Knowledge Area Process Group

Initiating Planning Executing

4. Project 4.1. Develop Project Charter 4.2. Develop Project Management Plan 4.3. Direct & Manage Project W
Intergration Input Input Input
Management 1. Business documents 1.Project charter 1.Project Management Plan
-Business Case 2.Output from other process -Any Component
-Benefit Management plan 3.EEF 2.Project documents
2. Agreements 4.OPA -Change log
3. EEF -Lesson learned register
4. OPA -Milestone list
-Project communication
-Project schedule
-REquirement traceability
-Risk register
-Risk report
3.Approved change request
4.EEF
5.OPA

Tools & Techniques Tools & Techniques Tools & Techniques

1.Expert Judgement 1.Expert Judgement 1.Expert Judgement
2.Data gathering 2.Data gathering 2.Project management Infor
-Brainstorming -Brainstorming 3.Meeting
-Focusgroup -Focusgroup
-Interview -Interview
3.Interpersonal team skill -Checklist
-Conflig management 3.Interpersonal team skill
-Facilation -Conflig management
-Meeting management -Facilation
4.Meeting -Meeting management
4.Meeting
Output Output Output
1.Project charter 1.Project Management Plan 1.Deliverables
2.Assumption Log 2.Work performance data
3.Issue log
4.Change request
5.Project management plan
6.Project document update
 -Activity list
-Assumption log
-Lessons learned register
-Requirements document
-Risk register
-Stakeholder register
7. OPA update
4.4. Manage project knowlead
Input
1.Project management plan
2.Project documents
-Lessons learned register
-Project team assignment
-Resource breakdown stru
-Source selection criteria
-Stakeholder register
3.Deliverables
4.EEF
5.OPA

Tools & Techniques

Output
5.Project Scope 5.1. Plan Scope Management
Management Input
1.Project charter
2.Project management plan
-Quality management plan
-Project life cycle description
-Development approach
3.EEF
4.OPA

Tool & Techniques

1.Expert judgment
2.Data analysis
-Alternatives analysis
3.Meeting
Output
1.Socpe management plan
 2.Requirements management plan

5.2.Collect Requirements
Input
1.Project charter
2.Project management plan
-Scope management plan
-REquirements management plan
-Stakeholder engagement plan
3.Project documents
-Assumption log
-Lessons learned register
-Stakeholder register
4.Business documents
-Bussiness case
5.Agreements
6.EEF
7.OPA
Tools & Techniques
1.Expert judgment
2.Data gathering
-Brainstorming
-Interviews
-Focus groups
-Questionnaires and surveys
3.Data analysis
-Documents analysis
4.Decision making
-Voting
-Multicriteria decision analysis
5.Data representation
-Affinity diagrams
-Mind mapping
6.Interpersonal and team skills
-Nominal group technique
-Observatio/conversation
-Facilitation
7.Context diagram
8.Prototypes
Outputs
1.Requirements documentation
 2.Requirements traceability matrix

5.3.Define Scope
Input
1.Project charter
2.Project management plan
-Scope management plan
3.Project documents
-Assumption log
-REquirements documentation
-Risk register
4.EEF
5.OPA
Tool & Techniques
1.Expert judgment
2.Data analysis
-Alternatives analysis
3.Decision making
-Muliticriteria decision analysis
4.Interpersonal and team skills
-Facilitation
5.Product analysis
Output
1.Project scope statement
2.Project documents updates
-Assumption log
-Requirements documentation
-Requirements traceability matrix
-Stakeholder register
5.4.Create WBS
Input
1.Project management plan
-Scope management plan
2. Project documents
-Project scope statement
-REquirements documenation
 3.EEF
4.OPA
Tools & Techniques
1.Expert judgment
2.Decomposition
Output
1.Scope baseline
2.Project documents updates
-Assumption log
-Requirements documentation
6. Project 6.1.Plan Schedule Management
Schedule Input
Management
1.Project charter
2.Project management plan
-Scope mp
-Development approach
3.EEF
4.OPA

Tool & Techniques

1.Expert judgment
2.Data analysis
3.Meeting

Output
1.Schedule management plan
6.2.Define Activities
Input
1.Project mp
-Schedule mp
-Scope baseline
2.EEF
3.OPA
Tool & Techniques
1.Expert judgment
2.Decomposition
3.Rolling wave planning
4.Meetings
Output
1.Activities list
2.Activity attributes
3.Milestone list
4.Change request
5.Project mp updates
-Schedule baseline
-Cost baseline
6.3.Sequence Activities
Input
1.Project mp
-Schedule mp
-Scope baseline
2.Project documents
-Activity attributes
-Activity list
-Assumption log
-Milestone list
3.EEF
4.OPA
Tools & Techniques
1. Precedence diagramming method
2.Dependency determination and integration
 3.Leads and Lags
4. Project management information system
Ouputs
1.Project schedule network diagrams
2.Project documents updates
-Activity attributes
-Activity list
-Assumption log
-Milestone list
6.4.Estimate Activity Durations
Input
1.Project mp
-Schedule mp
-Scope baseline
2.Project documents
-Actitity attributes
-Activity list
-Assumption logs
-Lessons learned register
-Milestone list
-Project team assignments
-Resource breakdown structure
-Resource calendars
-Resource requirements
-Risk register
3.EEF
4.OPA
Tools & Techniques
1.Expert judgment
2.Analogous estimating
3.Parametric estimating
4.Three-point estimating
5.Bottom-up estimating
6.Data analysis
-Alternatives analysis
-Reserve analysis
7.Decision making
8.Meetings
Output
1.Duration estimates
2.Basiss of estimates
3.Project documents updates
-Activities attributes
-Assumption log
-Lessons learned register
6.5.Develop Schedule
Input
1.Project mp
-Schedule mp
-Scope baseline
2.Project documents
-Actitity attributes
-Activity list
-Assumption logs
-Basis of estimates
-Duration estimates
-Lessons learned register
-Milestone list
-Project schedule network diagrams
-Project team assignments
-Resource calendars
-Resource requirements
-Risk register
3.Agreements
4.EEF
5.OPA
Tools & Techniques
1.Schedule network analysis
2.Critical path method
3.Resource optimization
4.Data analysis
-What-if scenario analysis
-Simulation
5.Leads and lags
6.Schedule compression
7.Project management information system
8.Agile release planning
Ouput
1.Schedule baseline
2.Project schedule
3.Schedule data
4.Project calendars
5.Change request
6.Project mp
-Schedule mp
-Cost baseline
7.Project documents updates
-Activity attributes
-Assumption log
-Duration estimates
 -Lesson learned register
-Resource requirements
-Risk register
7. Project Cost 7.1.Plan Cost Management
Management Input
1.Project charter
2.Project mp
-Schedule mp
-Risk mp
3.EEF
4.OPA

