pmp preparation worksheet
TRANSCRIPT
Preparation Worksheet #1
Project Integration Management – Processes & activities required to ensure that the various elements of the project are properly coordinated to meet
stakeholder expectations.
Area Process Inputs Tools and Techniques Outputs /
Deliverables
Process
Group
Other Notes
4.1 Develop Project
Charter which formally
authorizes a project or a
phase and documenting
initial requirement that
satisfy the stakeholder’s
need and expectation
Project statement of
work
Business case
Contract
Enterprise
Environment factors
Organizational
process assets
Expert judgment Project Charter Initiating Sponsor initiates the charter; charter
includes
1) Project purpose or justification
2) Measurable project objectives
and related success criteria
3) High level requirements
4) High level project description
5) High level risks
6) Summary milestone schedule
7) Summary budget
8) Project approval requirements
(what constitutes project success,
who decides the project is
successful, who signs off on the
project)
9) Assigned project manager,
responsibility and authority level
10) Name and authority of the
sponsor or other person(s)
authorizing the project charter
Project Integration Management – Processes & activities required to ensure that the various elements of the project are properly coordinated to meet
stakeholder expectations.
Area Process Inputs Tools and Techniques Outputs /
Deliverables
Process
Group
Other Notes
4.2 Develop Project
Management Plan that
documents what is
needed to define, prepare,
integrate & coordinate all
subsidiary plans
Project charter
Outputs from
planning processes
Enterprise
environmental
factors
Organizational
process assets
Expert judgement Project
management plan
Planning Plan includes
1) processes selected
2) level of implementation
3) tools to be used
4) interactions
5) how to execute work
6) how to control changes
7) how to do configuration mgmt
8) baselines use
9) communication needs
10) project phases
11) key mgmt issues
4.4 Direct & Manage
Project Execution by
executing the work
defined in the project
management plan to meet
requirements defined in
the scope statement
Project
management plan
Approved change
requests
Enterprise
Environment factors
Organizational
process assets
Expert judgment
Project
management
information system
Deliverables
Work performance
information
Change requests
Project
management plan
updates
Project document
updates
Executing Actions include
1) perform activities
2) spend money
3) train staff
4) manage vendors
5) implement standards
6) create, control & validate
deliverables
7) manage risk & risk response
activities
8) adapt scope changes as needed
9) manage communications
10) collect project data including cost
& milestones
11) collect & document lessons
learned and process improvement
actions
Project Integration Management – Processes & activities required to ensure that the various elements of the project are properly coordinated to meet
stakeholder expectations.
Area Process Inputs Tools and Techniques Outputs /
Deliverables
Process
Group
Other Notes
4.5 Monitor & Control
Project Work is the
process of tracking,
reviewing, and regulating
the progress to meet the
performance objectives
defined in the project
management plan
Project
management plan
Performance reports
Enterprise
environment factors
Organizational
process assets
Expert judgment Change requests
Project
management plan
updates
Project document
updates
Monitor &
Control
Actions include
1) compare actual vs. plan
2) determine corrective actions needed
3) analyze risks & ensure corrective
actions taken
4) maintain information base
5) status reporting
6) forecasting
4.6 Integrated Change
Control is the process of
reviewing all change
requests, approving
changes and managing
changes to the
deliverables,
organizational process
assets, project documents
and the project
management plan
Project
management plan
Work performance
information
Change requests
Enterprise
environment factors
Organizational
process assets
Expert judgment
Change control
meeting
Change request
status updates
Project
management plan
updates
Project document
updates
Monitor &
Control
Change control is needed because
projects seldom run according to
plan. Changes must be managed; also
includes documenting changes and
only releasing approved
changes. Defect repair must be
validated and quality controlled.
Configuration management also
occurs – identify changes, determine if
changes have been implemented, and
verify changes after complete.
Every documented change must either
be accepted or rejected by some
authority.
Project Integration Management – Processes & activities required to ensure that the various elements of the project are properly coordinated to meet
stakeholder expectations.
Area Process Inputs Tools and Techniques Outputs /
Deliverables
Process
Group
Other Notes
4.7 Close Project by
finalizing all activities
across all of the project
process groups to formally
close the project
Project
management plan
Accepted
deliverables
Organizational
process assets
Expert judgment Final product,
service, or result
transition
Organizational
process assets
updates
Closing Updates after project completion
include
1) formal acceptance documentation
(written)
2) project files updated
3) project closure documents prepared
(even for projects halted before
completion)
4) historical information is used to
update the “lessons learned” database
Preparation Worksheet #2
Project Scope Management – Processes required to ensure that the project includes all the work required, and only the work required, to complete the project
successfully; focus on what is and what is not included in the project
Area Process Inputs Tools and Techniques Outputs /
Deliverables
Process
Group
Other Notes
5.1 Collect Requirements is
the process of defining and
documenting stakeholders’
needs to meet the project
objectives
Project charter
Stakeholder register
Interviews
Focus groups
Facilitated
workshops
Group creativity
techniques
Group decision
making techniques
o Unanimity
o Majority
o Plurality
o Dictatorship
Questionnaires and
surveys
Observations
Prototypes
Requirements
Documentation
Requirements
Management Plan
Requirements
Traceability Matrix
Planning
5.2 Define Scope by
developing a detailed
description of the project
and product
Project charter
Requirements
Documentation
Organizational
process assets
Expert judgment
Product analysis
Alternatives
identification
Facilitated
workshops
Project scope
statement
Project document
updates
Planning Project Scope statement is critical to
the project success. Includes
1) Product scope description
2) Product acceptance criteria
3) Project deliverables
4) Project exclusions
5) Project constraints
Project Scope Management – Processes required to ensure that the project includes all the work required, and only the work required, to complete the project
successfully; focus on what is and what is not included in the project
Area Process Inputs Tools and Techniques Outputs /
Deliverables
Process
Group
Other Notes
5.3 Create Work
Breakdown Structure
(WBS) is the process of
subdividing project
deliverables and project
work into smaller, more
manageable components.
