Professional Documents
Culture Documents
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 / Process Other Notes
Deliverables Group
4.1 Develop Project Project statement of Expert judgment Project Charter Initiating Sponsor initiates the charter; charter
Charter which formally work includes
authorizes a project or a Business case 1) Project purpose or justification
phase and documenting Contract 2) Measurable project objectives
initial requirement that Enterprise and related success criteria
satisfy the stakeholder’s Environment factors 3) High level requirements
need and expectation Organizational 4) High level project description
process assets 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 / Process Other Notes
Deliverables Group
4.2 Develop Project Project charter Expert judgement Project Planning Plan includes
Management Plan that Outputs from management plan 1) processes selected
documents what is planning processes 2) level of implementation
needed to define, prepare, Enterprise 3) tools to be used
integrate & coordinate all environmental 4) interactions
subsidiary plans factors 5) how to execute work
Organizational 6) how to control changes
process assets 7) how to do configuration mgmt
8) baselines use
9) communication needs
10) project phases
11) key mgmt issues
4.4 Direct & Manage Project Expert judgment Deliverables Executin Actions include
Project Execution by management plan Project Work performance g 1) perform activities
executing the work Approved change management information 2) spend money
defined in the project requests information system Change requests 3) train staff
management plan to meet Enterprise Project 4) manage vendors
requirements defined in Environment factors management plan 5) implement standards
the scope statement Organizational updates 6) create, control & validate
process assets Project document deliverables
updates 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 / Process Other Notes
Deliverables Group
4.5 Monitor & Control Project Expert judgment Change requests Monitor & Actions include
Project Work is the management plan Project Control 1) compare actual vs. plan
process of tracking, Performance reports management plan 2) determine corrective actions needed
reviewing, and regulating Enterprise updates 3) analyze risks & ensure corrective
the progress to meet the environment factors Project document actions taken
performance objectives Organizational updates 4) maintain information base
defined in the project process assets 5) status reporting
management plan 6) forecasting
4.6 Integrated Change Project Expert judgment Change request Monitor & Change control is needed because
Control is the process of management plan Change control status updates Control projects seldom run according to
reviewing all change Work performance meeting Project plan. Changes must be managed; also
requests, approving information management plan includes documenting changes and
changes and managing Change requests updates only releasing approved
changes to the Enterprise Project document changes. Defect repair must be
deliverables, environment factors updates validated and quality controlled.
organizational process Organizational
assets, project documents process assets Configuration management also
and the project occurs – identify changes, determine if
management plan 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 / Process Other Notes
Deliverables Group
4.7 Close Project by Project Expert judgment Final product, Closing Updates after project completion
finalizing all activities management plan service, or result include
across all of the project Accepted transition 1) formal acceptance documentation
process groups to formally deliverables Organizational (written)
close the project Organizational process assets 2) project files updated
process assets updates 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 / Process Other Notes
Deliverables Group
5.1 Collect Requirements is Project charter Interviews Requirements Planning
the process of defining and Stakeholder register Focus groups Documentation
documenting stakeholders’ Facilitated Requirements
needs to meet the project workshops Management Plan
objectives Group creativity Requirements
techniques Traceability Matrix
Group decision
making techniques
o Unanimity
o Majority
o Plurality
o Dictatorship
Questionnaires and
surveys
Observations
Prototypes
5.2 Define Scope by Project charter Expert judgment Project scope Planning Project Scope statement is critical to
developing a detailed Requirements Product analysis statement the project success. Includes
description of the project Documentation Alternatives Project document 1) Product scope description
and product Organizational identification updates 2) Product acceptance criteria
process assets Facilitated 3) Project deliverables
workshops 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 / Process Other Notes
Deliverables Group
5.3 Create Work Project scope Decomposition WBS Planning Decomposition divides work into
Breakdown Structure statement WBS dictionary smaller elements by
(WBS) is the process of Requirements Scope baseline 1) identify deliverables
subdividing project documentation Project document 2) structure and organize WBS
deliverables and project Organizational updates 3) decomposing upper WBS into lower
work into smaller, more process assets level detailed components
manageable components. 4) assign ID codes to WBS
The WBS is a deliverable- components
oriented hierarchical 5) verifying that degree of
decomposition of the work decomposition is sufficient.
to be executed by the
project team to accomplish Each component must be assigned,
the project objectives and and defined in terms of how the project
create the required will actually be executed and
deliverables, with each controlled.