Tools & Techniques

1.Expert judgment
2.Data analysis
3.Meetings

Output
1.Cost management plan

7.2. Estimate Costs

Inputs
1.Project mp
-Cost mp
-Quality mp
-Scope baseline
2.Project documents
-Lessons learned register
 -Project schedule
-Resources requirements
-Risk register
3.EEF
4.OPA
Tools & Techniques
1.Expert judgment
2.Analogous estimating
3.Parametric estimating
4.Bottom-up estimating
5.Three-point estimating
6.Data analysis
-Alternatvies analysis
-Reserve analysis
-Cost of quality
7.PMIS
8.Decision making
-Voting
Output
1.Cost estimates
2.Basis of estimates
3.Project documents updates
-Assumption log
-Lessons learned register
-Risk register
7.3. Determine Budget
Inputs
1.Project mp
-Cost mp
-Resource mp
-Scope baseline
2.Project documents
-Basis of estimates
-Cost estimates
-Project schedule
-Risk register
3.Business documents
-Business case
-Benefits management plan
4.Agreements
5.EEF
6.OPA
Tools & Techniques
1.Expert judgment
2.Cost aggregation
 3. Data analysis
-Reserve analysis
4.Historical information review
5.Funding limit reconciliation
6.Financing
Outputs
1.Cost baseline
2.Project funding requirements
3.Project documents updates
-Cost estimates
-Project schedule
-Risk register
8.Project 8.1.Plan Quality Management 8.2.Manage Quality
Quality Input Inputs
Management 1.Project charter 1.Project mp
2.Project mp -Quality mp
-Requirements mp 2.Project documents
-Risk mp -Lessons learned register
-Stakeholder engagement plan -Quality control measurem
-Scope baseline -Quality metrics
3.Project documents -Risk report
-Assumption log 3.OPA
-Requirements documentation
-Requirements traceability matrix
-Risk register
-Stakeholder register
4.EEF
5.OPA
Tools & Techniques Tools & Techniques
1.Expert judgment 1.Data gathering
2.Data gathering -Checklist
-Benchmarking 2.Data analysis
-Brainstorming -Alternatives analysis
-Interviews -Documents analysis
3.Data analysis -Process analysis
-Cost-benefit analysis -Root cause analysis
-Cost of quality 3.Decision making
4.Decision making -Multicriteria decision ana
-Multicriteria decision analysis 4.Data representation
5.Data representation -Affinity diagram
-Flowcharts -Cause-and effect diagram
-Logical data model -Flowcharts
-Matrix diagrams -Histograms
-Mind mapping -Matrix diagrams
6.Test and inspection planning -Scatter diagrams
 7.Meetings 5.Audits
6.Design for X
7.Problem solving
8.Quality improvement meth
Outputs Outputs
9. Project 9.1.Plan Resource Management 9.3. Acquire Resources
Resource 9.2. Estimate Activity Resources 9.4. Develop Team
Management 9.5. Manage Team
10.Project 10.1.Plan Communication Management 10.2. Manage Communicatión
Communicatio
11. Project Risk 11.1. Plan Risk Management 11.6. Implement Risk Respons
Management 11.2. Identify Risks
11.3.Perform Qualitative Risk Analysis
11.3.Perform Qualitative Risk Analysis
11.4.Peform Quantitative Risk Analysis
11.5.Plan Risk Responses
12.Project 12.1.Plan Procurement Management 12.2. Conduct procurements
Procurement
13. Project 13.1. Identify Stakeholders 13.2. Plan Stakeholder Engagement 13.3. Manage Stakeholder Eng
Stakeholder
 Process Group
Executing Control&Monitoring Closing
4.3. Direct & Manage Project Work 4.5. Monitor & Control project work 4.7.Close project or phase
Input Input
1.Project Management Plan 1. Project management plan 1.Project charter
-Any Component 2.Project documents 2.Project management plan
2.Project documents -Assumption log 3.Project documents
-Change log -Basis of estimates -Assumption log
-Lesson learned register -Cost forecasts -Basis of estimate
-Milestone list -Issue log -Change log
-Project communication -Lessons learned register -Issue log
-Project schedule -Milestone list -Lesson learned register
-REquirement traceability matrix -Quality reports -Milestone list
-Risk register -Risk register -Project communication
-Risk report -Risk report -Quality control measurements
3.Approved change request -Schedule forecasts -Quality reports
4.EEF 3.Work performance information -Requirements documents
5.OPA 4.Agreements -Risk register
5.EEF -Risk report
6.OPA 4.Accepted deliverables
5.Business documents
-Business Case
-Benefit Management plan
6.Agreements
7.Procurement documentation
8.OPA
Tools & Techniques Tools & Techniques Tools & Techniques
1.Expert Judgement 1.Expert Judgement 1.Expert Judgement
2.Project management Information system 2.Data analysis 2.Data analysis
3.Meeting -Alternatives analysis -Documents analysis
-Cost-benefit analysis -Regression analysis
-Earned value analysis -Trend analysis
-Root cause analysis -Variance analysis
-Trend analysis 3.Meeting
-Variance analysis
3.Decision making
4.Meeting