The WBS is a deliverable-
oriented hierarchical
decomposition of the work
to be executed by the
project team to accomplish
the project objectives and
create the required
deliverables, with each
descending level of WBS
representing an
increasingly detailed
definition of the project work
Project scope
statement
Requirements
documentation
Organizational
process assets
Decomposition WBS
WBS dictionary
Scope baseline
Project document
updates
Planning Decomposition divides work into
smaller elements by
1) identify deliverables
2) structure and organize WBS
3) decomposing upper WBS into lower
level detailed components
4) assign ID codes to WBS
components
5) verifying that degree of
decomposition is sufficient.
Each component must be assigned,
and defined in terms of how the project
will actually be executed and
controlled.
5.4 Verify scope is the
process f formalizing
acceptance of the
completed project
deliverables. Verifying
scope includes reviewing
deliverables with the
customer or sponsor to
Project
management plan
Requirements
documentation
Requirements
traceability matrix
Validated
deliverables
Inspection Accepted
deliverables
Change requests
Project document
updates
Monitor
& Control
Scope verification is primarily
concerned with acceptance of the
scope by stakeholders
Project Scope Management – Processes required to ensure that the project includes all the work required, and only the work required, to complete the project
successfully; focus on what is and what is not included in the project
Area Process Inputs Tools and Techniques Outputs /
Deliverables
Process
Group
Other Notes
ensure that they are
completed satisfactory and
obtaining formal
acceptance of deliverables
by the customer or sponsor
5.5 Control Scope is the
process of monitoring the
status of the project and
product scope and
managing changes to the
scope baseline. Controlling
the project scope ensures
all requested changes and
recommended corrective or
preventative actions are
processed through the
Perform Integrated Change
Control Process
Project
management plan
Work performance
information
Requirements
documentation
Requirements
traceability matrix
Organizational
process assets
Variance analysis Work performance
measurements
Organizational
process assets
updates
Change requests
Project
management plan
updates
Project document
updates
Monitor
& Control
Uncontrolled changes called “scope
creep”. Change is inevitable, thus this
process is needed
Preparation Worksheet #3
Project Time Management - Processes required to ensure timely completion of the project
Area Process Inputs Tools and Techniques Outputs /
Deliverables
Process
Group
Other Notes
6.1 Define Activities is the
process of identifying the
specific actions to be
performed to produce the
project deliverables.
Project work packages
are typically decomposed
into smaller components
called activities that
represent the work
necessary to complete
the work package
Scope baseline
Enterprise
environmental
factors
Organizational
process assets
Decomposition
Rolling wave
planning
Templates
Expert judgment
Activity list
Activity attributes
Milestone list
Planning The activity list does not include any
schedule activities that are not
required as part of the project scope.
6.2 Sequence Activity is
the process of identifying
and documenting
relationships among the
project activities.
Activities are sequenced
using logical relationship
Activity list
Activity attributes
Milestone list
Project scope
statement
Organizational
process assets
Precedence
diagramming
method (PDM)
Dependency
determination
Applying leads and
lags
Schedule network
templates
Project schedule
network diagrams
Project document
updates
Planning 3 types of dependencies - mandatory,
discretionary (best practices) and
external.
6.3 Estimate Activity
Resource is the process
of estimating the tye and
quantities of material,
people, equipment or
Activity list
Activity attributes
Resource calendars
Enterprise
environmental
Expert judgment
Alternative analysis
Published
estimating data
Bottom-up
Activity resource
requirements
Resource
breakdown
structure
Planning
Project Time Management - Processes required to ensure timely completion of the project
Area Process Inputs Tools and Techniques Outputs /
Deliverables
Process
Group
Other Notes
supplies required to
perform each activity
factors
Organizational
process assets
estimating
Project
management
software
Project document
updates
6.4 Estimate Activity
Durations is the process
of approximating the
number of work periods
needed to complete
individual activities with
estimated resources.
Activity list
Activity attributes
Activity resource
requirements
Resource calendars
Project scope
statement
Enterprise
environmental
factors
Organizational
process assets
Expert judgment
Analogous
estimating
Parametric
estimating
Three point
estimates
Reserve analysis
Activity duration
estimates
Project document
updates
Planning Variance = Pessimistic – Optimistic
divided by 6, squared
Standard Deviation = Pessimistic –
Optimistic divided by 6
6.5 Develop Schedule is
the process of analyzing
activity sequences,
durations, resource
requirements and
schedule constraints to
create the project
schedule
Activity list
Activity attributes
Project schedule
network diagrams
Activity resource
requirements
Resource calendars
Activity duration
estimates
Project scope
statement
Enterprise
environmental
factors
Organizational
Schedule network
analysis
Critical path method
Critical chain
method
Resource leveling
What-if scenario
analysis
Applying leads and
lags
Schedule
compression
Scheduling tool
Project schedule
Schedule baseline
Schedule data
Project document
updates
Planning Critical Path is the longest path
through a network diagram and shows
earliest completion of a project.
