Download - PMBOK Processes

Project Integration ManagementInputs

Develop Project Charter (I)

Develop Project Management Plan (P) Project Charter

Direct and Manage Project Execution (E) Project Management Plan

Monitor and Control Project Work (MC) Project Management Plan

Perform Integrated Change Control (MC) Project Management Plan

Enterprise Environmental FactorsOrganizational Process Assets

Close Project Or Phase (Close) Project Management Plan

Project Statement of Work(Business Need; Product Scope Description; Stategic Plan)

Business Case (Market demand; Org request; Customer request; Technical advance; Legal requirement; Ecological impact; Social need)Contract (Done for external customer)

Enterprise Environment Factors(Governmental/industrial standard; Org infrastructure; Marketplace condition)

Organizational Process Assets(Org Standard processes/policies; Templates; Historical Information/lesson learned/knowledge base)

Output from Planning Processes(From other Knowledge Areas; scope/time/cost/quality/HR/Communication/Risk/Porcurement)

Enterprise Environement Factors(Gov/Industry Standards; Project Management Informantion System(PMIS)/Org Structure and culture/Personnel Administration like hiring, firing, review etc)

Organization Process Assets(Standardized Guidelines; PM templates; Change Control Process; Project files from past projects; Historical information/lesson learned; Configuation management knowledge base c/ versions and baselines; project doc)

Approved Change Requests(Feed from Perfrom Ingetraged Chagne Control)

Enterprise Environmental Factors(Org culture/structure; infrastructure; HR guidelines; stakeholder risk tolerances; PMIS)

Org Process Assets(Stand Guidelines; Communication requirements; Issue/defect procedures; Proecess measurement db; project files; historical results)

Performance Reports (feed from Report Performance)(Current status; Accomplishments; Scheduled activities; Forecases; Issues)

Enterprise Environmental Factors(standards; Company work authorization system; stakeholder risk tolerances; PMIS)

Org Process Assets(Org Communication Requirements; Finacial controls procedures; issue/defect manag procedures; Risk control; process measurement db; lessons learned db)

Work Perfromance Information (feed from Direct and Manage Project Execution)

Change Requests(feed from all MC processes - 13 of them)

Organization Process Assets

Accepted Deliverables(Feed from Verify Scope)

Tools and Techniques Outputs

Expert Judgment

Expert Judgment

Project Management Plan UpdatesProject Document Updates

Expert Judgment Change Requests

Project Mangement Plan Updates

Project Document Updates

Expert Judgment

Change Control Meetings Project Management Plan Updates

Final Product, Service, or Result Transition

Expert Judgment(Other units in org; Consultants; Stakeholders including customer & sponsor; Professional/technical association; industry groups; SMEs; PMO)

Project Charter(Purpose/justification; Measurable objectives and success criteria; HL requirments; HL risks; Summery milestone schedule; Summery budget; Approval requirement; Assigned PM; Name of Sponsor)

Project Management Plan(3 baselines - scope/schedule/cost; 8 subplans plus requirement/process improvement/change /Configuration management plans)

Deliverables(Unique product/ result/service that must be produced to complete a process, phase or project)

Project management Information System(An information system uses to gather, integrate and disseminate the output of project management processes, support project from initializing thru closing and can be manual or automated system) Work Perforamnce Informantion (From activities)

Change Requests (can be direct/indirect/externally/internally initiated)(Corrective action/Preventive action/Defect repair/Updates)

Change Request Status Updates (whether approved or not)

Project Document Updates (change control log)

Expert Judgment (to ensure all project standards are followed)

Organizational Process Assets Updates(Project files; Project or phase closure documents; Historical Information)

Project Scope ManagementInputs

Collect Requirements (P)

Define Scope (P) Project Charter

Create WBS (P) Project Scope Statement

Requierment Documentation

Verify Scope (MC) Project Management Plan

Control Scope(MC) Project Management Plan

Project Charter

Stakeholder Register(From Identify Stakeholder)

Contract (Done for external customer)

Requirement Documentation

Organization Process Assets(Standardized Guidelines; Project files from past projects; Historical information/lesson learned; project doc)


Requirement Documenation(From collect Requirements)

Requirement Traceability Matrix(From collect Requirements)

Validated Deliverables(From Quality Control)


Requirement Documenation(From collect Requirements)

Requirement Traceability Matrix(From collect Requirements)

Organizational Process Assets(scope control policy; report method)


Interviews

Focus Groups

Facilitated Workshops

Questionnaires and Surveys

Expert Judgment

Facilitated Workshops

Decomposition WBS


Accepted Deliverables

Work Performance Measurements

Requirements Documentation(Business need; business&project objective tracebility;Functional requirement (business process);Non functional requirement(compliance,safty); Quality requirement; Acceptance criteria; biz rule; impact to other org areas;support/training; assumption/constraints)

Requirment Management Plan (tracking; metric; prioritization; configuration management, etc)

Requirements Traceability Matrix(with attributes like: id; description of requirements; owner; source; priority; versions; status, etc.)