Output Output Output

1.Deliverables 1.Work performance reports 1.Project documents updates
2.Work performance data 2.Change request -Lessons learned register
3.Issue log 3.Project management plan update 2.Final product, service, or result transition
4.Change request 4.Project documents updateds 3.Final report
5.Project management plan update -Cost forecasts 4. OPA Update
6.Project document update -Issue log
 -Activity list -Lessons learned register
-Assumption log -Risk register
-Lessons learned register -Schedule forecasts
-Requirements documentation
-Risk register
-Stakeholder register
7. OPA update
4.4. Manage project knowleadge 4.6.Perform Integrated Change Control
Input
1.Project management plan 1.Project management plan
2.Project documents -Change management plan
-Lessons learned register -Configuration management plan
-Project team assignments -Scope baseline
-Resource breakdown structure -Schedule baseline
-Source selection criteria -Cost baseline
-Stakeholder register 2.Project documents
3.Deliverables -Basis of estimateds
4.EEF -REquirements traceability matrix
5.OPA -Risk report
3.Work performance reports
4.Change request
5.EEF
6.OPA
Tools & Techniques Tools & Techniques
Output Output
5.5.Validate Scope
Input
1.Project management plan
-Scope management plan
-Requirements management plan
-Scope baseline
2.Project documents
-Lesson learned register
-Quality reports
-Requirements documentation
-REquirements traceability matrix
3.Verified deliverables
4.Work performance data
Tools & Techniques
1. Inspection
2. Decision making
-Voting

Output
1.Accepted deliverables
 2.Work performance information
3.Change request
4. Project document update
-Lessons learned register
-Requirements documentation
-Requirements traceability matrix
5.6. Control Scope
Input
1.Project management plan
-Scope management plan
-REquirements mp
-Change mp
-Configuration mp
-Scope baseline
-Performance measurement baseline
2.Project documents
-Lessons learned register
-REquiremetns documentation
-REquirements traceability matrix
3.Work performance data

4. OPA
Tools & Techniques
1.Data analysis
-Variance analysis
-Trend analysis

Output
1.Work performance information
2.Change request
3.Project management plan update
-Scope mp
-Scope baseline
-Schedule baseline
-Cost baseline
-Performance measurement baseline
4.Project documents updates
-Lessons learned register
-Requirements documents
-Requirements traceability matrix
6.6.Control Schedule
Input
1.Project mp
-Schedule mp
-Schedule baseline
-Scope baseline
-Performance measurement baseline
2.Project documents
-Lessons learned register
-Project calendars
-Project schedule
-Resource calendars
-Schedule data
3.Work performance data
4.OPA
Tool & Techniques
1.Data analysis
-Earned value analysis
-Iteration burndown chart
-Performance reviews
-Trend analysis
-Variance analysis
-What-if scenario analysis
2.Critical path method
3.PMIS
4.Resource optimization
5.Leads and lags
7.Schedule compression
Outpus
1.Work performance information
2.Schedule forecasts
3.Change request
4.Project management plan updates
-Schedule mp
-Schedule baseline
 -Cost baseline
-Performance measurement baseline
5.Project documents updates
-Assumption log
-Basis of estimates
-Lessons learned register
-Project schedule
-Resource calendars
-Risk register
-Schedule data
7.4. Control Cost
Input
1.Project management plan
-Cost mp
-Cost baseline
-Performance measurement baseline
2.Project documents
-Lessons learned register
3.Project funding requiremetns
4.Work performance data
5.OPA
Tools & Techniques
1.Expert judgment
2.Data analysis
-Earned value analysis
-Variance analysis
-Trend analysis
-Reserve analysis
3.To-complete performance index
4.PMIS
Output
1.Work performance information
2.Cost forecasts
3.Change request
4.Project management plan updates
-Cost management plan
-Cost baseline
-Performance measurement baseline
5.Project documents updates
-Assumption log
-Basis of estimates
-Cost estimates
-Lessons learned register
-Risk register
8.2.Manage Quality 8.3.Control Quality
Inputs
1.Project mp 1.Project mp
-Quality mp -Quality mp
2.Project documents 2.Project documents
-Lessons learned register -Lessons learned register
-Quality control measurements -Quality metrics
-Quality metrics -Test and evaluation documents
-Risk report 3.Approved change requests
3.OPA 4.Deliverables
5.Work performance data
6.EEF
7.OPA

Tools & Techniques Tools & Techniques

1.Data gathering 1.Data gathering
-Checklist -Checklists
2.Data analysis -Check sheets
-Alternatives analysis -Statistical sampling
-Documents analysis -Questionaires and surveys
-Process analysis 2.Data analysis
-Root cause analysis -Performance reviews
3.Decision making -Root cause analysis
-Multicriteria decision analysis 3.Inspection
4.Data representation 4.Testing/product evaluations
-Affinity diagram 5.Data representation
-Cause-and effect diagrams -Cause-and-effect diagrams
-Flowcharts -Control charts
-Histograms -Histogram
-Matrix diagrams -Scatter diagram
-Scatter diagrams 6.Meeting
 5.Audits
6.Design for X
7.Problem solving
8.Quality improvement methods
Outputs Output
9.3. Acquire Resources 9.6. Control Resources
9.4. Develop Team
9.5. Manage Team
10.2. Manage Communicatión 10.3. Monitor Communications
11.6. Implement Risk Responses 11.7. Monitor Risks

