WBS, and WBS dictionary are in
stable form / in control phase)
Define Activities

AREA
Project Schedule Planning 1. Project Management 1. Expert Judgment 1. Activity List

Mgmt Plan 2. Decomposition 2. Activity Attributes
2. Enterprise 3. Rolling Wave 3. Milestone List
Planning
Environmental Factors 4. Change Requests
4. Meetings
3. Organizational Process 5. Project Management Plan
Assets Updates
16. Sequence Activites

■ This is where you take the activity list and put them in the order they must
be performed (duh)
■ Must happen after Define Activities but before Develop Schedule
Sequence Activities

AREA
Project Schedule Planning 1. Project Management 1. Precedence 1. Project Schedule Network

Mgmt Plan Diagramming Diagrams
2. Project Documents Method (PDM) 2. Project Document Updates
2. Dependency
3. Enterprise
Determination
Environmental Factors And Integration
4. Organizational Process 3. Leads & Lags
Assets 4. Project
Management
Information
System
17. Estimate Activity Durations

■ Where you analyze how long each activity will take to complete
■ Duration depends on whom is doing the work, when they free, and how
many resources are assigned to the activity
■ Performed after the activity resource requirements are gathered and
before the schedule is developed
Estimate Activity Durations

AREA
Project Schedule Planning 1. Project Management 1. Expert Judgment 1. Duration Estimates
Mgmt Plan 2. Analogous Estimating 2. Basis Of Estimates
2. Project Documents 3. Parametric Estimating 3. Project Documents
4. Three-Point Estimating
(Activity List, Activity Updates
5. Bottom-Up Estimating
Attirbutes, Resource 6. Data Analysis
Requirements, 7. Decision Making
Resource Calendars, 8. Meetings
Resource BReakdown
Strucutre)
3. Enterprise
Assets
18. Develop Schedule

■ This be large and in charge (20 inputs/tools/outputs)
■ Tis most visible and important parts of the project plan BUT IS NOT THE
PROJECT PLAN!
■ Performed
1. Before: Determine Budget
2. After: Estimate Activity Resources, Estimate Activity Durations,
and Sequence ACticities
Develop Schedule
KNOWLEDGE PROCESS INPUTS TOOLS OUPUTS

AREA GROUP
Project Schedule Planning 1. Project Management 1. Schedule Network 1. Schedule Baseline

Mgmt Plan (Schedule mgmt Analysis 2. Project Schedule
plan, scope baseline) 2. Critical Path Method 3. Schedule Data
2. Project Documents 4. Project Calendars
4. Data Analysis
3. Agreements 5. Leads and Lags 5. Change Requests
4. Enterprise 6. Schedule Compression 6. Project Management Plan
Environmental Factors 7. Project Management Updates
5. Organizational information System 7. Project Documents
Process Assets 8. Agile Release Planning Updates
19. Control Schedule

■ A process used at the end to review how all related work results /
activities went and make any necessary adjustments.
■ Schedule is controlled to make sure the time related performance on the
project is in line with the plan.
■ Schedule changes are reacted / reviewed / adjusted proactivley. Project
Manager needs to INFLUENCE
■ Performed throught the project life cycle after the schedule is developed
up until all schedule activities are completed.
■ Starts as soon as schedule baseline is approved + place under control
Control Schedule

AREA GROUP
Project Schedule Monitoring and 1. Project 1. Data Analysis (Earned 1. Work Performance Information
Mgmt Control Management Plan Value Analsis, Iteration 2. Schedule Forecasts
2. Project Documents Burndown Chart, 3. Change Requests
Performance Reviews,
3. Work Performance 4. Project Management Plan
Trend Analysis, Variance
Data Analysis, What-if Scenario Updates
4. Organizational Analysis) 5. Project Documents Updates
Process Assets 2. Critical Path Method
3. Project Management
Information System
5. Leads and Lags
6. Schedule Compression
20. Plan Cost Management

■ Begins early as result of project charter
Plan Cost Management

AREA GROUP
Plan Cost Planning 1. Project Charter Expert Judgement Cost Management Plan
Management 2. Project Data Analysis
Management Plan Meetings
3. Enterprise
Environmental
Factors
4. Organizational
Process Assets
21. Estimate Costs

■ Estimates costs of activities (materials, supplies, HR, equipment,
facilities)
■ Need to estimate costs from activity level and roll up to project level
■ Quality of estimates depends on the quality of scope def through activity
planning
■ Multiple ranges of estimate accuracy
■ Estimating allows for proper funding preparation
■ Estimate costs be iterative
■ Estimate types:
1. Rough Order Magnitude (ROM)- the worst, anything in the -25 to
+75% range
2. Prelimiary- anything in the -20 to +30% range
3. Definitive the best, anything in the -5 to +10% range
Estimate Costs

AREA GROUP
Plan Cost Planning 1. Project 1. Expert Judgment 1. Cost Estimates

Management Management Plan 2. Analogous Estimating 2. Basis of Estimates
2. Project Documents 3. Parametric Estimating 3. Project Documents Updates
4. Bottom-up Estimating
3. Enterprise
5. Three-Point Estimating
Environmental 6. Data Analysis
Factors 7. Project Management
4. Organizational Information System
Process Assets 8. Decision Making
22. Determine Budget