Group Creativity Techniques(Brainstorming; Nominal group; Delphi; Idea/mind mapping; Affinity Diagram)

Groupt Decision Making Techniques(Unanimity; Majority; Plurality; Dictatorship)

Observations (Job Shadowing)Prototypes (tagible and early feedback)

Project Scope Statement(Description; Acceptance criteria; deliverables; exclusions; constraints; assumptions)

Product Analysis(product breakdown; system analysis; requirement analysis; systems engineering; value engineering and value analysis)

Project Document Updates(stakeholder register; requirement documentation; requirement tracebility matrix)

Alternatives Identification (different approach to perform works)

WBS Dictionary(Id, description, responsible org, milestones, actiities, resources, cost, quality, acceptance criteria, technical reference, contact)

Scope Baseline(Scope Statement; WBS; WBS dictionary)

Inspection (with Customer)

Change requests (failed by customer)

Project Document Updates (defines product or report status of product completion)

Variance Analysis (against scope baseline)

Org Process Assets Updates (Causes/variance; Corrective actions/lessons learned)

Change Requests (not meeeting the scope baseline)

Project Management Plan Updates (scope, schedule baselines update after approved CR)

Project Document Updates (defines product or report status of product completion)

Project Time ManagementInputs

Define Activities(P)

Organization Process Assets

Sequence Activities(P) Activity List

Activity AttributesMilestone List

Estimate Activity Resources(P) Activity ListActivity Attributes

Enterprise Environmental Factor

Organizational Process Assets

Estimate Activity Duration(P) Activity ListActivity Attributes

Enterprise Environment FactorOrganizatonal Process Assets

Develop Schedule(P) Activity ListActivity Attributes

Project Schedule Network Diagrams

Resource Calendars

Activity Duration Estimates

Enterprise Environmental FactorsOrganizational Process Assets

Control Schedule(MC) Project Management Plan

Project ScheduleWork Perforamnce InformationOrganizational Process Assets

Scope Baseline

Enterprise Environement Factors (PMIS)

Project Scope Statement(Include product chararistics description affect activity sequencing)Org Process Assets (scheduling methodology)

Resource Calendars(When and how long resources will be available during the project)

Activity Resource Requirements (Types and Quantities)

Resource Calendars (From Develop HR Plan, part of Staffing management Plan)Project Scope Statement (Assumptions/Constraints)

Activity Resource Requirements (Types and Quantities)

Project Scope Statement (Assumptions/Constraints)


Decomposition Activity List

Rolling Wave Planning Activity AttributesTemplates Milestone ListExpert Judgment

Project Schedule Network Diagrams

Project Document UpdatesApplying Leads and Lags

Schedule Network Templates

Expert JudgmentAlternatives Analysis

Published Estimating Data Project Document UpdatesBottom-Up Estimating

Expert JudgmentProject Document Updates

Schedule Network AnalysisCritial Path Method (zero or negative float) Schedule Bseline

Schedule Data

Scheduleing Tool

Work Performance Measurements

Project Management SoftwareResource LevelingWhat-If Scenario AnalysisAdjusting Leads and LagssSchedule CompressionScheduleing Tool

Precedence Diagramming Method (PDM)(logical relationship: FS/FF/SS/SF)

Dependency Determination(Mandatory Dependencies-Hard logic; Discretionary Dependencies-soft, preferred, preferential logic; External dependencies)

Activity Resource Requirements (Types and Quantities)Resource Breakdown Structure (Resource Category and types)

Project Management Software(has the capability to help plan, organize and mange resource pools and develop resource estimates)

Activity Duration Estimates (eg 2weeks +- 2 days)Analogous Estimating (previous similar project; quick and less costly)

Parametric Estimating (statistical relationship/ historical data and other variables eg. Sq/ft)

Three-Point Estimates ( PERT with Expected weighted average Te: To+4Tm+Tp)/6 )Reserve Analysis (with Contingency Reserves/Time buffers)

Project Schedule(Milestone chart: show only start or complate dates; Summary bar chart: Hammock activity with work packages; Schedule with logical relationships/network diagram: also called logic bar chart)

Critical Chain Method (resource -constrained critical path adds duration buffers /feeding buffers in non-work schedule activities to manage uncertainty)

Resource Leveling (do it after critical path method to shared limited critial or level over allocated resources; will change origianl critical path)

Project Document Updates (activitiy requirement; attributes; Calendar; Risk Register)

What-if Scenario Analysis (eg Monte Carlo Analysis to caculate possible outcomes)

Applying Leads and Lags

Schedule Compression(Crashing: add more resources with incresed risk/or cost); Fast Tracking: perform activities in parallel with incresed risk)

Performance Reviews (EVM; SV)

Variance Analysis (SV; SPI)Org Process Assets Updates (Causes/variance; Corrective actions/lessons learned)Change Requests (not meeeting the scope baseline)Project Management Plan Updates (Baseline)Project Document Updates (schedule, data)