CPM uses the most likely estimate to
calculate the float to determine project
duration and scheduling flexibility.
Critical chain modifies schedule to
account for limited resources. Define
critical path, then apply resources –
often path changes.
Schedule can be showed as a network
diagram, bar chart (gantt), or milestone
Project Time Management - Processes required to ensure timely completion of the project
Area Process Inputs Tools and Techniques Outputs /
Deliverables
Process
Group
Other Notes
process assets chart.
Schedule compression :-
1. Crashing – adding additional
resource to shorten the
duration
2. Fast tracking – Perform
sequence activities in parallel
etc.
6.6 Control Schedule – is
the process of monitoring
the status of the project to
update project progress
and manage changes to
the schedule baseline.
Schedule control is
concern with :
Determine the current
status of the project
schedule
Influencing the factors
that create schedule
changes
Determine that the
project schedule has
changed
Managing the actual
changes as they occur
Project
management plan
Project schedule
Work performance
information
Organizational
process assets
Performance
reviews
Variance analysis
Project
management
software
Resource leveling
What-if scenario
analysis
Adjusting leads and
lags
Schedule
compression
Scheduling tool
Work performance
measurements
Organizational
process assets
updates
Change requests
Project
management plan
updates
Project document
updates
Monitor
& Control
Key measures include Schedule
Variance (SV) and Schedule
Performance Index (SPI).
Progress reporting includes actual
start and finished dates, and remaining
durations for unfinished activities..
Schedule revisions are a special
category of schedule updates –
generally incorporated in response to
approved change requests. The
original schedule baseline and model
are saved to prevent loss of data.
Preparation Worksheet #4
Project Cost Management – processes in estimating, budgeting and controlling costs so that the project can be completed within budget
Area Process Inputs Tools and Techniques Outputs /
Deliverables
Process
Group
Other Notes
7.1 Estimate Cost is the
process of developing an
approximation of the
monetary resources
needed to complete
project activities
Scope baseline
Project schedule
Human resource
plan
Risk register
Enterprise
environmental
factors
Organizational
process assets
Expert judgment
Analogous
estimating
Parametric
estimating
Bottom-up
estimating
Three-point
estimates
Reserve analysis
Cost of quality
Project
management
estimating software
Vendor bid analysis
Activity cost
estimates
Basis of estimates
Project document
updates
Planning Top down / analogous estimating is
generally less costly and less accurate
than other techniques.
Bottom-up estimating accuracy is
driven by size of work items being
estimated. Reserve analysis includes
“known unknowns”.
Project in initiation phase as
rough order of Magnitude (ROM) of –
50/+100%, later could go to
–10%/+15%
7.2 Determine Budget is
the process of
aggregating the estimated
costs of individual
activities or work
packages to establish an
authorized cost baseline
Activity cost
estimates
Basis of estimates
Scope baseline
Project schedule
Resource calendar
Contracts
Organizational
process assets
Cost aggregation
Reserve analysis
Expert judgment
Historical
relationships
Funding limit
reconciliation
Cost performance
baseline
Project funding
requirements
Project document
updates
Planning Cost baseline is a time-phased budget
to measure and monitor cost
performance.
Reserve are budgeted for unplanned,
but potentially required, changes to
project scope and cost – not part of the
project cost baseline or earned value.
Project funding requirements are
derived from the cost baseline.
7.3 Control Cost is the
process of monitoring the
Project
management plan
Earned value
management
Work performance
measurements
Monitor
& Control
PV - Planned Value (also Budget
at Completion BAC)
Project Cost Management – processes in estimating, budgeting and controlling costs so that the project can be completed within budget
Area Process Inputs Tools and Techniques Outputs /
Deliverables
Process
Group
Other Notes
status of the project to
update the project budget
and managing changes to
the cost baseline
Project funding
requirements
Work performance
information
Organizational
process assets
Earned value
management
Forecasting
To-complete
performance index
Performance
reviews
Variance analysis
Project
management
software
Budget forecasts
Organizational
process assets
updates
Change requests
Project
management plan
updates
Project document
updates
EV - Earned Value
AC - Actual Cost
ETC – Estimate to Complete
EAC – Estimate at Completion
Formulas to remember:
Schedule Variance = EV-PV
Cost Variance = EV-AC
Schedule Performance Index =
EV/PV
Cost Performance Index =
EV/AC (<1.0 overrun, 1.0 on
budget, > 1.0 underrun)
SPI, CPI used to forecast
completion date and project cost
projection
3 methods of getting EAC
o EAC forecast for ETC work
performed at the budgeted
rate, EAC = AC + BAC – EV
o EAC forecast for ETC work
performed at the present CPI,
EAC = BAC/CPI
o EAC forecast for ETC work
considering both SPI & CPI
factors, EAC=AC + (BAC-
EV)/(CPI*SPI)
TCPI – is the calculated projection of
cost performance that must be
achieved on the remaining work to
meet a specified management goal,
such as the BAC or EAC
Project Cost Management – processes in estimating, budgeting and controlling costs so that the project can be completed within budget
Area Process Inputs Tools and Techniques Outputs /
Deliverables
Process
Group
Other Notes
TCPI based on BAC =
(BAC-EV)/(BAC – AC)
TCPI based on EAC =
(BAC-EV)/(EAC-AC)
Cost/Hour Estimates
Estimating Method Generic Type WBS relationship Accuracy Time to prepare