12.2. Conduct procurements 12.3. Control Procurements

13.3. Manage Stakeholder Engagement 13.4.Monitor Stakeholder Engagement
ol measurements

s documents

agement plan

documentation

ents updates

service, or result transition

4.Project Intergration Management 4.1.Develop Project charter
4.2.Develop Project Management Plan
4.3.Direct & Manage Project Work
4.4.Mange Project Knowleadge
4.5.Monitor & Control Project Work
4.6.Peform Intergated Change Control
4.7.Close Project or Phase

5.Project Scope Management 5.1.Plan Scope Management

5.2.Collect requirements
5.3.Define scope
5.4.Create WBS
5.5.Validate Scope
5.6.Control Scope

6.Project Schedule Management 6.1.Plan Schedule Management

6.2.Define Activities
6.3.Sequence Activities
6.4.Estimate Activities Duration
6.5.Develope Schedule
6.6.Control Schedule

7.Project Cost Management 7.1.Plan Cost Management

7.2.Estimate Cost
7.3.Determine Budget
7.4.Control Cost

8.Project Quality Management 8.1.Plan Quality Management

8.2.Manage Quality
8.3.Control Quality

9.Project Resource Management 9.1.Plan Resource Management

9.2.Estimate Activities Resource
9.3.Acquire Resource
9.4.Develop Team
9.5.Mange Team
9.6.Control Resource

11.Project Communication Manageme11.1.Plan Communication Management

11.2.Manage Communication
11.3.Monitor Communication

10.Project Risk Management 10.1.Plan Risk Managment

10.2.Identify Risk
 10.3.Perform Qualitative Risk Analysis
10.4.Perform Quanlitative Risk Analysis
10.5.Perform Risk Responce Plan
10.6.Implement Risk Responce
10.7.Monitor Risk

12.Project Procurement Management12.1.Plan Procurement Management

12.2.Conduct Procurement
12.3.Control Procurement

13.Project Stakeholder Management 13.1.Identify Stakeholder

13.2.Plan Stakeholder Engagement Plan
13.3.Manage Stakeholder Engagement
13.4.Monitor Stakeholder Engagement
-Develop document that formally authorizes the existance of a project
- Provider the PM with authority to apply money and resource to project work
Coordinating and Consolidating all plan components in to the PM plan
Leading and performing work defined in PM plan and approved change requests
Using existing knowledge and create new knowledge
Tracking, reviewing and reporting overall progress to meet the performance objective defined
Review all CRs and deciding upon the outcome
Finalizing all activities for the project or phase

Process to create scope management plan

Determining and Documenting stakeholder need
Developing a detailed description of the project
Sudiving project deliverable into small components
Formalizing acceptance of the completed project deliverables
Monitor the status of project scope and changes to the baseline

Establishing policies and procedures for planning, managing and controlling the project schedule
Identifying and documenting the specific actions to be performed
Identifying and documenting relationship among the project activities
Estimating the number of work periods need to complete individual activities with the estimated resource
Analyzing activities sequences,durations, resource requirements and contrains to create the project schedule
Monitor status of project to update the project schedule and mange changes to the schedule baseline

Defining how the project costs will be estimated, budgeted, managed and monitored
Developing/Estimating how much money would be need for activities
Aggregating the estimated cost of individual activities or work pakages to establish an authorized cost baseline
Monitor status of the project to update the project cost and manage changes to cost baseline

Identifying and documents quality requirements and standards for the project
Translating the quality management plan into execuable quality activities
Monitoring and Recording results of executing the quality management activities to access performance

Define how to estimate, acquire and manage physical and team resource
Estimating the type and quantities of resource needed
Obtaining resources necessary to complete the project work
Improving competencies, team member interaction, and overall team environment to enhance project performance
Track teamthat
-Ensuring member performance,
the resources providing
assigned feedback,
to project resolve issues, and manage team changes to optimize project performa
are available
-Monitoring the planned vs actual use of resource

Developing an appropriate approach for project communication activities

Ensuring timely and appropriate collection, creation, distribution, storage, and disposition of project information
Ensuring information needs of the project and its stakeholder are met

Defining how to conduct risk management activities for a project

Identifying risks and sources of risk
-Prioritizing individual project risks for further analysis
-Determining probability and impact of risks
Numerically analyzing the combined effect of identified individual project risks and other sources of uncertainty on overall pro
Developing options, selecting strategies, and agreeing on actions to address risks
Implementing agreed-upon risk responce plan
Monitoring the implementation of agreed-upon risk responce plan, tracking identified risks, identifying and analyzing new risk

Documenting project procurement decisions, specifying the approach and identifying potential sellers
Obtaining seller responces, selecting a seller, and awarding a contract
Managing procurement relationships, monitoring contract performance, making changes and corrections and closing out contr

Identifying stakeholders and analyzing relevent infor...

Developing appraches to involve stakeholder based on their needs, expectation, interests and impact
Communication and working with stakeholder to meet their needs and expectations, address issues, and foster appropriate en
Monitoring stakeholder relationships and tailoring strategies for engaging stakeholders through the modification of engagemen
 performance
timize project performance
certainty on overall project objectives