■ Time phases the cost estimates with the schedule to allow the org to plan
cashflows
■ Gives you cost baseline!!
1. Cost baseline approved spending plan becomes part of PMP
2. Cost estimates time phased by the schedule
3. Built from costs and timeline for each activity / work package
4. This become part of the PMP.
■ Required funds must be adjusted to fit within the orgs ability to fund the
project
■ Tells you what costs will be incurred and when (s curve)
(1) Costs are low at start, and then go up as we progress
■ Time phasing the project costs allows for funding organization to
“calendar” for expenses
Determine Budgets

AREA GROUP
Plan Cost Planning 1. Project Management 1. Expert Judgement 1. Cost Baseline

Management Plan 2. Cost Aggregation 2. Project Funding Requirements
2. Project Documents 3. Data Analysis 3. Project Documents Updates
4. Historical Information
3. Business Documents
Review
4. Agreements 5. Funding Limit
Reconciliation
5. Enterprise Environmental 6. Financing
Factors
Assets
23. Control Costs

■ Ensures that costs stay on track and that changes are detected and
managed
■ Planned costs and actual expenditrires are compared and brought back
into line when a difference (variance) is observed
■ M&C process are proactive andshould influence factors that cause
change
■ Steps should be talent o brin planned and actual costs back in line by
adjusting the work performance or the plan
■ Control costs is performed regularly, more more often as spending
increases
■ Performed after cost baseline, Work Perofrmance Data
■ Control costs are focused on variance between cost baseline and actual
costs
■ Forecast as well as current cost status result from control conts
■ Focus on keeping costs on track and how to detect and manage changes
as they occur
Control Costs

AREA GROUP
Cost Monitoring and 1. Project Management 1. Expert Judgement 1. Work Performance Information
Management Controlling Plan 2. Cost Aggregation 2. Cost Forecasts
2. Project Documents 3. Data Analysis (earned 3. Change Requests
value, to complete
3. Business Documents 4. Project Management Plan
performance index)
4. Agreements 4. Historical Information Updates
5. Enterprise Environmental Review 5. Project Documents Updates
Factors 5. Funding Limit
6. Organizational Process Reconciliation
Assets 6. Financing
24. Plan Quality Mgmt
■ Planning how to meet the projects quality spcs that have been identified
■ Happens early in the project life
■ Impact planning for project scope / time / cost
■ In triple constraint, quality is rightly linked to scope
■ Organizations quality policy and culture heavily drive extenf of quality
plans
■ Metrics are also planned in this process
■ Needs to happen before Manage Qualty
■ Benchmarking
1. To measure project quality standards according to those of other
projects to compare and improve
■ Quality Management Plan
1. A component of the PMP that states of quality policy will be met.
Contrains decroptions of how Manage Quality, Control Quality,
and Continuous Process Improvement will be performed.
■ Quality Metrics
1. Objective and allow quality to be measured, quantified and
defined.
Plan Quality Mgmt

AREA GROUP
Quality Mgmt Planning 1. Project Charter 1. Expert Judgement 1. Quality Management Plan
2. Project Management 2. Data Gathering 2. Quality Metrics
Plan 3. Data Analysis (cost 3. Project Management Plan
benefit analysis, cost of
3. Project Documents Updates
quality)
4. Enterprise Environmental 4. Decision Making 4. Project Documents Updates
Factors 5. Data Representation
5. Organizational Process 6. Test And Inspection
Assets Planning
7. Meetings
25. Manage Quality

■ Continuously steadily improving the project activities and processes
undertaken to achieve quality!
■ This is different from Control Quality!!
■ Sometimes referred to as Quality Assurance, relates to product design
and process improvement
■ Two primary purposes:
1. Put Quality Mgmt Plan into proactce and see that the product /
service / result achieves quality
2. Improve / streamline overall process of producing the product /
service / result
■ Not about verifying quality of products, only processes
■ If processes are improved, then a subsequent improvement in the product
and cost should also result
■ Manage quality is active throughout the life of the project,
■ Tools:
1. Audits:
(1) Review the project to evaluate which aciticites are taking
place that should be improved and which are met with
quality standards.
(2) Goal is to improve acceptance of product AND overall cost
of quality
(3) Auditingthe quality of the process and activities
(4) Carried out by objective person who is not part of the team
2. Data Analysis
(1) There may be fish bone diagrams on the test
(2) Pareto Charts
(3) Design For X
(a) Methodology where design is applied to top
priorities. Severable notable prioiritzations:
(i) Design for Cost- cost most efficient
(ii) Design for Assembly - prioritize ease,
accuracy, efficiency / assembly of
components
(iii) Design for Manufacturing - prioirtize best
way to manufacture product / it’s
components
(iv) Design for Logistics- prioirtize sourcing
components from the most efficient
locations
(v) Design for Serviceability - prioirtize optimal
eas of repair and service
Plan Quality Mgmt

AREA GROUP
Quality Mgmt Executing 1. Project Management 1. Data Gathering 1. Quality Reports (quant / qual)
Plan 2. Data Analysis (Process 2. Test And Evaluation Documents
2. Project Documents analysis, root cause (checklists / matrices)
analysis,)
3. Organizational Process 3. Change Requests
3. Decision Making
Assets 4. Data Representation 4. Project Management Plan
(affinitiy diagrams, cause Updates
and effect, fish bone) 5. Project Documents Updates
5. Audits
6. Design For X
7. Problem Solving
8. Quality Improvement
Methods
26. Control Quality