Parametric Rough Order of Magnitude Top Down -25% to +75% Days
Analogy Budget Top Down -10% to +25% Weeks
Engineering (Grass Roots) Definitive Bottom Up -5% to +10% Months
PERT is a probabilistic method, whereas CPM is deterministic.PERT estimates the activity durations based on probability, whereas CPM assumes that the activity durations are fixed
PERT estimate or Expected Activity Duration = ( O + 4M + P ) / 6
Standard Deviation of an Activity, σ = ( P – O ) / 6
Variance of an Activity, σ² = [ ( P – O ) / 6 ] ²
f
Preparation Worksheet #5
Project Quality Management – processes and activities of the performing organization that determine quality policies, objectives, and responsibilities so that the
project will satisfy the needs for which it was undertaken. It implements the quality management system through policy and procedures with continuous process
improvement activities conducted throughout, as appropriate
Area Process Inputs Tools and Techniques Outputs /
Deliverables
Process
Group
Other Notes
8.1 Plan Quality is the
process of identifying
quality requirements
and/or standards for the
project and product, and
documenting how the
project will demonstrate
compliance
Scope baseline
Stakeholder register
Cost performance
baseline
Schedule baseline
Risk register
Enterprise
environmental
factors
Organizational
process assets
Cost-benefit
analysis
Cost of quality
Control charts
Benchmarking
Design of
experiments
Statistical sampling
Flowcharting
Proprietary quality
management
methodologies
Additional quality
planning tools
Quality
management plan
Quality metrics
Quality checklists
Process
improvement plan
Project document
updates
Planning Quality is “the degree to which a set of
inherent characteristics fulfill
requirements”
Grade is a category assigned to
products or services having the same
functional use but different technical
characteristics
Precision means the values of
repeated measurements are clustered
and have little scatter
Accuracy means that the measured
value is very close to the true value
Customer Satisfaction: Conformance
to requirements, specifications, and
fitness for use.
Quality is planned in, not inspected in.
Cost of quality is total cost of all efforts
related to quality. Project may not
reap benefits since they are later in
product lifecycle (i.e. lower returns)
8.2 Perform Quality
Assurance is the process
Project
management plan
Plan Quality and
Perform Quality
Organizational
process assets
Executing Deming: Plan, Do, Check, Act
Kaizen (Continuous Improvement):
Project Quality Management – processes and activities of the performing organization that determine quality policies, objectives, and responsibilities so that the
project will satisfy the needs for which it was undertaken. It implements the quality management system through policy and procedures with continuous process
improvement activities conducted throughout, as appropriate
Area Process Inputs Tools and Techniques Outputs /
Deliverables
Process
Group
Other Notes
of auditing the quality
requirements and the
results from quality
control measurements to
ensure appropriate quality
standards and operational
definitions are used.
Perform Quality
Assurance is an
execution process that
uses data created during
Perform Quality Control.
Perform Quality
Assurance also provides
an umbrella for continous
process improvement,
which is an iterative
means for improving the
quality of all processes.
Continuous process
improvement reduces
waste and eliminates
activities that do not add
value. This allows
processes to operate at
increased levels of
efficiency and
effectiveness
Quality metrics
Work performance
information
Quality control
measurements
Control tools and
techniques
Quality audits
Process analysis
updates
Change requests
Project
management plan
updates
Project document
updates
Small improvements in products or
processes to reduce costs and ensure
consistency of products or services.
ISO 9000: An international standard
thatdescribes a recommended quality
system. Does not include quality
procedures or forms.
Heuristic is a rule of thumb (e.g. Rule
of Seven)
Project Quality Management – processes and activities of the performing organization that determine quality policies, objectives, and responsibilities so that the
project will satisfy the needs for which it was undertaken. It implements the quality management system through policy and procedures with continuous process
improvement activities conducted throughout, as appropriate
Area Process Inputs Tools and Techniques Outputs /
Deliverables
Process
Group
Other Notes
8.3 Perform Quality
Control is the process of
monitoring and recording
results of executing the
quality activities to assess
performance and
recommended necessary
changes
Project
management plan
Quality metrics
Quality checklists
Work performance
measurements
Approved change
requests
Deliverables
Organizational
process assets
Cause and effect
diagrams
Control charts
Flowcharting
Histogram
Pareto chart
Run chart
Scatter diagram
Statistical sampling
Inspection
Approved change
requests review
Quality control
measurement
Validated changes
Validated
deliverables
Organizational
process assets
updates
Change Requests
Project
management plan
updates
Project document
updates
Monitor &
Control
+/- 1 sigma = 68.26%
+/- 2 sigma = 95.46%
+/- 3 sigma = 99.73%
+/- 6 sigma = 99.99 %
Variable: Characteristic to be
measured (e.g. size, shape)
Attribute: The measurement (e.g.
inches, pounds)
Statistical Independence: The
probability of 1 event occurring does
not affect the probability of another
event occurring.
Deming definition of quality is “continous improvement”
Juran – for quality to improve, we must resolve “sporadic” (short term problems) and “chronic” (require scientific breakthrough) problems.