descending level of WBS
representing an
increasingly detailed
definition of the project work
5.4 Verify scope is the Project Inspection Accepted Monitor Scope verification is primarily
process f formalizing management plan deliverables & Control concerned with acceptance of the
acceptance of the Requirements Change requests scope by stakeholders
completed project documentation Project document
deliverables. Verifying Requirements updates
scope includes reviewing traceability matrix
deliverables with the Validated
customer or sponsor to deliverables
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 / Process Other Notes
Deliverables Group
ensure that they are
completed satisfactory and
obtaining formal
acceptance of deliverables
by the customer or sponsor
5.5 Control Scope is the Project Variance analysis Work performance Monitor Uncontrolled changes called “scope
process of monitoring the management plan measurements & Control creep”. Change is inevitable, thus this
status of the project and Work performance Organizational process is needed
product scope and information process assets
managing changes to the Requirements updates
scope baseline. Controlling documentation Change requests
the project scope ensures Requirements Project
all requested changes and traceability matrix management plan
recommended corrective or Organizational updates
preventative actions are process assets Project document
processed through the updates
Perform Integrated Change
Control Process
Preparation Worksheet #3
Project Time Management - Processes required to ensure timely completion of the project
Area Process Inputs Tools and Techniques Outputs / Process Other Notes
Deliverables Group
6.1 Define Activities is the Scope baseline Decomposition Activity list Planning The activity list does not include any
process of identifying the Enterprise Rolling wave Activity attributes schedule activities that are not
specific actions to be environmental planning Milestone list required as part of the project scope.
performed to produce the factors Templates
project deliverables. Organizational Expert judgment
Project work packages process assets
are typically decomposed
into smaller components
called activities that
represent the work
necessary to complete
the work package
6.2 Sequence Activity is Activity list Precedence Project schedule Planning 3 types of dependencies - mandatory,
the process of identifying Activity attributes diagramming network diagrams discretionary (best practices) and
and documenting Milestone list method (PDM) Project document external.
relationships among the Project scope Dependency updates
project activities. statement determination
Activities are sequenced Organizational Applying leads and
using logical relationship process assets lags
Schedule network
templates
6.3 Estimate Activity Activity list Expert judgment Activity resource Planning
Resource is the process Activity attributes Alternative analysis requirements
of estimating the tye and Resource calendars Published Resource
quantities of material, Enterprise estimating data breakdown
people, equipment or environmental Bottom-up structure
Project Time Management - Processes required to ensure timely completion of the project
Area Process Inputs Tools and Techniques Outputs / Process Other Notes
Deliverables Group
supplies required to factors estimating Project document
perform each activity Organizational Project updates
process assets management
software
6.4 Estimate Activity Activity list Expert judgment Activity duration Planning Variance = Pessimistic – Optimistic
Durations is the process Activity attributes Analogous estimates divided by 6, squared
of approximating the Activity resource estimating Project document
number of work periods requirements Parametric updates Standard Deviation = Pessimistic –
needed to complete Resource calendars estimating Optimistic divided by 6
individual activities with Project scope Three point
estimated resources. statement estimates
Enterprise Reserve analysis
environmental
factors
Organizational
process assets
6.5 Develop Schedule is Activity list Schedule network Project schedule Planning Critical Path is the longest path
the process of analyzing Activity attributes analysis Schedule baseline through a network diagram and shows
activity sequences, Project schedule Critical path method Schedule data earliest completion of a project.
durations, resource network diagrams Critical chain Project document
requirements and Activity resource method updates CPM uses the most likely estimate to
schedule constraints to requirements Resource leveling calculate the float to determine project
create the project Resource calendars What-if scenario duration and scheduling flexibility.
schedule Activity duration analysis
estimates Applying leads and Critical chain modifies schedule to
Project scope lags account for limited resources. Define
statement Schedule critical path, then apply resources –
Enterprise compression often path changes.
environmental Scheduling tool
factors Schedule can be showed as a network
Organizational 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 / Process Other Notes
Deliverables Group
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 Project Performance Work performance Monitor Key measures include Schedule
the process of monitoring management plan reviews measurements & Control Variance (SV) and Schedule
the status of the project to Project schedule Variance analysis Organizational Performance Index (SPI).
update project progress Work performance Project process assets
and manage changes to information management updates Progress reporting includes actual
the schedule baseline. Organizational software Change requests start and finished dates, and remaining
Schedule control is process assets Resource leveling Project durations for unfinished activities..
concern with : What-if scenario management plan
Determine the current analysis updates Schedule revisions are a special
status of the project Adjusting leads and Project document category of schedule updates –
schedule lags updates generally incorporated in response to
Influencing the factors Schedule approved change requests. The
that create schedule compression original schedule baseline and model
changes Scheduling tool are saved to prevent loss of data.