and analyzing new risk s, and evaluating risk process effectivesness

ns and closing out contracts

nd foster appropriate engagement involvement

dification of engagement strategies and plans
# Input/Output Process
1 /Technique
Project Charter Output of the Develop Project Charter
2 Stakeholder Register Process
Output of the Identify Stakeholders
3 Stakeholder Analysis – Technique Process
Technique used in the Identify
4 Requirements Tractability Matrix Stakeholders ProcessRequirements
Output of the Collect
5 Requirements Management Plan Process
Output of. Plan Scope Management
6 Information management – Technique Process
Technique used in Manage Project
7 Knowledge Management – Technique Knowledge
Technique used Process .
in Manage Project
8 Lessons Learned Register Knowledge Process .
Output of the Manage knowledge
9 Product Analysis – Technique Process
Technique. used in Define Scope
10 Project Scope Statement Process
Output of the defined scope process
11 Work Breakdown Structure Output of the Create WBS Process .
12 Scope Baseline Output of Create WBS Process
13 Decomposition – Technique Technique used in Create WBS Process.
14 Rolling Wave planning – Technique Technique used in Define Activities
15 Milestones Process
Output of. the Define Activities process.
16 Schedule network Diagram Output of the Sequence Activities
17 Precedence diagraming method Process. of the Sequence Activities
Technique
18 (PDM)- Technique
Lead – Technique Process . of the Sequence Activities /
Technique
19 Lag – Technique Develop
TechniqueSchedule Processes
of the Sequence .
Activities /
20 One-Point Estimating Develop Schedule Processes
Technique Used in Estimate Activity .
21 Analogous Estimating (Top-Down ) Durations /Used
Technique CostsinProcess.
Estimate Activity
22 Parametric Estimating Durations /Used
Technique CostsinProcess.
Estimate Activity
23 Three-Point Estimating Durations / Costs Process.
Technique Used in Estimate Activity
24 Critical Path Method ( CPP) Durations
Technique/used CostsinProcess.
Develop Schedule
25 Critical Chain method (CCM) Process
Technique used in Develop Schedule
26 Schedule Compression Process
Technique used in Develop Schedule
27 Monte Carlo Analysis Process
Technique Used in Develop Schedule /
28 Resource Optimization Quantitative
Technique Used RiskinAnalysis
DevelopProcesses.
Schedule
29 Schedule Baseline Process.
Output of the Develop Schedule
30 Project Schedule Process.
Output of the Develop Schedule
31 Cost of quality Process.
Technique Used in Estimate Activity
32 Cost aggregation Costs / Plan
Technique Usedquality management
in Determine Budget
33 Funding limit reconciliation processes
process. .
Technique Used in Determine Budget
34 Cost Baseline process.
Output of the determine budget process.
35 Cost Benefit Analysis Technique used in Plan Quality
36 Cause and effect Diagram ( Fishbone , Management
Technique used Process
in Plan Quality
37 Ishekawa
Flow Chart) ( Process Map ) Management
Technique used /Identify
in PlanRisks Processes
Quality
38 Check sheet ( Tally sheet) Management
Technique used / Identify
in PlanRisks Process
Quality
39 Pareto Diagram ( Pareto Chart ) Management Process
Technique used in Plan Quality
40 Histogram Management
Technique used Process
in Plan Quality
41 Management
Scatter Diagram ( Correlation Chart ) Technique used Process
in Plan Quality
42 Control Chart Management
Technique used Process
in Plan Quality
43 Design of experiment (DOE) Management Process
Technique used in Plan Quality
44 Statistical Sampling Management
Technique used Process
in Plan Quality
Management Process
45 Quality Metrics Output of the Plan Quality Management
46 Quality Checklist Process
Output of the Plan Quality Management
47 Process Improvement Plan Process
Output of the Plan Quality Management
48 Resource Breakdown Structure (RBS) Process
Output of Estimate Activity Resources
49 Organization Structures Process.
Tool used in Plan Resources
50 Communication Model Management Process
Tool used in Plan Communication
51 Communication methods Management
Tool Process
used in Plan Communication
52 Communication Models Management Process
Tool used in Plan Communication
53 Influence Diagram Management
Technique used Process
in Identify Risks Process
54 Assumptions analysis Technique used in Identify Risks Process
55 Checklist Analysis Technique used in Identify Risks Process
56 SWOT Analysis Technique used in Identify Risks Process
57 Documentation Reviews Tool used in Identify Risks Process
58 Risk Register Output of the Identify Risks Process
59 Risk Data Quality Assessment Tool used in the perform Qualitative risk
60 Risk Urgency Assessment analysis
Tool usedprocess .
in the perform Qualitative risk
61 Risk Categorization analysis process .
Tool used in the perform Qualitative risk
62 Sensitivity analysis analysis
Tool usedprocess.
in the perform Quantitative
63 Decision Tree Analysis risk analysis
Technique process.
used in the perform
64 Make/ Buy Analysis Quantitative
Tool Used in Plananalysis
risk process.
Procurement
65 Stakeholder Engagement assessment management
Output of the Plan Stakeholder
66 matrix
Work Authorization System (WAS) engagement
Technique process
used in Direct and manage
67 Affinity Diagram project work
Technique process
Used in Manage Quality &
68 Process Decision Program charts Collect Requirements
Technique Used in Manage Processes
Quality
69 (PDPC)
Interrelationship Diagrams Process
Technique Used in Manage Quality
70 Matrix Diagrams Process
Technique Used in Manage Quality
71 Prioritization Diagrams Process
Technique Used in Manage Quality
72 Quality Audit Process
Technique Used in Manage Quality
73 Process analysis Process
Technique Used in Manage Quality
74 Performance Reporting Process
Tool used in manage Communications
75 Project management information process
Tool used in manage Communications
76 system – PMIS
Project Communications process
Output of the manage Communications
77 Issue log ( Action item log ) process
Output of the manage stakeholder
78 Pre assignment engagement
Tool of Acquireprocess
resources. process
79 Negotiations Tools used in Acquire resources &
80 Multi Criteria Decision analysis Conduct procurements
Tool of Acquire processes
team process
81 Project team Assignments Output of Acquire team process
82 Resources Calendar Output of Acquire team process
83 Physical Resources Assignments Output of Acquire Resources process
84 Ground rules Technique of Develop team process
85 Colocation (Tight Matrix) Technique of Develop team process
86 Team Performance assessments Output of Develop team process
87 Team Building Activities Technique of Develop team process
88 Observation and conversation Technique of Manage team process
89 Project Performance Appraisals Technique of Manage team process
90 Conflict Management Technique of Manage team process
91 Bidder Conferences Tool of Conduct Procurements process .
92 Prequalified Seller List Tool of Conduct Procurements process .