Juran suggests that cost of quality includes both conformance and nonconformance costs, whereas Crosby sugges that cost of quality includes the nonconformance costs because he argues that quality is free and conformance cost of prevention and appraisal are cost of doing business
Deming Juran Crosby
Definition of quality Continuous improvement Fitness for use Conformance to requirements
Application Manufacturing-driven companies Technology driven companies People drive companies
Target audience Workers Management Workers
Emphasis on Tools / System Measurement Motivation (behavioral)
Type of tools Statistical process control Analytical, decision-making and Minimal use
Cost of quality
Use of goals and targets Not used Used for breakthrough projects Posted goals for workers
Taguchi’s concepts :-
1. Quality should be designed into the product and not inspected into it2. Quality is best achieved by minimizing the deviation from the target. The product should be designed that it is immune to uncontrollable environmental factors3. The cost of quality should be measured as a function of deviation from the standard and the losses should be measured system-wide
6 quality management concepts
1. Quality policy2. Quality objectives3. Quality assurance4. Quality control5. Quality audit6. Quality program plan
Cost of Quality
Cost of good quality (cost of conformance)o Prevention costs (build a quality product)o Appraisal cost (Assess the quality)
Cost of Poor quality (cost of nonconformance)o Internal failure cost (Failures found by the project)o External failure cost (Failures found by the customer)o
Preparation Worksheet #6
Project Human Resource Management – process the organize, manage and lead the project team
Area Process Inputs Tools and Techniques Outputs /
Deliverables
Process
Group
Other Notes
9.1 Develop Human
Resource Plan by
identifying, documenting
Activity resource
requirements
Enterprise
Organization charts
and position
descriptions
Human Resource
Plan
PlanningStaff management plan includes 1)
staff acquisition 2) timetable 3) release
Project Human Resource Management – process the organize, manage and lead the project team
Area Process Inputs Tools and Techniques Outputs /
Deliverables
Process
Group
Other Notes
project roles,
responsibilities, required
skills, reporting
relationships as well as
creating the staffing
management plan
environmental
factors
Organizational
process assets
Networking
Organizational
theory
criteria 4) training needs 5) recognition
& rewards 6) compliance 7) safety
9.2 Acquire Project Team
is the process of
confirming human
resource availability and
obtaining the team
necessary to complete
project assignments.
Project
management plan
Enterprise
environmental
factors
Organizational
process assets
Pre-assignment
Negotiation
Acquisition
Virtual teams
Project staff
assignments
Resource
calendars
Project
management plan
updates
Executing Conflict Resolution Techniques:
Problem Solving (Address
interests)
Compromising (Middle ground)
Forcing (Impose judgement)
Withdrawal (Avoidance)
Smoothing (Peace keeping)
PMI recommends Problem Solving as
best choice followed by
compromising. Forcing is last.
9.3 Develop Project Team
is the process of
improving the
competencies, team
interaction, and the
overall team environment
to enhance project
performance. Project
managers should acquire
skills to identify, build,
maintain, motivate, lead
and inspire project teams
to achieve high team
performance and to meet
Project staff
assignments
Project
management plan
Resource
calendars
Interpersonal
skills
Training
Team building
activities
Ground rules
Co-location
Recognition and
rewards
Team
performance
assessments
Enterprise
environmental
factors updates
Executing Maslow’s Hierarchy of Needs (in
order):
Physiological (Lowest)
Safety
Social
Esteem
Self-Actualization (Highest)
MacGregor’s Theory X – People must
be constantly watched. They are
incapable, avoid responsibility, and
avoid work.
MacGregor’s Theory Y – People are
willing to work without supervision and
want to achieve.
Project Human Resource Management – process the organize, manage and lead the project team
Area Process Inputs Tools and Techniques Outputs /
Deliverables
Process
Group
Other Notes
the project’s objectives. Ouchi's Theory Z - People work
effectively when secure, consulted and
held collectively responsible.
9.4 Manage Project Team
is the process of tracking
team member
performance, providing
feedback, resolving
issues, and managing
changes to optimize
project performance.
Project staff
assignments
Project
management plan
Team performance
assessments
Performance reports
Organizational
process assets
Observation and
conversation
Project performance
appraisals
Conflict
management
Issue log
Interpersonal skills
Enterprise
environmental
factors updates
Organizational
process assets
updates
Change requests
Project
management plan
updates
Monitor &
Control
Lessons learned documentation can
include 1) org charts as templates 2)
rules or techniques that were
particularly successful 3) virtual teams,
location items that were successful 4)
special skills discovered during the
project
Worksheet #7
Project Communications Management – Processes required to ensure timely and appropriate generation, collection, dissemination, storage, retrieval, and
ultimate disposition of project information; provide the critical links among people & information that are needed for successful communications. Effective
communication creates a bridge between diverse stakeholders involved in a project, connecting various cultural and organizational backgrounds, different levels of
expertise, and various perspectives and interests in the project execution or outcome
Area Process Inputs Tools and Techniques Outputs / Deliverables Process
Group
Other Notes
10.1 Identify
Stakeholders is the
process of identifying all
people or organizations
impacted by the project,
and documenting relevant
information regarding
their interests,
involvement, and impact
on project success
Project charter
Procurement
documents
Enterprise
environmental
factors
Organizational
process assets
Stakeholder
analysis
Expert judgment
Stakeholder
register
Stakeholder
management
strategy
Initiating Communication Methods:
¨ Formal Written – Project
Plans/Charters
¨ Formal Verbal – Presentations,
Speeches
¨ Informal Written – Memos, e-mail
¨ Informal Verbal – Meetings,
Conversations
Comm. Channels: N(N-1)/2 where N
is equal to the number of people.
A salience model is a stakeholder
classification that ranks stakeholders
based on their power, urgency, and
legitimacy in the project
10.2 Plan
Communications is the
process of determining
the project stakeholder
information needs and
defining a communication
Stakeholder register
Stakeholder
management
strategy
Enterprise
environmental
Communication
requirement
analysis
Communication
technology
Communication
Communications
management plan
Project document
updates
PlanningPM should spend 70 - 90% of their
time communicating.