■ Inspecting/ measuring / testing project deliverables to make sure they
meet project quality standards
■ Takes place throughout the project, but performed in the beginning with
the production of the 1st deliverable and continues until all deliverables
are accepted.
■ Control Quality VS Validate Scope
1. Validadte Scope - producing the right thing,
2. Control Quality- producing the thing right
3. Both can happen in parallel, but CQ can happen prior
■ A process is in control when its within 3 sigma, but if there are 7 or more
consecutive samples below mean then it’ is bad. (Rule of 7)
Control Quality

AREA GROUP
Quality Mgmt Monitor and 1. Project Management 1. Data Gathering 1. Quality Control Measurements
Control Plan (checklists, statistical 2. Verified Deliverables
2. Project Documents sampling, quesionnairs, a. Super important! These
surveys)
(lessons learned, quality have neen inspected and
2. Data Analysis
metrics, test / evaluation 3. Inspection measured to ensure they
docs) 4. Testing/Product conform to quality
3. Approved Change Evaluation (stress testing, standards
Requests unit testing, usability b. Inputs to valiatae scope
4. Deliverables - unique and testing, regression testin, process
verifiable product, result integration testing, burn-in 3. Work Performance Information
testing)
or capapibilty to perform 4. Change Requests
5. Data Representation
a service that is required
to produced to complete 6. Meetings 5. Project Management Plan
a process, phase , or Updates
project. These are the 6. Project Document Updates
outputs of the Direct and
Manage Project work
process
5. Work Performance Data
6. Enterprise Environmental
Factors
Assets
27. Plan Resource Mgmt

■ Creates the roles, define the responsibilities, produce the resource mgmt
plan and team charter
■ Fun facts:
1. Gives direction on how staff members will be recruited, managed,
and released
2. Gives direction to the other 5 resource processes
3. Spells out how you will staff, manage, measure, and develop your
team
4. Addresses how physical resources are to be controlled
5. Happens early and the RMP is revisited often
■ Defininitions:
1. RAM- responsibility assignment matrix
(1) Way of showing which poisutions are respinsbible for
project deliverables. Positions in column deliverables in
rows.
2. RACI
3. Resource Management Plan
(1) Identification of resources (physical + people)
(2) Plan for acquiring resources (how it will be staffed /
released)
(3) Staffing roles / responsibilities
Plan Resource Mgmt

AREA GROUP
Resource Mgmt Planning 1. Project Charter 1. Expert Judgement 1. Resource Management Plan
2. Project Management 2. Data Representation (RMP)
Plan (hiererachy chart, matrix 2. Team Charter- identifies how
chart, RAM)
3. Project Documents team will:
3. Organizational Theory
4. Enterprise Environmental 4. Meetings a. interact
Factors b. Communicate
5. Organizational Process c. Make decisions
Assets d. Hold meeting
e. others
28. Estimate Activity Resource

■ Determine the number or reouces needed to complete each activity
■ Performed iteratrively with scoping, scheduling, and budgeting to find the
appropriate balance / trade-offs
■ This process can happen:
1. After you define activities
2. Before Develop Schedule
■ Resources should be estimated for each schedule activity in the activity
list
■ Produces the Resource Requriemtns
■ Alternative Analysis
1. When estimating resources, costs and durarionts are also
weighed.
Estimate Activity Resource

AREA GROUP
Resource Mgmt Planning 1. Project Management 1. Expert Judgement 1. Resource Requirements -

Plan 2. Bottom-Up Estimating associated with each activity
2. Project Documents a. Generally favored 2. Basis Of Estimates
3. Analogous Estimating
3. Enterprise Environmental 3. Resource Breakdown Structure
4. Parametric Estimating
Factors 5. Data Analysis 4. Project Documents Updates
4. Organizational Process 6. Project Management
Assets Information System
7. Meetings
29. Acquire resources
■ This is when the project’s required resources are located, committed,
staffed, engaged, and procured
■ Roles and responsibilities are further refined
■ This process gets the right people assigned to and working on the
projects
■ Physical resources are committed, obtained, and procured
■ It is performed throughout the project as various roles are needed.
1. Happens after we estimate the resources we need
Acquire resources

AREA GROUP
Resource Mgmt Executing 1. Project Management 1. Decision Making 1. Physical Resource Assignments
Plan 2. Interpersonal And Team 2. Project Team Assignments
2. Project Documents Skills 3. Resource Calendars
3. Pre-Assignment- roles
3. Enterprise Environmental 4. Change Requests
defined first then assigned
Factors 4. Virtual Teams 5. Project Management Plan
4. Organizational Process Updates
Assets 6. Project Documents Updates
Factors Updates
8. Organizational Process Assets
Updates
30. Develop team