93 Independent estimates Tool of Conduct Procurements process .
94 Presentations Tool of Conduct Procurements process .
95 Validated Changes Input to Monitor and Control Project
96 Change Requests Work . of the Monitor and Control
Output
97 Variance Analysis Project work and
Tool of Control mostProcess
Scope of the M&C
.
98 Earned Value management Process group processes.
Tool of Control Costs Process
99 Workarounds Tool of Monitor Risks Process
100 Risk Audits Tool of Monitor Risks Process
101 Reserve Analysis Tool of Monitor Risks Process
102 Risk Reassessment Tool of Monitor Risks Process
103 Risk Reviews Tool of Monitor Risks Process
104 Records Management system Tool of Control Procurements Process
105 Claims administration Tool of Control Procurements Process
106 Procurement performance reviews Tool of Control Procurements Process
107 Contract change control system Tool of Control Procurements Process
108 Final Report Output of Close Project/Phase process
Definition
A Project documented created in the initiating process group to Formally authorize Project existence,
Assign
A Register the which
Projectdocumentmanager all and authorize about
information him to stakeholders,
apply organizational Name, resources,
Title, Contact Links the project
details, Role intothe
ongoing
project, work of
requirements the organization
, impact, and
influence mention
and Project
more
Technique used to analyze each stakeholder potential impact or influence to manage effectively high
details level
depending requirements,
on the risks and
organizational constraints.
standard
form
A Matrix of the
throughout whichstakeholder
projecttracks register
life.requirements from origin to deliverables , it links each requirement to the
objective , requirement
Subsidiary plan which describes the method attributes should be documented
you intend toand usetotoinclude
identifysource,
requirements.status , identification …
all necessary details .
Used to create and connect people to information, they are effective for sharing simple , codified
explicit
It connect knowledge
people to. work together so that they can discover new knowledge. Share tacit knowledge
and integrate
Document the knowledge
created as an output of various
of the manage team members. project knowledge process early in the project , used as
an
A technique which analyze project objectives and project
input and updated as an output through many productmanagement
description stated processes by the. customer to turn
them
A into deliverables,
document within the Scope it makeBaselinesure product whichand project: Product
contains scope isScope well understood
, Project Scope . , Deliverables ,
Acceptance criteria ,What is not part of the
Part of the Scope Baseline, a graphical picture of the hierarchy of the project. project
And
One Detailed
Which of Identifies
the three assumptions
all the deliverables
performance andbaselines
constraints
to bewithin ( High thelevel
completed? ones
Project are created plan
management in initiating )
, it contains Scope
statement
A technique ofwhich
work, divides
WBS and WBS dictionary
deliverables into smaller peace’s called work packages, decomposition
happens
It is the major in Top-Down
tool hereapproach in addition or tobottom-up approach , it is used when the project contains a lot of
the decomposition
unknowns , it is about planning
Significant events within project schedule, they have at a higher level and then wait until project
no durations, the project work has
milestones may begun
be and the
work
mentionedis
It shows just clearer to plan
in dependencies, lower
project charter,ifthey levels , it
can be
duration is called “ progressive
used asofcheck
estimates elaboration
points toare
the activities help “ also
control
added .
the also
it can project.show the critical
path.
It’s a method to draw the network diagram, were nodes or boxes represent activities while arrows show
dependencies.
It’s used to indicate that an activity can start before it is predecessor activity is completed.
It is the waiting time inserted between activities.
The estimator submits one estimate per activity, it can be based on expert judgment or historical
information
It uses expert or judgment
it could beand justhistorical
a guess,information
It is not used to frequently
predict theand futurehas, ita can
lot ofbenegative
done ateffects such
the project
as;
Looks it
level andforces padding,
can be applied
at relationship it can
between result
on activity in
variables schedule
level.on The that
an level nobody
activityof accuracybelieves
to calculate in.
depends
time oron costhow closely the
estimates , theproject
data can or
activity
come matches
from historical the past
records history,
from it is mainly
previous used
projects when
, the
industry
In this method estimators give an optimistic (O), pessimistic (P), and most likely (M) estimate for each project is chartered.
requirements , standard metrics , it
comes
activity.
Determining like time
It allows the permore
longestcode , time
consideration
path per linear
through and meter , time
theuncertainty
network ofper
diagram installation
estimating , threeand
, the earliest point estimating
latest an activity calculate
can start a
risk
and the
This based
method expected
earliest uses and duration
latest andiagram
a network estimate
activity can by
andbe taking either
completed
critical a simple average or a weighted
path to. develop a schedule by assigning each activity average of three
estimates
to occur as late
The objective is as possible tothe
to compress stillschedule
meet thewithout end date , you add
changing theresource dependencies
scope , usually used when to thethe project
schedule
Uses a computer software to simulate project outcome , simulation can tell you the probability resource
have negative, and then
float , calculate
you can the
use critical
schedule chain , starting
compression atin the
two end
ways date: ,
Fastyou build
Tracking buffers
and for
Crashing,
of
limitations
completing and
a risks into
project on the chain
specific day at or
critical
for a milestones.
specific cost , it can give you the project overall risk, It is
It includes resource leveling and resource smoothing , Resource Leveling, used to produce a resource-
very
Version useful
limited schedule in dealing
of a schedule , leveling with
model path
lengthensconvergence
used to the manage .
schedule and increases
the project and thatcost in orderteam’s
the project to dealperformance
with a limitedis
amount
measured
It of
is the result resources,
against,
of all the resources
planning difference availability
processes between and other
the schedule
in schedule resource
baseline and
management, constraints
thebeend
it will , Resource
date is
iterated Smoothing,
in called
response project a
to risk
modified
float.
management form or resource
andadded other parts leveling
ofproject where
management resources are leveled
until an acceptable only within the limits of
and realistic schedule can be agreed the float of their