Basic elements of communication:
¨ Sender (or encoder)
¨ Message.
Project Communications Management – Processes required to ensure timely and appropriate generation, collection, dissemination, storage, retrieval, and
ultimate disposition of project information; provide the critical links among people & information that are needed for successful communications. Effective
communication creates a bridge between diverse stakeholders involved in a project, connecting various cultural and organizational backgrounds, different levels of
expertise, and various perspectives and interests in the project execution or outcome
Area Process Inputs Tools and Techniques Outputs / Deliverables Process
Group
Other Notes
approach factors
Organizational
process assets
models
Communication
methods
¨ Receiver (or decoder)
About 55% of all communication is nonverbal. Oral Message account for 7% of the message, The tonality of the message account for 38% of the message.
Paralingual – Pitch and tone of voice also help to convey a message
Communication methods – Interactive communication, Push communication, Pull communication
10.3 Distribute
information is the process
of making relevant
information available to
project stakeholders as
planned.
The focus here is mainly
in the execution process,
which includes
implementing the
communications
management plan, as
Project
management plan
Performance reports
Organizational
process assets
Communication
methods
Information
distribution tools
Organizational
process assets
updates
Execution Performance Reporting Tools:
¨ Status Report
¨ Progress Report
¨ Trend Report
¨ Forecasting Report
¨ Variance Report
¨ Earned Value**
Project Communications Management – Processes required to ensure timely and appropriate generation, collection, dissemination, storage, retrieval, and
ultimate disposition of project information; provide the critical links among people & information that are needed for successful communications. Effective
communication creates a bridge between diverse stakeholders involved in a project, connecting various cultural and organizational backgrounds, different levels of
expertise, and various perspectives and interests in the project execution or outcome
Area Process Inputs Tools and Techniques Outputs / Deliverables Process
Group
Other Notes
well as responding to
unexpected requests for
information.
10.4 Manage Stakeholder
Expectations is the
process of
communicating and
working with stakeholders
to meet their needs and
addressing issues as they
occur
Stakeholder register
Stakeholder
management
strategy
Project
management plan
Issue log
Change log
Organizational
process assets
Communication
methods
Interpersonal skills
Management skills
Organizational
process assets
updates
Change requests
Project
management plan
updates
Project document
updates
Execution
10.5 Report
Performance is the
process of collecting and
distributing performance
information, including
status reports, progress
measurements, and
forecasts
The performance
reporting process
involves the periodic
collection and analysis of
baseline versus actual
Project
management plan
Work performance
information
Work performance
measurements
Budget forecasts
Organizational
process assets
Variance analysis
Forecasting
methods
Communication
methods
Reporting systems
Performance
reports
Organizational
process assets
updates
Change requests
Monitoring
and
Controllin
g
Project Communications Management – Processes required to ensure timely and appropriate generation, collection, dissemination, storage, retrieval, and
ultimate disposition of project information; provide the critical links among people & information that are needed for successful communications. Effective
communication creates a bridge between diverse stakeholders involved in a project, connecting various cultural and organizational backgrounds, different levels of
expertise, and various perspectives and interests in the project execution or outcome
Area Process Inputs Tools and Techniques Outputs / Deliverables Process
Group
Other Notes
data to understand and
communicate the project
progress and
performance as well as
forecast the project
results
Preparation Worksheet #8
Project Risk Management – processes concerned with planning, identifying, analyzing and responding to project risk; objective is to increase the probability &
impact of positive events and to decrease the probability and impact of adverse events
Area Process Inputs Tools and
Techniques
Outputs / Deliverables Process
Group
Other Notes
11.1 Risk Management
Planning by deciding
how to approach, plan
& execute the risk
management activities
for a project
The process of
developing and
documenting an
organized,
comprehensive, and
interactive strategy and
methods for identifying
and analyzing risks,
developing risk
response plans and
monitoring and
controlling how risks
have changed
- Project scope
statement
- Cost
management plan
- Schedule
Management
Plan
- Communication
Management
Plan
- Enterprise
Environment
Factors
- Organizational
Process Assets
- Planning
Meetings and
analysis
- Risk Management Plan
o Risk Management
Methodology
o Risk roles and
responsibility
o Risk budget and
schedule
o Tolerances, threshold,
and authority
o Risk categories
Planning Risk = f(probability, consequence)
Tolerance of risk :
Risk averter/avoider,
risk neutral,
risk taker or risk seeker.
Expected Payoff for a strategy =
sum of (payoff element X
probability)
Risk management plan includes
methodology, roles,
responsibilities, budget, timing,
scoring / interpretation, thresholds,
reporting, tracking, etc.