■ Build unity and trust, enhances performance strength
■ Happens as long as there are team members on the team.
■ Most effective when done early, can happen when we get our resources
■ Most important in the Resource Mgmt Knowledge Area
■ Reconignition and Awards:
1. Tuckaman Model of Team Development (will be on exam)
(1) Forming > storming > Norming > Performing > Adjourning
2. Maslow Hirearchy of Needs (s)
(1) Need to know that there are 5 needs.
3. Expectancy Theory
(1) Victor Vroom. Theory of motivation that rewards motivates
performance. Only effective if outcome is achievable.
4. McGregor’s Theory X & Y
(1) Theory x Manager- assume workers are lazy and
unmotivated. Believe in close supervision and micro mgmt
(2) Theory Y- assume workers are intstrinctly motivated and
trusted to get the job done,
5. Contingency theory
(1) Effectivenes of a leader style is contingent upon the
situation
(2) Leaders may be task oriented or relationship oriented.
(3) What made the leader successful on one project may work
against them on another
6. Herzberg’s Motivation-Hygenie Theory (will be on exam)
(1) Quantify what factors influence satisfaction at work
(2) Absence of certain things can make someone unsatisfied
(opposite of Maslow)
(3) Hygiene factors & Motivational Factors
(a)
7. McClelland Three Need Theory
(1) 3 needs:
(a) Sense of achievement
(b) Desire for Power / control
(c) Need for affiliation / belonging
Develop team

AREA GROUP
Resource Mgmt Executing 1. Project Management 1. Colocation 1. Team Performance Assessments

Plan a. Bring physical 2. Change Requests
2. Project Documents teams together 3. Project Management Plan
2. Virtual Teams
3. Enterprise Environmental Updates
3. Communication
Factors Technology 4. Project Documents Updates
4. Organizational Process 4. Interpersonal And Team 5. Enterprise Environmental
Assets Skills Factors Updates
5. Recognition And Rewards 6. Organizational Process Assets
6. Training Updates
7. Individual And Team
Assessments
8. Meetings
31. Manage Team

■ Makes sure team is performing according to plan
■ All about comparing the teams results with the planned assignments
■ Performed throught hte life of the project
■ Goal is to optimize peak team performance and that it lasts as long as
there is a team.
■ This can happen as long as there is a team on the project.
■ Leading VS Manageing
1. Managing = produce results
2. Leading=
(1) Direct vision, allgining people to direction, inspiring then to
move in that direction
Manage Team

AREA GROUP
Resource Mgmt Executing 1. Project Management 1. Interpersonal And Team 1. Change Requests
Plan Skills 2. Project Management Plan
2. Project Documents a. Emotional Updates
intelleigence
3. Work Performance 3. Project Documents Updates
Reports Information System 4. Enterprise Environmental
4. Team Performance Factors Updates
Assessments
Factors
Assets
32. Control Resource

■ Makes sure that required physical resources are available and that flow
and use are uninterrupted and line up with the Resource Managemnt Pla
■ All about comparing physical resources with the planned assignment
■ Performed throught life of project
■ PM should influence favotrs that cause change in resource utiliation
■ Only applies to physical resources
■ Need to know input.output flow of WP data WP info
■ Performed as soon as there are physical resources on the project
Control Resource

AREA GROUP
Resource Mgmt Monitoring and 1. Project Management 1. Data Analysis 1. Work Performance Information
Controlling Plan a. Alt analysis, csot 2. Change Requests
2. Project Documents benefit anlsyis, 3. Project Management Plan
b. Performance
3. Work Performance Data Updates
reviews
4. Agreements 2. Problem Solving 4. Project Documents Updates
5. Organizational Process 3. Interpersonal And Team
Assets Skills
Information System
33. Plan Communications Mgmt
■ Create the comms Mgmt Plan
■ This is where we specify what info will be distributed / updated, what
format, how often, and to which stakeholders / groups
■ Performed early in the leif of the project, after identify Stakeholders
■ Depends heavily on the Identify Stakeholders process
Plan Communications Mgmt

AREA GROUP
Comms Mgmt Planning 1. Project Charter 1. Expert Judgement 1. Communications Management

2. Project Management 2. Communication Plan
Plan Requirements Analysis 2. Project Management Plan
3. Communication
Technology
4. Enterprise Environmental 4. Communication Models 3. Project Documents Update
Factors 5. Communication Methods
5. Organizational Process 6. Interpersonal And Team
Assets Skills
a. Stakeholder
assessmen matrix
to show how
stakeholder relate
to the project
8. Meetings
34. Manage Communications

■ The process of ensuring timely and appropriate collection, creation,
distribution, storage, retrieval, management, monitoring, and the ultimate
disposition of project info.
■ Execute the comms mgmt plan aka how comms will be handled /
distributed to stakeholders throughout the project
■ This is where bulk of project comms take place
■ Begins after Plan Comms Mgmt is 1st done, and then iteratively. Elevates
in importance as the project progresses
■ Should be fle to handle unplanned info requests
■ Communications Conduct Code:
1. Always deal with the problem
2. Always communicate directly
3. Always tell the truth
4. Always distribute accurate information
Manage Communications

AREA GROUP
Comms Mgmt Executing 1. Project Management 1. Communication 1. Project Communications

Plan Technology 2. Project Management Plan
2. Project Documents 2. Communication Methods Updates
3. Communication Skills
3. Work Performance 3. Project Document Updates
Reports Information System 4. Organizational Process Assets
4. Enterprise Environmental 5. Project Reporting Updates
Factors 6. Interpersonal And Team
5. Organizational Process Skills
Assets 7. Meetings
35. Monitor Communications

■ Compares the Comms Mgmt Plan to the Proj Comms to minizmize project
communication issues
■ Comm issues are the root cause of project failures and challenges
■ Performed throughout the project, most importantly during construction
■ Main point is to keep project comms and the project plan in line
■ Monitors the Project comms and the issue log for communications
problems
■ Uses MBWA (manamgent by walking around)
■ SEAM (stakeholder Assessment Matrix)
Monitor Communications