Cost management plan is done during Project Cost Management(Accuracy;Uints;org procedure link (co Inputs

Estimate Costs (P)

Project Schedule

Enterprise Environmental FactorOrganizational Process Assets

Determine Budget (P) Activity Cost Estimates

Basis of EstimatesScope BselineProject Schedule

Resource CalendarsContractsOrg Process Assets

Control Costs (MC)

Project Funding Requirements

Work Perfromance Information

Scope Baseline

Human Resource Plan (rates; rewards)

Risk Register (negative risk incresed cost and schedule duration)

Project Management Plan (Cost performance baseline: compares with actual result to see if corrective action is needed; Cost management plan: How cost will be managed and controlled)

Organizational Process Assets(cost controll policies, tool and reporting tools)


Expert Judgment Activity Cost Estimates

Analogous EstimatingParametric Estimating Project Document Updates

Bottom-Up EstimatingThree-Point EstimatesReserve Analysis

Project Management Estimating SoftwareVendor Bid Analysis

Cost Aggregation

Project Funding RequirementsExpert Judgment

Change Requests

Project Management Software

Basis of Estimates(how it was developed; assumptions; know constraints; range; confidence level)

Cost of Quality (COQ)-avoid failure/mitigate failure

Cost Performance Baseline (time -phased budget at completion form of S-curve.)

Reserve Analysis(Management Reserve is not part of the Cost Basline but can be included in the total Budget of the project)

Project Document Updates (Risk Register; Cost estimate; Project Schedule)Historical Relationships (parametric/analogous estimates)

Funding Limit Reconciliation(Variance between funding limit and plan expenditures means works will need to move, which might affect project schedule)

Earned Value Management(CV = EV-AC; CPI = EV/AC' SV = EV-PV; SPI = EV/PV)

Work Performance Measurements(caculated CV, CPI, SV, SPI for workpackages and control accounts are decumented and communciated to Stakeholders)

Forecasting(EAC = AC + re-estimating ETC; AC + BAC - EV; BAC/cumulative CPI; AC + [(BAC-EV)/(cCPI x cSPI)] Budget Forecasts (EAC, ETA)

To-Complete Perfomance Index(TCPI = (BAC- EV )/(BAC-AC); (BAC-EV)/(EAC -AC). > 1, need to perform in better cost perfromance level (not good) Org Process Assets Updates (Cause of variance; lesson learned)

Performance Reviews (Variance, Trend and EV performance analysis)Variance Analysis (CV; CPI: Variance of completion: BAC-EAC) Project Management Plan Updatess (Cost perfornace baseline)

Project Document Updates (cost estimates; basis of estimates)

Customer Satisfaction; Prevention oProject Quality ManagementCuontinuous improvement; ManagemInputs

Plan Quality (P)

Cost Performance Baseline

Schedule Baseline

Enterprise Environmental FactorOrganizational Process Assets

Perform Quality Assurance (E)

Quality Metrics

Work Performance Information

Perform Quality Control (MC)

Quality MetricsQuality Checklists

Scope Baseline

Stakeholder Register (stakeholder's interest, impact)

Risk Register (threat/impact that influces quality)

Project Management Plan (use for all processes improving; (Quality management plan; Process improvement plan)

Quality Control Measurements(From Quality Contol activities)

Project Management Plan (Quality management plan)

Work Performance Measurements-control time, scope, cost outputs

Apporoved Change Requests(Verify the timely implementation of approved CR)(From Perfrom Intergration Change Control)

Deliverables(From Direct and Manage Project Execution)

Org Process Assets(Quality standards and policies; Standard work guidelines; Issue and defect reporting procedures and communciaton policies)


Quality Management Plan

Plan Quality and Perform Quality Control Tools and Techniques

Change Requests

Validated ChangesFlowcharting Validated Deliverables

Change Requests

Project Management Software

Statistical SamplingInspection

Cost-Benefit Analysis (Trade off decision)

Cost of Quality (COQ)(Conformance: to avoid failures; Nonconformance: because of failures) Quality Metrics (attiibute to how the qulity control process will measure)

Control Charts(whether or not a process is stable and with preditable performance) Quality Checklists (uses in quality control process)

Benchmarking(compare actual or planned projects for best practices or basis of measurement)

Process Improvement Plan (boundaries; configuration; metrics; targets for improved performance)

Design of Experiments (decide which factors may influence the product or processes; optimize products/processes)

Project Document Updates (stakeholder register; responsibility assignment matrix)

Statistical Sampling (chose part of the population for inspection)Flowcharting (help anticipate quality problems by mapping the processes)Quality Management Metodologies (Six Sigma, CMMI, etc)

Additional quality Planning Tools(Brainstorming; Affinity Diagrams; Force Field Analysis; Nominal Group; Matrix Diagrams; Prioritization Matrices)

Organizational Process Assets Updates (Quality Standard)

Quality Audits (sturcutrue review performed by independent consultant or departmert other than project team to identify shortcoming in carry out quality procedures or processes. Can confirm implementation of approved change requests)