Determine that the
project schedule has
changed
Managing the actual
changes as they occur
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 / Process Other Notes
Deliverables Group
7.1 Estimate Cost is the Scope baseline Expert judgment Activity cost Planning Top down / analogous estimating is
process of developing an Project schedule Analogous estimates generally less costly and less accurate
approximation of the Human resource estimating Basis of estimates than other techniques.
monetary resources plan Parametric Project document Bottom-up estimating accuracy is
needed to complete Risk register estimating updates driven by size of work items being
project activities Enterprise Bottom-up estimated. Reserve analysis includes
environmental estimating “known unknowns”.
factors Three-point Project in initiation phase as
Organizational estimates rough order of Magnitude (ROM) of –
process assets Reserve analysis 50/+100%, later could go to
Cost of quality –10%/+15%
Project
management
estimating software
Vendor bid analysis
7.2 Determine Budget is Activity cost Cost aggregation Cost performance Planning Cost baseline is a time-phased budget
the process of estimates Reserve analysis baseline to measure and monitor cost
aggregating the estimated Basis of estimates Expert judgment Project funding performance.
costs of individual Scope baseline Historical requirements
activities or work Project schedule relationships Project document Reserve are budgeted for unplanned,
packages to establish an Resource calendar Funding limit updates but potentially required, changes to
authorized cost baseline Contracts reconciliation project scope and cost – not part of the
Organizational project cost baseline or earned value.
process assets
Project funding requirements are
derived from the cost baseline.
7.3 Control Cost is the Project Earned value Work performance Monitor PV - Planned Value (also Budget
process of monitoring the management plan management measurements & Control 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 / Process Other Notes
Deliverables Group
status of the project to Project funding Earned value Budget forecasts EV - Earned Value
update the project budget requirements management Organizational AC - Actual Cost
and managing changes to Work performance Forecasting process assets ETC – Estimate to Complete
the cost baseline information To-complete updates EAC – Estimate at Completion
Organizational performance index Change requests Formulas to remember:
process assets Performance Project Schedule Variance = EV-PV
reviews management plan Cost Variance = EV-AC
Variance analysis updates Schedule Performance Index =
Project Project document EV/PV
management updates Cost Performance Index =
software 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 / Process Other Notes
Deliverables Group
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
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 / Process Other Notes
Deliverables Group
8.1 Plan Quality is the Scope baseline Cost-benefit Quality Planning Quality is “the degree to which a set of
process of identifying Stakeholder register analysis management plan inherent characteristics fulfill
quality requirements Cost performance Cost of quality Quality metrics requirements”
and/or standards for the baseline Control charts Quality checklists Grade is a category assigned to
project and product, and Schedule baseline Benchmarking Process products or services having the same
documenting how the Risk register Design of improvement plan functional use but different technical
project will demonstrate Enterprise experiments Project document characteristics
compliance environmental Statistical sampling updates
factors Flowcharting Precision means the values of
Organizational Proprietary quality repeated measurements are clustered
process assets management and have little scatter
methodologies Accuracy means that the measured
Additional quality value is very close to the true value
planning tools
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
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 / Process Other Notes
Deliverables Group
8.3 Perform Quality Project Cause and effect Quality control Monitor & +/- 1 sigma = 68.26%
Control is the process of management plan diagrams measurement Control +/- 2 sigma = 95.46%
monitoring and recording Quality metrics Control charts Validated changes +/- 3 sigma = 99.73%
results of executing the Quality checklists Flowcharting Validated +/- 6 sigma = 99.99 %
quality activities to assess Work performance Histogram deliverables
Variable: Characteristic to be
performance and measurements Pareto chart Organizational
measured (e.g. size, shape)
recommended necessary Approved change Run chart process assets
Attribute: The measurement (e.g.
changes requests Scatter diagram updates
inches, pounds)
Deliverables Statistical sampling Change Requests
Statistical Independence: The
Organizational Inspection Project
probability of 1 event occurring does
process assets Approved change management plan
not affect the probability of another
requests review updates
event occurring.