AREA GROUP
Comms Mgmt Monitor and 1. Project Management 1. Expert Judgement 1. Work Performance Information
Control Plan 2. Project Management 2. Change Requests
2. Project Documents Information System 3. Project Management Plan
4. Interpersonal And Team
4. Enterprise Environmental Skills 4. Project Documents Updates
Factors 5. Meetings
Assets
36. Plan Risk Mgmt

■ This is all about creating the Risk Mgmt Plan. During this phase we will
create the roadmap for how the remaining risk processes in this
Knowledge Area will be performed
1. The plan is high level, details will be created in other risk
processes
■ The org tolerance for risk as the projects importance drive the amount of
effort
■ This plan is not about specific risks, but processes in the knowledge area
■ This is performed early, before other planning processes are performed.
The results of this impact scope, time, cost, quality, procurement
■ Risk Management Plan:
1. Defines what level of risk will be considered for the project, how
risk will be managed, who will be responsible for risk activities, the
amoun of time/ resources will be allotted to risk activities and how
risk finding will be communicated. Plan creates:
2. Risk Breakdown Structure (RBS)
(1) A graphical, hierarchical decomposition of project risk
categories. (key is that it breaks it down by categories an
not the actual work) ›
Plan Risk Mgmt

AREA GROUP
Plan Risk Mgmt Planning 1. Project Charter 1. Expert Judgment 1. Risk Management Plan
2. Project Management 2. Data Analysis a. Risk Breakdown
Plan 3. Meetings Strucutre
3. Project Documents
Factors
Assets
37. Identify Risks

■ Evaluates the project to creat a lists of the risks that could impact the
project and understand the nature of said risks. Evaluations will create
this process output, the:
■ Risk Register:
1. List of all risks, their causes, any possible reponses to those risks
that can be identified at this point in the project
■ This process happens early, but needs to be performed multiple times as
risks change as the project changes
Identify Risks
AREA GROUP
Plan Risk Mgmt Planning 1. Project Management 1. Expert Judgment 1. Risk Register
Plan 2. Data Gathering a. All identifiable risks with
2. Project Documents a. Brainstorming, specific info about each
interview experts,
3. Agreements 2. Risk Reports
checklists,
4. Procurement 3. Data Analysis a. Summary doc with high
Documentation a. Root cause, levl info about the
5. Enterprise Environmental SWOT, identified risks and
Factors assumption / factors contributing to it
6. Organizational Process constraint 3. Project Documents Updates
Assets 4. Interpersonal And Team
Skills
5. Prompt Lists
a. VUCA: Volatility,
Uncertainty,
Complexity,
Ambiguity
b. TECOP: Technical,
Environmental,
Commerical,
Operational,
Political
c. PESTLE: Political,
Economic, Social,
Tech, Legal,
Enviormental
6. Meetings
38. Perform Qual Analysis:

■ This is the process takes all the risks from the risk register and works to
analuze the probability that it will occur and the impact if it does.
1. Creates a Prioritized Impact Matrix (PIM): ranks / prioritizes all
risks to allow the correct emphases to be placed on the correct
risks. Risks are ranked by quality (high - low) rather than quantity
(cost or time value)
■ This process happens really fast, but needs to happen more than once
■
■
Perform Qual Analysis

AREA GROUP
Plan Risk Mgmt Planning 1. Project Management 1. Expert Judgment 1. None ( maybe Project
Plan 2. Data Gathering Documents Updates)
2. Project Documents 3. Data Analysis
a. Risk probability
and impact
Factors assessment
4. Organizational Process b. Probability impact
Assets matrix
4. Interpersonal And Team
Skills
5. Risk Categorization
7. Meetings
39. Perform Quant Analysis

■ Assigned projected value to each risk that were ranked by Perform Qual
Risk Anlaysis
■ PErformed right after Qual Analysis, but sometimes in parallel
■
- To calculate EMV:
- 30%($2,000) + 80%($500)= $1,000
- (probability% * impact) + (probability% * impact)
Perform Quant Analysis