The cost so
activities of work
the completion to thedates to accommodate
activities are not delayed. quality efforts.
upon .
To create budget, activity costs are rolled up to work packages cost , work package costs are then
rolledonce
Now up toyou control
project accounts
budgetcosts is clear,anditfinally
is the to timeproject coststhe
to check , this
cashprocess called cost
flow, funding, mayaggregation
be not .
available
It’s the cost causing
performance changesbaseline to otherofparts of the project.
the project were the Thenproject reconciliation
actual costs with willany
be cost
measuredconstraints
against, in
the
It charter,
contains theif the project
project costs estimates
estimates exceeds
with the
the constraints
Contingency
Used to weight the benefits versus the costs of quality efforts to determine the appropriate quality level. the project
reserves . manager has to meet with
management to decrease costs.
It looks backward at what may have contributed to quality problems on the projects , the diagram
shows
It shows the howdefect with potential
a process or system andflowssub causes , mainly to
from beginning usedendin, how defect analysisinterrelate
elements , Identify risks and
, alternative
quality
Mainly requirements
paths , gathers
used mainly data to identification.
determine
, used to track cost of quality
of data such ,help
qualitycommunicate
problems , its theprimary
process to the team
purpose to gatherand data
watch.
a process how it flows to define potential quality issues.
Bar chart that arranges the results from most frequent to least frequent to help identify which root
causes
Displaysare resulting
data in theofmost
in the form bars problems,
or columnsuseful
in no to identify potential
particular problems
order , useful using historical
to determine the most
information
pressing
It , focuses
Tracks problem. attention on the most critical issues and separates
two variables to determine their relationships , can be used for estimation and the critical few from the
forecasting.
uncritical many.
Determines if the process is stable using statistical sampling , it contains upper and lower control limits
(It Inputs from organization
determines ) , Specifications
statistically what variables will limits
improvewhich are input
quality , it is by
fastcustomer so that
and accurate they should
technique , be
within the limit of control limits to ensure customer satisfaction , The process
Taking a sample to do measurements , the size of the sample and frequency of measurements are is considered out of
control if a data
determined point
as part of falls
planoutside the control
quality and limits or ifisthey
actual sampling doneis in
a nonrandom data
control quality . points such as rule of
seven .
It should be stated by the project manager about the areas on the project that are important to
measure
It is a list and decide
of items what measurements
to inspect , a list of stepsare acceptable.
to be performed or a picture of the item to be inspected
With spaces
It helps save to notes
time of defectsprocesses
by analyzing if any . to find ways to increase efficiency and prevent problems.
Hierarchy image that organizes the planned resources by their category and type.
All efforts the project team might expend should be determined in advance , there is different ways to
record and communicate
Basic model rolesSender,
includes 3 parts, and responsibilities
message and : receiver, it is encoded by the sender and decoded
Responsibility
by
It includes Assignment
receiver,Interactive
Factors which Matrix (RAM),
affect the way
Communication, RACI
receiver
Push Chart , Organizational
decodes
Communication a and
message Breakdown Structure
is noise such
Pull Communication. and
as environment,
Position
experience, Descriptions
language .
They can represent theand culture.
communication process in its most basic linear form ( Sender & Receiver ), in a
more interactive
Graphical form that encompasses
representations the additional
of situations showing casual element
influences of ,feedback ( Sender,
time ordering Receiver
of events and ,other
and
feedback
relationships) , or in a more
among variables
Analyzing assumption complex
which have model
and been that
outcomes. incorporates the human
made and whether they still valid elements of the Sender or
Receiver and attempts to show the complexity of any communication that involves people
Checklists are used to help identify specific risks within each category.
Looks at the project strengths, weaknesses and so on opportunities and threats
What is and out from project documents, project charter, contracts, and planning documentation can
help of
Part identify risks, lessons
the Project documents learned
, it’s can help identify
the primary output uncovered risk. risks process and it includes
of the Identify
identified
In risks onyou
this technique the will
project
check, it’s
how updated
much dothroughout the project
risk information are life in all risk
accurate , themanagement
following should be
processes
determined .
Urgent risks may move right into plan risk responses while the remaining may move torisk.
in this tool : Extent of the understanding of the risk , Data available about , Quality of
quantitative risk
data and
analysis reliability
process. and integrity of data.
Risks should be grouped by causes to know which part of the project have the most risk associated.
Used to analyze and compare potential impacts of identified risks , results on tornado diagram while
risks are represented
Technique that takes intoin horizontal bars , events
account future the longest and uppermost
in making decisions todaybar represents
, used to the greatest
calculate therisk.
expected monetary value in more complex situations and involves mutual
Making a decision about whether to do the project work themselves or outsource some or all of the exclusivity .
work
A Chart. which shows the current & Desired levels of a stakeholder engagement ( C: Current Level , D:
Desired approval
Defines Level ) levels needed to issue work authorization , it helps preventing scope creep as formal
approval
Used must be thoughts,
to organize available before
group the work begins
results of ,root
it is cause
a part analysis.
of the Enterprise environmental Factors .
Defines a goal then mention the steps required to achieve this goal.
Map the relationships between different issues.
Visual representation between 2 or more sets of items.
Useful for decision analysis about process improvement and quality management plan components
that may by
It’s done need to change,
Quality you prioritize
assurance department bothorissues and solutions.
the project manager if there is no QA Department in order
to verify quality of processes, to seek improvement,
Mainly used when there’s multiple installations, lessons learned identify bestfrom
practices, and reduceshould
first installations overallhelp.
cost of
quality.
It is big part of managing communications as it should be collected and communicated to the right