Process Analysis(follows what outlined in process improvement plan to identify needed process improvement. Can identity non-value added process. Also use for root cause analysis) Project Management Plan Updates (Cost, Schedule, quality M. Plans)

Project Document Updates (Audit report; training plan)

Cause and Effect Diagrams (Ishikawa /Fishbone Diagrams; root cause) Quality Control Measurements (Results of QC)

Control Chart (Seven consecutive points above of below the central line means out of control; control limit is around +-3sigma)

Histogram (How often a particular variable state occurred; find most common causes/problem/process; STD/1 sigma: 68.25; 2 sigma: 95.46; 3 sigma: 97.73; 6 sigma: 99.99985) Org Process Assets Updates (completed checklist; lessons learned)

Pareto Chart(Histogram ordered by frequency of occurrence; gives 20/80 priciple- 80% problems from 20% causes)

Project Management Plan Updates (Quality m plan; Process improvement plan)

Run Chart(To spot trend ; to forecase future outcome based on historical results; monitoring technical,cost and schedule performance) Project Document Updates (quality standard)

Scatter Diagram(relationship between two variables)

Apprved Change Requests Review (make sure implemented correctly)

Project Human Resource ManagementInputs

Develop Human Resource Plan (P)

Acquire Project Team (E) Project Management Plan

Develop Project Team (E) Project Staff Assignments

Project Management PlanResource Calendars

Manage Project Team (E) Project Staff Assignments

Project Management Plan

Activity Resource Requirements(From Estimate Activity resources)

Enterprise Environmental Factors(Org Culture/structure; Existing HR; Personnel admin policies; Marketplace condition)


Enterprise Environmental Factors(Org Culture/structure; Existing HR; Personnel admin policies; Location)


Team Performance Assessment (Team's effectiveness)

Performance Reports(From Report Performance)(areas in shedule/cost/quality/scope control and forecast to assit in future HR requirement and recognition/reward)

Organizational Process Assets(Certification of appreciation; Newsletters; Websites; Bounus structure; Corporate apparel; org Perquisites)


Pre-Assignment Project Staff Assignments

Negotiantion Resource Calendars

Acquistion Project Management Plan updatesVirtual Teams

Project management Information SystemTraining

Co-locationRecognition and Rewards

Issue Log

Org Charts and Position Description(Hierarchical type; Matrix based; Text oriented)

Human Resource Plan(Roles/responsibilities: role/auathority/reponsibility/competency; Project org chart; Staffing management plan: staff acquisition/resource calendars/staff release plan/training needs/recognition and rewards/compliance/safty)

Networking (to understand impact to staffing options)

Organizational Theory (the way people, teams and org units behave)

Interpersonal Skills (soft skill - empathy, influence; creativity; group facilitation) Team Performance Assessment (Team's effectiveness)

Enterprise Environmental Factors Updates (personnel administration; training records; skill assessment)

Team - Building Activies(Five stages team development - Forming/Storming/Norming/Performing/Adjourning)

Ground Rules (clear expectation regarding acceptable behavior of team members)

Observation and Conversation (works and attitudes) Enterprise Environmental Factors Updates (apprasals; skills)

Project Performance Appraisals (clarification of R/R; Constructive Feedback to team member (individual)) Organization Assets Updates (lesson learned)

Conflict Management(source: scarce resources/scheduleing priority/personal work styles. Address early and focus on issue and present)(Techniquies: Withdrawing/avoiding; Smoothing/Accommodating; Comprimising; Forcing; Collaborating; Confronting/Problem Solving) Change Requests (Staff changes)

Project Management Plan Updates (staff management plan)

Interpersonal Skills(Leadership; Influencing: Effective decision making)

Project Communications ManagementInputs

Identify Stakeholders (I)

Plan Communication (P) Stakeholder Register

Stakeholder Management Strategy

Distribute Information (E) Project Management Plan

Manage Stakeholder Expectations (E) Stakeholder Register

Stakeholder Management Strategy

Issue LogChange Log

Report Performances(MC) Project Management Plan

Organizational Process Assets

Project Charter(find who will be impacted by project)

Procuement Document(Find customers; sellers; suppliers)

Enterprise Environment Factors(Governmental/industrial standard; Org culture/structure)

Organizational Process Assets(Templates; Historical Information/lesson learned/Stakeholder Register knowledge base)

Enterprise Environement Factors(Gov/Industry Standards; Project Management Informantion System(PMIS)/Org Structure and culture)

Organization Process Assets(Standardized Guidelines; PM templates; Change Control Process; Project files from past projects; Historical information/lesson learned; Configuation management knowledge base c/ versions and baselines; project doc)

Performance Reports (Precise and current)


Project Management Plan (Communciation management Plan)

Org Process Assets(Org Communication Requirements; issue/defect manag procedures; Change control; procedures; Historical project information)


Work Performance Measurements(feed from control scope/schedule/costs)

Budget Forecasts(From Control Cost)