AREA GROUP
Plan Risk Mgmt Planning 1. Project Management 1. Expert Judgment 1. None ( maybe Project
Plan 2. Data Gathering Documents Updates)
2. Project Documents 3. Interpersonal And Team a. Risk report- updates with
Skills
3. Enterprise Environmental results of quant analysis
4. Representations Of
Factors Uncertainty
4. Organizational Process 5. Data Analysis
Assets a. Simulation
i. Monte carlo
b. Sensitivity Anlaysis
c. Decision Tree
Analysis
d. Inflience Diagrams
40. Plan Risk Responses
■ Creates a detailed plan for how each risk will be handled
■ If no other plan is staged at risk, it’s being accepted
■ Specific strategies exist for risk threats, other esist for risk opportunities
■ Risk may have a primary and backup strategy
■ Strategies for negative risks- think A-TEAM
1. Avoid (drive to Zero %). Plan the project in such a way to
eliminate
2. Transfer- place the risk responsibility on another party
3. Escalate- not a fav response, use when a risk above a PM’s
autoryt provide clear hand off responsibility
4. Accept- plan to not use any other strategy, accept and continue
with the project.
5. Mitigate- plan to reduce uncertainingy, either the prob and or
impact of the occurrence
■ Strategies for positive risks- think EASEE
1. Exploit- change the risk probability to 100%
2. Accept- no not use any other strategy, but accept the risk and
continue with the project
3. Share- improve probability or impact of identified risk by
partnering with another party
4. Enhance= increase the probability / impact of opportunity
5. Escalate- not a fav, provide clear hand off responsibility
■ Acceptance Strategy:
1. Active: accept the risk, establish contingency reserved (funds .
time) to help it it occurs
2. Passive - accept the risk create a adhoc workaround after the risk
occurs. No proactive steps
■ Workaround
1. A response to unplanned risk (idendtified or not)
(1) Use a passive strategy- create a response after the event
occurred
(2) Worka
■ Contingent Response Strategy
1. Contingency plan that is invoked or triggered by an event or
condition “what do we do if the first plan doesnt work out” . AKA
this is plan B.
■ Residual Risk
1. Uncertainty that remains after risk response planning has been
performed.
■ Secondary risk
1. Uncertainty that is introduced into the situation by strategy that is
chosen
Plan Risk Responses

AREA GROUP
Plan Risk Mgmt Planning 1. Project Charter 1. Expert Judgment 1. Risk Management Plan
2. Project Management a. Strategies
Plan i. ATEAM
ii. EASEE
2. Data Analysis
4. Enterprise Environmental 3. Meetings
Factors
Assets
41. Implement Risk Responses
■ Puts into action the risk response plan(s)
■ Performed with the identified risks / responses appear
■ Risk owners must proactively manage performing the response plans for
effective risk mgmt.
Implement Risk Responses

AREA GROUP
Plan Risk Mgmt Executing 1. Project Management 1. Expert Judgement 1. Change Requests
Plan 2. Interpersonal And Team a. cost/schedule/scope/quality
2. Project Documents Skills 2. Project Documents Updates
Information System
Assets
42. Monitor Risks
■ Recommends actions and updates after comparing the risk plans, both
mgmt and response, to the actual project events
■ Compares risk plans to relaties of risk events
■ Corrective actions or updates me be applied to the mgmt plan, the
response plans, or the projec execution
■ Monitoring and controlling project risk as a ongoing concern throughout
the project
■ Evaluating the plans and effectiveness of the planned response if the risk
event actually occurs
Monitor Risks

AREA GROUP
Plan Risk Mgmt Monitoring & 1. Project Management 1. Data Analysis 1. Work Performance Information
Controlling Plan a. Reserve analysis 2. Change Requests
2. Project Documents b. Tech performance 3. Project Management Plan
2. Audits
a. Risk mgmt plan
4. Work Performance b. Risk response plan 4. Project Documents Updates
Reports 3. Meetings 5. Organizational Process Assets
Updates
43. Plan Procurement Mgmt
■ Determining which components or services of the project will be made or
performed internally and which will need to be “procured” from a outside
source.
■ Planning What to buy and how to buy.
1. This is where we identify what to make VS what we will buy.
2. How will we buy it? What is the most appropriate contrac type?
3. Risk decisions affect contract selections
■ PM is responsible for identifying a strategy to conduct procurements / the
approporriate contracts to be used
■ This can be performed repeditley at any time throughout the proeject.
Happens after we have a WBS
Plan Procurement Mgmt

AREA GROUP
Procurement Planning 1. Project Charter 1. Expert Judgment 1. Procurement Management Plan

Mgmt 2. Business Documents 2. Data Gathering 2. Procurement Strategy
3. Project Management 3. Data Analysis 3. Bid Documents
4. Source Selection Analysis
Plan 4. Procurement Statement Of Work
5. Meetings
4. Project Documents 5. Source Selection Criteria
5. Enterprise Environmental 6. Make-Or-Buy Decisions
Factors 7. Independent Cost Estimates
6. Organizational Process 8. Change Requests
Assets 9. Project Documents Updates
10. Organizational Process Assets
Updates
44. Conduct Procurements

■ Distributes documents to potential vendors
1. Bid paggackes, info, proposals,
■ Carries out the Procurement Mgmt Plan, selects 1 or more seller, awards
procurement (contracts)
1. Issue bids, evaluate proposals, etc
■ Happens after plan procurements, can happen multiple times depending if
there are multiple contracts
■ All outputs from the Plan Procurement Mgmt flow into this process (plus
more_
■ Need to make sure there is no uncertain advantage over one vendor / the
other
Conduct Procurements

AREA GROUP
Procurement Executing 1. Project Management 1. Expert Judgment 1. Selected Sellers

Mgmt Plan 2. Advertising 2. Agreements
2. Project Documents 3. Bidder Conferences 3. Change Requests
4. Data Analysis
3. Procurement 4. Project Management Plan
a. Proposal
Documentation evaluation Updates
4. Seller Proposals 5. Interpersonal And Team 5. Project Document Updates
5. Enterprise Environmental Skills 6. Organizational Process Assets
Factors a. Negotiations Updates
Assets
45. Control Procurements
■ Review agreement / performance where the buyer / seller review the
contract + work results (actuals) to make sure all conditions are being met
(the plan) This includes:
1. Are goods / services being delivered
2. Are they being delivered ON TIME
3. Are the right funds being invoiced / paid
4. Are the additional conditions of the contract being met?
5. Is the buyer/seller relationship being properly managed /
maintained
■ Role of the PM is to work with their respective buyer/seller PM - this
process is done by both parties
■ Contract Claim:
1. Disputes- disafteement baut interpretation of performance on
contrac tterm that may evolve into a dispute
2. Should be spelled out in the Project Mgmt Plan
■ Alt Dispture Resolution (ADR)
1. Reach agreement beyond negotiation.
(1) Arbitration / mediation.
(2) Negotrional is favored to resolving claims and disputes
Control Procurements