itstakeholders
can ensure in thatthestakeholders
level of detail canrequired , there are
easily retrieve thedifferent types
information of performance
they need in a timelyreports
way ,, Status
such
Reports
tools used, Describes
for Managing where project
project currently
information stands
includes ,Progress
: Reports,
Electronic project
Includes performance reporting , deliverable status , schedule progress , presentations and other Describes
management what has
tools been
, Electronic
accomplished
Communications
information , Trend
required byReport,
management Examine . project
andissues
stakeholders Social media results overtime to see if performance is improving. ,
management
Project
Forecastingdocument
Reportused to identify
, Predicts future projectand track
status ,any concerns
Variance or conflicts
Report , Compares actual results to
Project manager should deal with team members assigned
baselines , Earned Value report , Integrates Scope , cost and schedule measures in advanced as part of toproject
assess team.
project
performance
Frequently , Lessons
used learned
in gaining documentation
resources from within , reports on performance
your organization are used as lessons
or in procurement situationslearned
, also
for
used future
when projects.
conducting project procurements
Used in this process to select project team members based on a number of factors: Availability, cost,
experience,
Documentation knowledge,
of the team ability, attitude records the team members and their roles and responsibilities
assignments
foridentifies
It the project
the. working days , shifts , start and end of normal business hours , weekends and public
holidays and when
Documentation each
of the specific
physical resourceassignments
resources is available .records the materials , equipment , supplies ,
locations and other physical resources .
Setting ground rules help eliminates conflicts or problems and it’s very important when managing virtual
teams,
The projectmainlymay usedhaveto “War
decrease
Room” bad, Central
behavior. location for project coordination, it improves
communications
Project manager ,should decrease impactformal
complete of conflict.
and informal team performance assessments as part of team
development.
WBS creation is a strong team building tool. Trust is gained or lost from the first minute you meet a
team
Project member,
manager it is affected
should by project
watch what is manager
happening repetition, team building
and specifically talk to activities
people tomay include how
understand outside
work
things trips, birthday
are going
Evaluations . celebrations
of employees & milestone parties.
done who supervise them, it also can be done with the “360 Degree” Method
which includes inputs from coworkers, subordinates and supervisors.
Conflict management can be applied by conflict Resolution techniques : Collaborating ( Problem
Solving
Mainly this ) , Parties
tool is used discuss differences
to maintain and try
integrity of totheincorporate
procurement , leads to a ,win-win
process situationwhere
it is a meeting , all
Compromising
sellers
list participating
contains ( Reconciling
all qualified in the ) , Involves
procurement
sellers finding solutions
will be invited
for this service createdand that bring
contains
in earlier some
questions
project, degree of satisfaction
and answers
procurement session
documents ofmay
both
.
parties
be sent , leads
to this to
list lose-lose
only. situation ,Withdrawal ( Avoidance ) , parties postpone a decision on a
An estimate
problem , leads performed
to lose-leaveIn house comparing
situation prices with
, Smoothing estimates made
( Accommodating ) , in house.
emphasizes agreement rather
Usually used withinCost
than differenced opinionsreimbursable
, leads tocontractlose-yield type , it is a, formal
situation Forcing meeting
( Directing between buyerpushing
( Involves and seller one
teams
viewpoint in order
at the to give
expense a chance
of another for the
, seller
leads to to present
win-lose their
situation.
Actions taken as a result of the approved change requests are validated against the original change proposal .
requestsrequests
Change to ensureincludes correct 3implementation.
types : Corrective Action: An action taken to bring expected future project
performance in line with
A method to compare planned and actual the project management work anplan , Preventive
determine Action:. An action taken to deal with
the actions
possible deviations from the performance
Earned value is used in performance reviews to measure project performance measurement baselines and other metrics
againstandtheDefect
scope ,
Repair:
schedule An andactioncost requested
, the benefit when of a
usingcomponent
earned of
value the project
management doesn’t is meet
that it specifications.
integrates cost,time and
Unplanned response developed to deal with occurrence of unanticipated events or problems on a
work done
project , spending
Performed ( Scope
by experts ) and
a lotoutside can
of timethe be used to
on workarounds forecast
project team for future
is athe sign performance
of improper
whole and project
risk management
risk management completion
process,performed.dates
usually done and
costs.
by
An 3rd party , technique
analytical Takes a look at what thethe
to determine project
essentialteamfeatures
has done and forrelationships
risk management and whether
of components in theit has
worked
project
The primary , It looks
management backward
objectiveplan in
is totoensuretime
establish to what
thatathe has
reserve occurred
full riskformanagement .
the schedulecycle duration , budgetas
is repeated , estimate
requiredcost or
to ensure
funds
effective
A for the
way to control. project .
monitor risks and manage changes , It looks forward in time to what should happen for risk , It
–
– Tracking
It involves the state of reserve through the project execution will provide summary information as to the
can beemail
Every
evolution
used
of ,identifying
for
the
identifying
every
status
risksnew
payment,
of the
, and
Qualitative
risks
every
corresponding
and risk
make
written analysis
risks
sure
and.
, Quantitative
everyone
verbal communication analysis
understands ( Ifcontingency
the
must needed ) and
be recorded , risk
and kept and
response
fallback inplanning .
Claim is, plans
stored. an big .projects
assertion one
that theperson
buyeror didmore maybe that
something assigned
has hurtfor the
recording
seller and only.the seller is asking for
compensation
Buyers project ,manager this technique analysis deals with changes
all available date and disputes
to verify that ,thedisputes
seller isare the best to
performing asbe settled
they should.,
through
the
Thispurpose negotiations.
system of this technique
includes is to determine
change procedures, formsif changes
, disputeare needed processes
resolution . and tracking systems .
Document which provides summary of project performance such as scope , quality , cost and risk
objectives .