Communication Dimension(Internal - with peer/ external - with customer; Formal - reports, memos/ internal - email. Ac hoc conversation; Vertical - up, down in org/horizontal - with peer; official/unofficial; Written/oral; Verbal/Non-verbal-body language. voice tones)

Communicatiaon Skills(Listening actively/effectively; Questioning/probing ideas to ensure undrstanding; educating/increase team's knowledge; fact finding/confirm information; setting/managing expectiations; persuading person/org to perfom actions; Negotiating to achive mutually agreements; Resolving conflict; Summearizing/recapping/id next step)


Expert Judgment


Communication MethodsInformation Distrubution Tools

Communication Methods

Change Requests

Project Management Plan Updates

Variance Analysis

Oganization Process Assets Updates

Communciation Methods Chage Requests

Reporting Systems

Stakeholder Analysis(Interview stakeholders to find their interest/influence; Established stakeholders' impact responding grid

Stakeholder Register(ID; Assessment; Classification)

Stakeholder Mangement Strategy(use a stakeholder analysis matrix to record judgment)

Commnication Requirement Analysis (determine what stakeholders need); Communication Channels cal: N(N-1)/2; N= stakeholders

Communications Management Plan(C.requirements; Information; Reason; Time&frequency; R/R; Methods; Resources doing it; Escalation process; Method for updating C M Plan, flow chart for C flow; C constraints)

Communication Technology(Urgency of the need/Availability of tech/ expected project staffing to use/Duration of the project matching with tech avil/Project Environment - f2f or virtual)

Communication Models(Encode/Message and feedback Message/Medium/Noise/Decode)

Communication Methods(Interactive (2 or more) - meetings, phone calls, video conf/ Push (specific recipients) - lettters, memos. Reprots, emails, faxes, press releases/ Pull (very large information and audiences) - instranet sites, e-learning, knowledge base repository)

Organizational Process Assets Updates(Notifications; reports; presentations; records; feedbacks; lessons learned doc)

Organizational Process Assets Updates(Causes of issue; Reson for corrective action chosen; Lessons learned from managing stakeholder expectations)

Interpersonal Skills(Building Trust; Resolving Conflict; Active Listening/ Overcoming resistance to change)

Management Skills(Presentation skills; Negotiating; Writing skills; Public Speaking)

Project Document Update (strategy; register; issue log)

Performance Reports(Bar chart, S-curves, histograms, tables, Variance analysis, EV analysis and forecast data)

Forecasting Methods(Time Series-use historical data like EV, extrapolation, linear prediction, trend, growth curve; Causal/econometric - use assumption like regression and econometrics; Judgmental - use intuitive opinions and probability estimates like composite forecasts, surveys, Delphi, scenario building, tech forecasting, forecast by analogy; Others - like simulation)

Project Risk is always in the "future" Project Risk Managementone or many causes to one or many impacts Inputs

Plan Risk Management (P)

Identify Risks (P) Risk Management Plan

Perform Qualitative Risk Analysis (P)

Risk Management Plan

Perform Quantitative Risk Analysis (P) Risk Register

Project Scope Statement(Establish how significant the risk manangement effort may become)

Cost Management Plan(How risk budgets, contingencies and management reserves will be reported and accessed)

Schedule Management Plan (How schedule contingencies will be reported and accessed)

Communications Management Plan(Who will be available to share information on various risks and responds/frequency)

Enterprise Environment Factors(Org risk attitude, tolerances)

Organizational Process Assets(Risk categories, definitions/terms, statement formats, teamplates, R/R, authority for decision making, lessons learned, stakeholder registers)

Activity Cost Estimates (Range estimated, might be insufficient)Activity Duration Estimates (Range = risk)Scope Baseline (WBS helps track risks)

Stakeholder Rigister (soliciting inputs for ID risks)

Cost Managemetn Plan (how risk can be generated/alleviated with project funds)

Schedule Management Plan (how risk can be generated/alleviated with project schedule)

Quality Management Plan (how how risk can be generated/alleviated with project quality planning)

Project Documents(Assumptions log, work performance reports, EV reports, Network diagrams, Baselines, etc.)

Enterprise Environement Factors(Published commercial db, Academic studies, Published checklists, Benchmarking, Industry studies, Risk attitudes)

Organization Process Assets(Project files; org project process controls; Risk statement templates; Lessons learned)

Risk Register (Risks to be analyzed)

Project Scope Statement(State-of-the-art, first-of-the kind technologies or complex project have hihger risks)

Org Process Assets(Information from prior project; studies of similar project by specialist; Risk db from indstry or proprietary source)

Risk Manaagement Plan

Cost Management PlanSchedule Management Plan

Plan Risk Responds (P) Risk Register


Monitor and Control Risks (MC) Risk Register

Project Management Plan

Org Process Assets(Information from prior project; studies of similar project by specialist; Risk db from indstry or proprietary source)

Work Performance information(Deliverable status, Schedule progress, Costs incurred)

Performance Reports (variance, earned value data, forecasts)