Risk Categories:
¨ Technical
¨ Project management
¨ Organizational
¨ External
11.2 Risk Identification
by determining which
- Risk management
plan
- Documentation
reviews
- Risk register
o Risk
Planning Risk Components:
¨ Risk event
Project Risk Management – processes concerned with planning, identifying, analyzing and responding to project risk; objective is to increase the probability &
impact of positive events and to decrease the probability and impact of adverse events
Area Process Inputs Tools and
Techniques
Outputs / Deliverables Process
Group
Other Notes
risks might affect the
project and
documenting their
characteristics
- Activity cost
estimates
- Activity duration
estimates
- Scope baseline
- Stakeholder register
- Cost management
plan
- Schedule
management plan
- Quality
management plan
- Project documents
- Enterprise
environment factors
- Information
gathering
techniques
- Checklist
analysis
- Assumptions
analysis
- Diagramming
techniques
- SWOT analysis
- Expert judgement
o Risk owner
o Risk category
o Risk cause
o Potential response
o Impact
o Probability
o Symptons/Warning
signs
o Risk score
o Risk ranking / priority
o Risk response
o Risk response
responsibilities
o Secondary risks
o Risk response budget
o Risk response
schedule
o Contingency plan
o Fallback plan
¨ Risk event probability
¨ Risk event consequence
¨ Risk event status
11.3 Qualitative Risk
Analysis by prioritizing
risks for further analysis
or action by assessing
- Risk register
- Risk management
plan
- Project scope
- Risk probability
and impact
assessment
- Probability and
- Risk register (updates) Planning Use of low precision data may lead
to faulty analysis.
Risks calculated as high or
moderate would be prime
Project Risk Management – processes concerned with planning, identifying, analyzing and responding to project risk; objective is to increase the probability &
impact of positive events and to decrease the probability and impact of adverse events
Area Process Inputs Tools and
Techniques
Outputs / Deliverables Process
Group
Other Notes
& combining their
probability of
occurrence & impact
statement
- Organizational
process assets
impact matrix
- Risk data quality
assessment
- Risk
categorization
- Risk urgency
assessment
- Expert judgment
-
candidates for further analysis.
11.4 Quantitative Risk
Analysis through
numerically analyzing
the effect on overall
project objectives of
- Risk register
- Risk management
plan
- Cost management
plan
- Data gathering
and
representation
techniques
- Quantitative risk
- Risk register (updates)
including 1) probabilistic
analysis of the project for
schedule & cost outcomes 2)
prioritized list of quantified
Planning Quantitative analysis follows
qualitative analysis.
Objectives include:
¨ Determine probability of
reaching project objectives
Project Risk Management – processes concerned with planning, identifying, analyzing and responding to project risk; objective is to increase the probability &
impact of positive events and to decrease the probability and impact of adverse events
Area Process Inputs Tools and
Techniques
Outputs / Deliverables Process
Group
Other Notes
identified risks - Schedule
management plan
- Organizational
process assets
analysis and
modeling
techniques
(sensitivity
analysis,
expected
monetary value
analysis, and
decision tree
analysis,
modeling &
simulation)
- Expert judgment
risks 3) trends in quantitative
risk results)
¨ Determine size of contingency
needed
¨ Identify risks requiring most
attention based on their priority
¨ Identify realistic cost and
scope targets
11.5 Risk Response
Planning by developing
options & actions to
enhance opportunities
& reduce threats to
project objectives
- Risk register
- Risk management
plan
- Strategies for
negative risk or
threats (avoid,
transfer or
mitigate)
- Strategies for
positive risks or
- Risk register (updates)
- Risk-related contractual
agreements
- Project management plan
(updates)
- Project document updates
Planning Contingency Plan is a
management plan that identifies
alternative strategies to be used to
ensure project success if specified
risk events occur.
Fallback plan is a management
plan that identifies alternative
Project Risk Management – processes concerned with planning, identifying, analyzing and responding to project risk; objective is to increase the probability &
impact of positive events and to decrease the probability and impact of adverse events
Area Process Inputs Tools and
Techniques
Outputs / Deliverables Process
Group
Other Notes
Response Option for
risk include
acceptance, avoidance,
mitigation (control) and
transfer
Response Option for
opportunity include
acceptance, enhance,
exploit and share
opportunities
(exploit, share or
enhance)
- Strategy for both
risks and
opportunities
(accept and
contigent)
- Contingency
response
strategy
- Expert judgment
project approaches if the risk has
high impact, or if the strategy might
not be fully effective.
Contingency Reserve accounts for
known risks that have been
accepted.
Secondary risks arise from
implementing the contingency
plan.
11.6 Risk Monitoring
and Control by keeping
track of identified risks,
monitoring residual
risks and identifying
new risks, executing
risk response plans and
evaluating their
effectiveness
- Risk register
- Project
management plan
- Work performance
information
- Performance
reports
- Risk
reassessment
- Risk audits
- Variance and
trend analysis
- Technical
performance
measurement
- Reserve analysis
- Risk register (updates)
- Organizational process assets
updates
- Change requests
- Project management plan
(updates)
- Project document updates
Monitor
&
Control
Purpose of Risk Monitoring is to
determine if:
¨ Risk responses implemented
as planned
¨ Risk response actions were as
effective as planned
¨ Project assumptions are still
valid
¨ Risk trigger has occurred
Project Risk Management – processes concerned with planning, identifying, analyzing and responding to project risk; objective is to increase the probability &
impact of positive events and to decrease the probability and impact of adverse events
Area Process Inputs Tools and
Techniques
Outputs / Deliverables Process
Group
Other Notes
throughout the project
life cycle
- Status meetings ¨ Risk exposure has changed
Notes
Hurwicz criterion – optimistic and go by maximize profit by go-for-broke strategy – maximax criterion
Wald criterion – maximin criterion – how much can afford to lose
Savage – minimize the maximum regret – minimax criterion – minimize the maximum regret
Laplace – attempt to transform decision making under uncertainty to decision making under risk
Expected monetary value (EMV) is the cost or benefit of an uncertain event
EMV =
Reserve – Contingency reserve (known unknowns) and management reserve (unknown)
Preparation Worksheet #9
Project Procurement Management – processes required to acquire goods and services from outside the performing team; administering contractual obligations
placed on the project team by the contract
Area Process Inputs Tools and Techniques Outputs /
Deliverables
Process
Group
Other Notes
12.1 Plan Procurements
is the process of
documenting project
purchasing decisions,
specifying the approach,
and identifying potential
sellers. It identifies those
project needs which can
best be, or must be, met
by acquiring products,
services, or results
outside of the project
organization, versus
those project needs
which can be
accomplished by the
project team
Scope baseline
Requirements
document
Teaming
requirements
Risk register
Risk-related contract
decisions
Activity resource
requirements
Project schedule
Activity cost
estimates
Cost performance
baseline
Enterprise
environmental
factors
Organizational
process assets
Make-or-buy
analysis
Expert judgment
Contract types
Procurement
management plan
Procurement
statement of work
Make-or-buy
decisions
Procurement
documents
Source selection
criteria
Change requests
Planning Contract Type:
FP – Fixed Price or Lump
sum. (Simplest form is PO) –
risk on seller
o Firm Fixed Price Contracts
(FFP)
o Fixed Price Incentive Fee
Contracts (FPIF)
o Fixed Price with Economic Price
Adjustment Contracts (FP-EPA)
CR – Cost Reimbursable (cost
plus fee, cost plus fixed fee or
cost plus incentive fee, cost plus
award fee contracts) – place risk
on buyer
T&M – Time and Materials
(aspects of FP and CR
contracts) - Moderate cost risk
to buyer.)