Project document
updates
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
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 it
2. Quality is best achieved by minimizing the deviation from the target. The product should be designed that it is immune to uncontrollable environmental factors
3. The cost of quality should be measured as a function of deviation from the standard and the losses should be measured system-wide
1. Quality policy
2. Quality objectives
3. Quality assurance
4. Quality control
5. Quality audit
Cost of Quality
o
Preparation Worksheet #6
Project Human Resource Management – process the organize, manage and lead the project team
Area Process Inputs Tools and Techniques Outputs / Process Other Notes
Deliverables Group
9.1 Develop Human Activity resource Organization charts Human Resource Planning
Staff management plan includes 1)
Resource Plan by requirements and position Plan
staff acquisition 2) timetable 3) release
identifying, documenting Enterprise descriptions
criteria 4) training needs 5) recognition
project roles, environmental Networking
& rewards 6) compliance 7) safety
responsibilities, required factors Organizational
skills, reporting Organizational theory
relationships as well as process assets
creating the staffing
management plan
9.2 Acquire Project Team Project Pre-assignment Project staff Executing Conflict Resolution Techniques:
is the process of management plan Negotiation assignments Problem Solving (Address
confirming human Enterprise Acquisition Resource interests)
resource availability and environmental Virtual teams calendars Compromising (Middle ground)
obtaining the team factors Project Forcing (Impose judgement)
necessary to complete Organizational management plan Withdrawal (Avoidance)
project assignments. process assets updates Smoothing (Peace keeping)
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 / Process Other Notes
Deliverables Group
10.1 Identify Project charter Stakeholder Stakeholder Initiating Communication Methods:
Stakeholders is the Procurement analysis register ¨ Formal Written – Project
process of identifying all documents Expert judgment Stakeholder Plans/Charters
people or organizations Enterprise management ¨ Formal Verbal – Presentations,
impacted by the project, environmental strategy Speeches
and documenting relevant factors ¨ Informal Written – Memos, e-mail
information regarding Organizational ¨ Informal Verbal – Meetings,
their interests, process assets Conversations
involvement, and impact
Comm. Channels: N(N-1)/2 where N
on project success
is equal to the number of people.
Area Process Inputs Tools and Techniques Outputs / Process Other Notes
Deliverables Group
approach factors models ¨ Receiver (or decoder)
Organizational Communication
process assets methods 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.
Area Process Inputs Tools and Techniques Outputs / Process Other Notes
Deliverables Group
management plan, as
well as responding to
unexpected requests for
information.
10.4 Manage Stakeholder Stakeholder register Communication Organizational Execution
Expectations is the Stakeholder methods process assets
process of management Interpersonal skills updates
communicating and strategy Management skills Change requests
working with stakeholders Project Project
to meet their needs and management plan management plan
addressing issues as they Issue log updates
occur Change log Project document
Organizational updates
process assets
10.5 Report Project Variance analysis Performance Monitoring
Performance is the management plan Forecasting reports and
process of collecting and Work performance methods Organizational Controlling
distributing performance information Communication process assets
information, including Work performance methods updates
status reports, progress measurements Reporting systems Change requests
measurements, and Budget forecasts
forecasts Organizational
process assets
The performance
reporting process
involves the periodic
collection and analysis of
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 / Process Other Notes
Deliverables Group
baseline versus actual
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 Outputs / Deliverables Process Other Notes
Techniques Group
11.1 Risk Management - Project scope - Planning - Risk Management Plan Plannin Risk = f(probability, consequence)
Planning by deciding statement Meetings and o Risk Management g
how to approach, plan - Cost analysis Methodology Tolerance of risk :
& execute the risk management plan o Risk roles and Risk averter/avoider,
management activities - Schedule responsibility risk neutral,
for a project Management o Risk budget and risk taker or risk seeker.
Plan schedule
The process of - Communication o Tolerances, threshold, Expected Payoff for a strategy =
developing and Management and authority sum of (payoff element X
documenting an Plan o Risk categories probability)
organized, - Enterprise
comprehensive, and Environment Risk management plan includes
interactive strategy and Factors methodology, roles,
methods for identifying - Organizational responsibilities, budget, timing,
and analyzing risks, Process Assets scoring / interpretation, thresholds,
developing risk reporting, tracking, etc.