Expert judgment

Risk CategorizationRisk Urgency AssessmentExpert Judgment

Planning meeting and Analysis(PM, selected project team memebers and stakehoders who with responsibitity to manage the risk planning, in meeting develop risk management plan)

Risk Management Plan(Methodology; Role and responsibility; Budgeting; Timing; Risk categories - structured into Risk Breakdown Structure (RBS); Definitions of risk probability and impact; Probability and impact matrix; Revised stakeholders' tolerances; Reporting formats; Tracking)

Documentation Reviews (review project files to find risks)Risk Register(List of identified risks; List of potential responses)

Information Gathering Techniques(Brainstorming; Delphi technique; Interviewing; Root cause analysis)Checklist Analysis (could use lowest level of th RBS; reviewed at closure)Assumptions Analysis (false assumptions = Risks)

Diagramming Techniques(Cause and effect diagrams(Ishikawa/fishbone); System or process flow chart; Influence diagrams)

SWOT Analysis (exam project from strenghts, weaknesses, opportunities and threats prospective)

Risk Probability and Impact Assessment (in meeting or in interview)

Risk Register Updates(Relative ranking or priority list of project risks; Risks grouped by categories; Causes of risk or project areas reguiring particular attention; List or risks requiring response in the near-term; List of risks for additional analysis and response; Watchlists or low-priority risks; Trends in qualitative risk analysis results)

Probability and impact Matrix (gives rating so risks can be prioritized for responds)

Risk Data Quality Assessment (accurate and unbiased data)

Data Gathering and Representation Techniques( Interviewing; Probability distributions - bar chart, Normal, Uniform, Beta, Triangular, Lognormal distributions=> x axes with time or cost, Y axes with likelihood.)

Risk Register Updates(Probabilistic analysis of the project to adjust risk toleances of stkeholder to permit contingency reserves on cost or time; Probability of achieving cost and time objectibves; prioritized list of quantified risks; Trends in quantitatibe risk analysis results)

Expert Judgment

Risk-Related Contract Decisions

Expert Judgment

Project Management Plan Updates

Project Document UpdatesStatus Meetings

Quantitative Risk Analysis and Modeling Techniques(- Senesitivity Analysis: determine which risks have the most potential impact on the project/Tornado diagram, which comparing relative importance and impact of variables that have high degree of uncertainty to those that are more statble.- Expected monetary value analysis (EMV): requires risk neutral assumption caculated by multiplying the value of each possible outcome by its probability ofoccurrence and add them together. Common use type - Decision Tree Diagram with Decision nodes (costs) and chance nodes (Scenerio probablilities with EMV outputs)

Modeling and Simulation(Monte Carlo Technique to input costs/or schedules to caculate probabilities of risks)

Strategies for Negative Risks or Threats(Avoid - eliminate the threat entirely; Transfer - shifting some or all of the negative impact to a thrid party with finacial payment to the 3rd party; Mitigate - reduction in the probability and impact of adverse risk to be within acceptable threshold limit. Respond early is good for mitigation; Accept - passive acceptance requires not action except document the strategy, active acceptance is to establish a contingency reserve for time/money/resources)

Risk Register Updates(Risk descriptions, owners, outputs from analysis, agreed response strategies, Actions, Triggers/warning signs of risks' occurrence, Budgtet/schedule activities to implement responds, Contigency plans, Fallback Plans if responds inadequates, Residual risks, Secondary risks after implementing a risk respond, Contingency reserves needed based on proejct and org risk thresholds)

Strategies for Positive Risks or Opportunities(Exploit - ensureing the opportunity definitely happens, like assigning an most talented resources to the project; Share - allocating some or all of the ownership of the oppourtunity to a thrid party, like forming risk-sharing partnership; Enhance - maximizing key drivers of these positive impact risks , like adding more resource to an activity to finish early; Accept - not actively pursuing it but accept it when it comes along.)

Contigent Response Strategies(use only if certain events occcur. There are events or warning signs to trigger the contingency respone, such as missing intermediate milestones..)

Project Management Plan Updates(updates to Schedule/cost/qulity/procurement/HR management Plans; WBS, Schedule baseline, cost performance baseline)

Project Document Updates(Assumptions log updates; Technical documentation updates)

Risk Reassessment (on a regular look-out for new risks and close out old one)

Risk Register Updates(Outcomes of risk reassessments, audits and reviews; Actual outcomes of the project's risks and of the risk response)

Risk Audits(examine the effectiveness of risk response and risk management process)

Organizational Process Assets Updates(Template for risk M plan, RBS, Lessons learned)

Variance and Trend Analysis (Planned v.s actual results)

Change Requests(Recommended corrective actions include contingency plans and workarounds; Recommended preventive actions)

Technical Performance Measurement (weight, transaction times, numbers of defects, storage capacity, etc)

Reserve Analysis (compare the amount of the contigency reserves remaining to the amount of risk remaining to determine if reserve is adequate)

A Contract represents a mutually binding aProject Procurement ManagementInputs

Plan Procurements (P)

Risk Register

Activity Resource RequirementsProject ScheduleActivity Cost EstimatesCost Performance Baseline

Conduct Procurement (E)

Procurement Documents

Make-or-buy Decisions Teaming Agreements

Administer Procurements (MC)


Contract

Scope Baseline (WBS, WBS dictionary, scope statement)Requirements Documentation (Project's or Contract's)

Teaming Agreements (legal contractual agreements in two parties)

Risk-Related Contract Decisions (insurance, bonding etc.)