AREA GROUP
Procurement Monitoring and 1. Project Management 1. Expert Judgment 1. Closed Procurements

Mgmt Controlling Plan 2. Claims Administration 2. Work Performance Information
2. Project Documents a. Contract claim 3. Procurement Documentation
3. Data Analysis
3. Agreements Updates
a. Perf reviews
4. Procurement b. Earned value 4. Change Requests
Documentation analysis 5. Project Management Plan
5. Approved Change c. Trend analysis Updates
Requests 4. Inspection 6. Project Documents Updates
6. Work Performance Data 5. Audits 7. Organizational Process Assets
7. Enterprise Environmental Updates
Factors
Assets
46. Identify Stakeholders
■ Creates the stakeholder register which lists all stakeholders / their
involvement in the project
■ Performed as one of the 1st processes of a project, but multiple times.
1. Performed after Project Charter is complete
■ Stakeholder mapping (using data from Data Analysis)
47.
Identify Stakeholders

AREA GROUP
Stakeholder Initiating 1. Project Charter 1. Expert Judgment 1. Stakeholder Register

Mgmt a. Constraints 2. Data Gathering 2. Change Requests
names of a. Brainstorming / 3. Project Management Plan
questions
stakholders Updates
3. Data Analysis
2. Business Documents a. Stakeholder 4. Project Documents Updates
3. Project Management anlaysis
Plan 4. Data Representation
4. Project Documents a. Stakeholder
5. Agreements mapping
6. Enterprise Environmental 5. Meetings
Factors
Assets
48. Plan Stakeholder Engagement

■ Identifies how the team will relate to the stakeholder(s) and identify what
Stakehoder involvement will be in all aspects of the project
■ Performed early in the project and revisteid often. If not, there is a risk
that margninalizing / alienated stakeholders
■ Creates the Stakeholder Engagement Plan
1. Describes how the team will engaged the stakeholder and how it
will manage expectations / deal with issues. Also describes how
communications will be conducted. May or may not be shared with
Stakeholders
2. May include reporting methods, frequeusnc, engagement level +
impact assessment, overlap and interrelationships of stakeholders
3. This is the last component of the Project Management Plan!
Wowzerz
■ Stakeholder Engagement Assessment Matrix (SEAM)
1. Wher you document current / desired stats of project stakeholders,
which informs the Stakeholder Engamgent Plan
Plan Stakeholder Engagement

AREA GROUP
Stakeholder Planning 1. Project Charter 1. Expert Judgment 1. Stakeholder Engagement Plan

Mgmt 2. Project Management 2. Data Gathering
Plan 3. Data Analysis
4. Decision Making
4. Agreements a. Stakeholder
5. Enterprise Environmental Assessment Matrix
Factors 6. Meetings
Assets
30. Manage Stakeholder Engagement
■ Use change / issue logs to ensure the right Stakeholders are involved at
the right level in the right way
■ Stakeholders should be managed according to their needs and how the
project scope addresses those needs
■ If Stakeholders are not aligned toward a mutually successful solution =
red flag
1. Stakeholder satisfaction = ultimate project success
■ PM is tasks to keep Stakeholders engaged at the appropriate level
throughout the project based on their goals and what info they need / how
they want their info
■ Performed early until close.
■ Maintaining the issue log is key for maintaining stakeholder expectations
■
Manage Stakeholder Engament

AREA GROUP
Stakeholder Execution 1. Project Management 1. Expert Judgment 1. Change Requests
Mgmt Plan 2. Communication Skills 2. Project Management Plan
2. Project Documents a. Casual talking Updates
b. Meetings
3. Enterprise Environmental 3. Project Documents Updates
c. Reports
Factors d. Surveys a. Issue logs
4. Organizational Process e. Issue discussion 4.
Assets 3. Interpersonal And Team
Skills
a. Political
awareness
b. Conflict mgmt
4. Ground Rules
5. Meetings
31. Monitoring Stakeholder Engagement

■ Evaluating how the plan of Stakeholder engagement / involvement lines
up with the results
■ Performed throughout the project
■ Setting / maintaining expectations is a path to success
■ Goal is to optimize / maintain efficiency and engagement activities for
stakeholder relationships
Monitoring Stakeholder Engament