Project Procurement Management – processes required to acquire goods and services from outside the performing team; administering contractual obligations
placed on the project team by the contract
Area Process Inputs Tools and Techniques Outputs /
Deliverables
Process
Group
Other Notes
12.2 Conduct
Procurements is the
process of obtaining
seller responses,
selecting a seller, and
awarding a contract. In
this process, the team will
receive bids or proposals
and will apply previously
defined selection criteria
to select one or more
sellers who are qualified
to perform the work and
acceptable as a seller
Project
management plan
Procurement
documents
Source selection
criteria
Qualified seller list
Seller proposals
Project documents
Make-or-buy
decision
Teaming
agreements
Organizational
process assets
Bidder conferences
Proposal evaluation
techniques
Independent
estimates
Expert judgment
Advertising
Internet search
Procurement
negotiations
Selected sellers
Procurement
contract award
Resource
calendars
Change requests
Project
management plan
updates
Project document
updates
PlanningProcurement management plan can
include 1) type of contract 2)
independent estimates 3) standardized
procurement documents 4) constraints
& assumptions 5) lead times for
contracting coordination 6) make-or-
buy documentation 7) scheduled dates
in contracts 8) performance metrics for
managing contracts
All bidders conference Q&A should be
put in writing and issued to all potential
sellers as an addendum to the
procurement docs.
12.3Administer
Procurements is the
process of managing
procurement relationship,
monitoring contract
performance, and making
changes and corrections
as needed. Both the
buyer and seller will
administer the
procurement contract for
similar purposes
Procurement
documents
Project
management plan
Contract
Performance reports
Approved change
requests
Work performance
information
Contract change
control system
Procurement
performance
reviews
Inspection and
audits
Performance
reporting
Payment systems
Claims
administration
Procurement
documentation
Organizational
process assets
updates
Change requests
Project
management plan
updates
Executing
Project Procurement Management – processes required to acquire goods and services from outside the performing team; administering contractual obligations
placed on the project team by the contract
Area Process Inputs Tools and Techniques Outputs /
Deliverables
Process
Group
Other Notes
Record
management
system
12.4 Close
Procurements is the
process of completing
each project
procurement. It supports
the Close Project or
Phase process, since it
involves verification that
all work and deliverables
were acceptable.
Project
management plan
Procurement
documentation
Procurement audits
Negotiated
settlements
Records
management
system
Closed
procurements
Organizational
process assets
updates
Executing
Knowledge Areas Project Management Process GroupsInitiating Process Group
Planning Process Group
Executing Process Group
Monitoring & Controlling Process Group
Closing Process Group
4. Process Integration Management
4.1 Develop Project charter
4.2 Develop Project Management Plan
4.3 Direct and Manage Project Execution
4.4 Monitor and Control Project Work
4.5 Perform Integrated Change Control
4.6 Close Project or Phase
5. Project Scope Management
5.1 Collect Requirements
5.2 Define Scope5.3 Create WBS
5.4 Verify Scope5.5 Control Scope
6. Project Time Management
6.1 Define Activities6.2 Sequence
Activities6.3 Estimate
Activity Resources
6.4 Estimate Activity Durations
6.5 Develop Schedule
6.6 Control Schedule
7. Project Cost Management
7.1 Estimate Costs7.2 Determine
Budget
7.3 Control Costs
8. Project Quality Management
8.1 Plan Quality 8.2 Perform Quality Assurance
8.3 Perform Quality Control
9. Project Human 9.1 Develop Human 9.2 Acquire Project 9.5
Resource Management Resource Plan Team9.3 Develop Project
Team9.4 Management
Project Team10.Project
Communications Management
10.1 Identify Stakeholders
10.2 Plan Communications
10.3 Distribute Information
10.4 Manage Stakeholders Expectations
10.5 Report Performance
11.Project Risk Management
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
11.6 Monitor and Control Risks
12.Project Procurement Management
12.1 Plan Procurements
12.2 Conduct Procurements
12.3 Administer Procurements
12.4 Close Procurements