Enterprise Environment Factors(Marketplace conditions; proudcts or services available in the marketplace; suppliers and its reputation, terms and conditions; Unique local requirement)

Organizational Process Assets(Formal procurement policies, procedures and guidelines; Management systems in developing the procurement M plan and type of contract; established multi-tier supplier system of pre-qualified sellers from past experiences)

Project Management Plan (how to manage procurement)

Source Selection Criteria (capabilities, capacity, cost, expertiese, etc.)Qualified Seller List (pre-screened)

Seller Proposals (in repsonse to procurement document package. Use for selection)

Project Documents(Risk register; Risk-related contract decisions)

Organization Process Assets(List of previously qualified sellers; Information on relevant past experience with seller - good or bad)

Procurement Documents (Cotnract award record; SOW)

Performance Reports(Seller-developed technical documentation and deliverable doc; Seller performance reports)

Approved Change RequestsWork Performance Information

Close Procurements (Close) Project Management Plan

Procurement Documentation


Make-or-buy AnalysisExpert Judgment Procurement Statements of Work (SOW)

Make-or-buy Decisions

Change Requests

Selected Sellers

Expert judgment Resource CalendarsAdvertising Change Requests


Change Requests

Procuement Management Plan(Type of contract, Risk, need independent estimate or not, Standardized procurement doc, managing multiple suppliers, cooridnating, constraints/assumptions, handle lead time, make or buy decidion, requirements for insurances, establish WBS procument activities, forms, metrics)

Contract Types(Fixed-price contracts (risks on seller, product/server must precisely specify): Firm Fixed Price (FFP), Fiexed Price Incentive Fee (FPIF), Fixed Price with Econmic price adjustment (FP-EPA).Cost-reimbursable contracts (risk on buyer, scope of work can't be precisely defined at the start): Cost Plus Fixed Fee (CPFF), Cost Plus Incentive Fee (CPIF), Cost Plus Award Fee (APAF)Time and Material Contracts (T&M) (hybrid type, scope of work cannot be quickly prescribed): Use mostly for staff augmentation, most org puts not-to0exceed values and time limits. Has parameters as units specified in contract.)

Procurement Documents(Request for information(RFI), invitation for bid (IFB), request for proposal (RFP), request for Quotation (RFQ), Tender notice, Invitation for negotiation, invitation for seller's intial response.)

Source Selection Criteria(Understanding of need; Overall or life-cycle cost; Technical capability; Risk; Mangement approach; Technical approach; Warranty; Financial capacity; Production capacity and interest; Business size and type; Past perfromance of sellers; References; Intellectual property rights; Proprietary rights)

Bidder Conference (ensure no bidders receive preferential treatment. All Q/A documented as procurement doc ammendments)

Proposal Evalutation Techniques(for complex procurements, based on sellers' respond to buyer's pre-defined weighted criteria)

Procurement Contract Award(SOW and deliverables; Schedule baseline; Performance reporting; period of performance; R&R; Seller's place of performance; Pricing; Payment terms; Place of delivery; Inspection and acceptance criteria; Warranty; Product support; Limitation of liability; Fees and retainage; Penalties; Incentives; Insurance and performance bonds; Subordinate subcontractor approvals; Chagne request handling; Temination and alternative dispute resolution(ADR) mechanisms)

Internet Search (for commodities, components and off-the-shelf items)Project Management Plan Updates (Cost, Scope, Schedule baselines and Procurement management plan)

Procurement Negotiations (PM might not do it but need to provide information; Strike for fair and balance price for both sides)

Contract Change Control System (paperwork, tracking, dispute resolution precedures)

Procurement Documentation(contract with all supporting schedules, requested approved/upapproved contract change requests, work performance inforomation, payment records, etc.)

Procurement Performance Reviews (A structured review of the seller's progress to delivery proejct scope and quality as compare to the contract)

OrganizationalProcess Assets Updates(Correspondence; Payment Schedules and requests; Seller performance evaluation documentation)

Inspections and Audits (required by the buyer can done during execution of the project)

Performance Reporting (provides management how effective the sellers achive contract objectives) Project Managemetn Plan Updates (baselines, plan)

Payment Systems

Record Management System

Claims administration (when both sides disagreed)

Record Management System (part of project management information system)

Procurement Audits( Structured review of the procurement processes for preparation of other procurement contracts - Lesson Learned.)