AREA GROUP
Stakeholder Monitoring & 1. Project Management 1. Data Analysis 1. Work Performance Information
Mgmt Controlling Plan 2. Decision Making 2. Change Requests
2. Project Documents 3. Data Representation 3. Project Management Plan
a. SEAM
4. Communication Skills
4. Enterprise Environmental 5. Interpersonal And Team 4. Project Documents Updates
Factors Skills Meetings a. Issue log
5. Organizational Process a. Networking
Assets b. Active listening
c. Cultural
awareness
d. Leadership
3. ACTION / THINGS TO STUDY UP ON:
■ Critical path - slack / float time calculations
■ Cumulative CPIs- page 321
4. CODE OF ETHICS
11. Check PMI site: https://www.pmi.org/codeofethics,
12. Specifically chapter 2- responsibility
5. AGILE
11. Irememntal, adaptive
12.
13. Basic values
■ Interactions over process / tools
■ Software over comprehensive documentation
■ Customer collab over contract negotiation
■ Respond to change over following a plan
■ Welcome changing requirements for customers competitive advantage
14. 12 principles:
1. Satisfy customer through early and continuous delivery
2. Welcome changing requirements for customer advantage
3. Deliver working software frequently with a preference to shorter time
scale (weeks over months)
4. Business people and developers should work together
5. Build projects around motivated indificudauls, give them the environment
they need to get job done
6. Face to face is best way to convey info
7. Working software is the primary measure of progress
8. Promote sustatanbale development - maintain constan pace
9. Continuation attention to tech excellence and design enhances agility
10. Simplicity (max amount of work not done) is essential
11. Self org teams create best architecture, requirements, design
12. At regular intervals, the team reflects how to be more effective and tune /
adjust the behavior accordingly
12. Escaped defect
1. Escaped the team at the expense of the customer
13. Osmotic communications
1. Info heard from overhearing
6. SLIDES
7. COOL DIAGRAMS
8.
1. Integration mgmt
2. Scope mgmt
3. Schedule mgmt
4. Cost Mgmt
5. Quality Mgmt
6. Resource Mgmt
7. Comms Mgmt
8. Risk Mgmt
9. Procurement mgmt
10. Stakeholder Mgmt

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1.

■ Functional: organization where team members work for a specizlied

3. Work Authorization System (WAS)

Define Scope Develop Schedule Estimate Activity Plan Risk Responses

Direct & Manage Project Work Manage Team

Manage Project Knowledge Manage Communications

Manage Quality Implement Risk Responses

Acquire Resources Conduct Procurements

Develop Team Manage Staekholder Engagement

Monitor & Control Project Work Control Schedule Monitor Comms

Perform Integrated Scope Control Costs Monitor Risks

Validate Scope Control Quality Control Procurements

Control Scope Control Resources Monitor Stakeholder Engagement

5. KNOWLEDGE AREAS (10):

10. Stakeholder Mgmt

6. PROCESS FRAMEWORK (49)

1. Develop Project Charter:

Develop Project Charter

KNOWLEDGE PROCESS GROUP INPUTS TOOLS OUPUTS

Project Initating 1. Business 1. Expert 1. Assumption

1. Scope Mgmt plan 11. Change mgmt plan

2. Requirements mgmt plan 12. Congifuation mgm plan

KNOWLEDGE PROCESS GROUP INPUTS TOOLS OUPUTS

Project Planning 1. Project Charter 1. Expert 1. Project

2. Direct & Manage Project Work

Direct & Manage Project Work

KNOWLEDGE PROCESS GROUP INPUTS TOOLS OUPUTS

Project Executing 1. PMP 1. Expert 1. Deliverables

Manage Project Knowledge

KNOWLEDGE PROCESS GROUP INPUTS TOOLS OUPUTS

Project Executing 1. PMP 1. Expert 1. Lessons learned

4. Monitor & Control Project Work

Monitor & Control Project Work

KNOWLEDGE PROCESS GROUP INPUTS TOOLS OUPUTS

Project Monitoring & 1. Work Performance Info 1. Expert 1. Work Performance

Perform Integrated Change Control

KNOWLEDGE PROCESS GROUP INPUTS TOOLS OUPUTS

Project Monitoring & 1. PMP 1. Expert 1. Approved / rejected

6. Close Project or Phase

Close Project or Phase

KNOWLEDGE PROCESS GROUP INPUTS TOOLS OUPUTS

Project Closing 1. Project Charter 1. Expert 4. Project documents

7. Plan Scope Management

Plan Scope Management

KNOWLEDGE PROCESS GROUP INPUTS TOOLS OUPUTS

Project Scope Planning 1. Project Charter 1. Expert 1. Scope Management Plan

KNOWLEDGE PROCESS GROUP INPUTS TOOLS OUPUTS

Project Scope Planning 1. Project charter 1. Expert 1. Requirements

KNOWLEDGE PROCESS GROUP INPUTS TOOLS OUPUTS

Project Scope Planning 1. Project Charter 1. Expert 1. Project Scope Statement

11. Create WBS

KNOWLEDGE PROCESS GROUP INPUTS TOOLS OUPUTS

Project Scope Planning 1. Project Management 1. Decomposition- 1. Scope Baseline

KNOWLEDGE PROCESS GROUP INPUTS TOOLS OUPUTS

Project Scope Monitoring & 1. Verified Deliverables 1. Inspection 1. Accepted Deliverables

13. Control Scope

KNOWLEDGE PROCESS GROUP INPUTS TOOLS OUPUTS

Plan schedule management

KNOWLEDGE PROCESS GROUP INPUTS TOOLS OUPUTS

Project Schedule Planning 1. Project Charter 1. Expert Judgment 1. Schedule Management

15. Define Activities

KNOWLEDGE PROCESS GROUP INPUTS TOOLS OUPUTS

Project Schedule Planning 1. Project Management 1. Expert Judgment 1. Activity List