Cosed Procurements (buyer provides seller with formal written notice the contract has been completed)

Negotiated Settlements(direct negotiation is primary method to settle dispute; then use mediation or arbitration; when all else fails, litigtion in the courts is the last desireble option)

Organizational Process Assets Updates(Procurement file; Deliverable acceptance; Lessons learned documentation)

Interpersonal Skills

Leadership(Focusing the effors to a group of people toward a common goal and enabling them to work as a team; has the ability to get thigs done through others)

Tema Building (Consist of tasks: establish goals, define and negotiate rles and procedures; and process: Interpersonal behavior with emphasis on communciation, conflict managemetn, motivation and leadership)

Influencing(Lead by examples and follow thru w/commitment; Clarify how decisions will be made; Use flexible interpersonal style and adjust to the audience; Apply power skillfully/carefully and think long term collaboration)

Decision Making(1. Problem Definition; 2. Problem Solution Generation; 3. Idea to Action; 4. Solution Action Planning; 5. Solution Evalution Planning; 6. Evaluation of the Outcome and Process)

Motivation(Creating an environment to meet project objectives while offering maximum self-satisfaction related to what people value most)

Communication(PM should be aware the communication styles of other parties, cultural issues, relationships, personalities and overall context of the situation. Identify various communication channels, understand information needed to provide/receive with statkeholders to communciate effectively.)

Political and Cltural Awareness(An effective way to mange this cultural diversity is through getting to know the various team members and the use of good communciation planning as part of the overall project plan)

Negotiation(Analyze the situation; Differentiate between wants and needs - both parties; Focus on interests and issues rather than on positions; Ask high and offer low, but be realistic; When you make a concession, act as if you are yielding something of value, don't just give in; Always make sure both parties feel as if they have won. A win-win negotiating, Never let other party leave feeling as if thye had been taken advantage; Do a good job in listening and articulating.)

PMIPMI ®® Code of Ethics and Professional Conduct Code of Ethics and Professional ConductCode Applies to: All PMI members (whether PMP or not)Individual who is not member but - Hold PMI certification; Apply to commerce a PMI certification process; who server PMI as a volunteer

Responsibility_Aspirational Standards:-Make decisions and take actions based on the best interests of society, public safty and the environment.-Accept assignments that are consistent with our backgroud, experience, skills and qualification.-fullfill the committment undertake - do what we say we will do.-When we make errors or omissions, we take ownership and correct error promptly. When discovered error or omissions caused by others, we communicate them to appropriate body as they discovered. Accept accountability for any issues resulting from our errors or omissions and resulting consequences.-Uphold the code and hold eachother accountable for it.

Fairness_Aspirational Standards:-We demonstrate transparency in our decision-making process-We constantly reexamine our impartiality and objectivity, taking corrective action as appropriate-We provide equal access to information to those who are authorized to have that information-We make opportunities equally available to qualified candidates

Values that support the code:Responsibility; Respect; Fairness; Honesty

Responsibility_Mandatory Standards:-Inform ourselves and uphold the policies, rules, regulations and laws that govern our work, professional, and volunteer activities-Report unethical or illegal conduct to appropriate management and to those who, if necessay, affected by the conduct.-Bring violations of this Code to the attention of the appropriate body for resolution-Only file ethics complaints when they are substantiated by facts-We pursue disciplinary action against an individual who retaliates against a person raising ethics concerns

Respect_Aspirational Standards:-We inform ourselves about the norms and customs of others and avoid engaging in behaviors they might consider disrespectful-We listen to others’ points of view, seeking to understand them-We approach directly those persons with whom we have a conflict or disagreement-We conduct ourselves in a professional manner, even when it is not reciprocated

Fairness_Mandatory Standards:-We proactively and fully disclose any real or potential conflicts of interest to the appropriate stakeholders-When we realize that we have a real or potential conflict of interest, we refrain from engaging in the decision making process or otherwise attempting to influence outcomes, unless or until: we have made full disclosure to the affected stakeholders; we have an approved mitigation plan; and we have obtained the consent of the stakeholders to proceed-We do not hire or fire, reward or punish, or award or deny contracts based on personal considerations, including but not limited to, favoritism, nepotism, or bribery-We do not discriminate against others based on, but not limited to, gender, race, age, religion, disability, nationality, or sexual orientation-We apply the rules of the organization (employer, Project Management Institute, or other group without favoritism or prejudice)

Honesty_Aspirational Standards:-We earnestly seek to understand the truth-We are truthful in our communications and in our conduct-We provide accurate information in a timely manner-We make commitments and promises, implied or explicit, in good faith-We strive to create an environment in which others feel safe to tell the truth

Respect_Mandatory Standards:-We negotiate in good faith-We do not exercise the power of our expertise or position to influence the decisions or actions of others in order to benefit personally at their expense-We do not act in an abusive manner towards others-We respect the property rights of others

Honesty_Mandatory Standards:-We do not engage in or condone behavior that is designed to deceive others, including but not limited to, making misleading or false statements, stating half-truths, providing information out of context or withholding information that, if known, would render our statements as misleading or incomplete-We do not engage in dishonest behavior with the intention of personal gain or at the expense of another

Download - PMBOK Processes

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