response plans and Risk Categories:
monitoring and ¨ Technical
controlling how risks ¨ Project management
have changed ¨ Organizational
¨ External
11.2 Risk Identification - Risk management - Documentation - Risk register Plannin Risk Components:
by determining which plan reviews o Risk g ¨ 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 Outputs / Deliverables Process Other Notes
Techniques Group
risks might affect the - Activity cost - Information o Risk owner ¨ Risk event probability
project and estimates gathering o Risk category ¨ Risk event consequence
documenting their - Activity duration techniques o Risk cause ¨ Risk event status
characteristics estimates - Checklist o Potential response
- Scope baseline analysis o Impact
- Stakeholder register - Assumptions o Probability
- Cost management analysis o Symptons/Warning
plan - Diagramming signs
- Schedule techniques o Risk score
management plan - SWOT analysis o Risk ranking / priority
- Quality - Expert judgement o Risk response
management plan o Risk response
- Project documents responsibilities
- Enterprise o Secondary risks
environment factors o Risk response budget
o Risk response
schedule
o Contingency plan
o Fallback plan
11.3 Qualitative Risk - Risk register - Risk probability - Risk register (updates) Plannin Use of low precision data may lead
Analysis by prioritizing - Risk management and impact g to faulty analysis.
risks for further analysis plan assessment
Risks calculated as high or
or action by assessing - Project scope - Probability and
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 Outputs / Deliverables Process Other Notes
Techniques Group
& combining their statement impact matrix
candidates for further analysis.
probability of - Organizational - Risk data quality
occurrence & impact process assets assessment
- Risk
categorization
- Risk urgency
assessment
- Expert judgment
-
11.4 Quantitative Risk - Risk register - Data gathering - Risk register (updates) Plannin Quantitative analysis follows
Analysis through - Risk management and including 1) probabilistic g qualitative analysis.
numerically analyzing plan representation analysis of the project for
Objectives include:
the effect on overall - Cost management techniques schedule & cost outcomes 2)
¨ Determine probability of
project objectives of plan - Quantitative risk prioritized list of quantified
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 Outputs / Deliverables Process Other Notes
Techniques Group
identified risks - Schedule analysis and risks 3) trends in quantitative ¨ Determine size of contingency
management plan modeling risk results) needed
- Organizational techniques ¨ Identify risks requiring most
process assets (sensitivity attention based on their priority
analysis, ¨ Identify realistic cost and
expected scope targets
monetary value
analysis, and
decision tree
analysis,
modeling &
simulation)
- Expert judgment
11.5 Risk Response - Risk register - Strategies for - Risk register (updates) Plannin Contingency Plan is a
Planning by developing - Risk management negative risk or - Risk-related contractual g management plan that identifies
options & actions to plan threats (avoid, agreements alternative strategies to be used to
enhance opportunities transfer or - Project management plan ensure project success if specified
& reduce threats to mitigate) (updates) risk events occur.
project objectives - Strategies for - Project document updates
Fallback plan is a management
positive risks or
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 Outputs / Deliverables Process Other Notes
Techniques Group
Response Option for opportunities
project approaches if the risk has
risk include (exploit, share or
high impact, or if the strategy might
acceptance, avoidance, enhance)
not be fully effective.
mitigation (control) and - Strategy for both
transfer risks and Contingency Reserve accounts for
opportunities known risks that have been
Response Option for (accept and accepted.
opportunity include contigent) Secondary risks arise from
acceptance, enhance, - Contingency implementing the contingency
exploit and share response plan.
strategy
- Expert judgment
11.6 Risk Monitoring - Risk register - Risk - Risk register (updates) Monitor Purpose of Risk Monitoring is to
and Control by keeping - Project reassessment - Organizational process assets & determine if:
track of identified risks, management plan - Risk audits updates Control ¨ Risk responses implemented
monitoring residual - Work performance - Variance and - Change requests as planned
risks and identifying information trend analysis - Project management plan ¨ Risk response actions were as
new risks, executing - Performance - Technical (updates) effective as planned
risk response plans and reports performance - Project document updates ¨ Project assumptions are still
evaluating their measurement valid
effectiveness - Reserve analysis ¨ 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 Outputs / Deliverables Process Other Notes
Techniques Group
throughout the project - Status meetings ¨ Risk exposure has changed
life cycle
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
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 / Process Other Notes
Deliverables Group
12.1 Plan Procurements Scope baseline Make-or-buy Procurement Planning Contract Type:
is the process of Requirements analysis management plan FP – Fixed Price or Lump
documenting project document Expert judgment Procurement sum. (Simplest form is PO) –
purchasing decisions, Teaming Contract types statement of work risk on seller
specifying the approach, requirements Make-or-buy o Firm Fixed Price Contracts
and identifying potential Risk register decisions (FFP)
sellers. It identifies those Risk-related contract Procurement o Fixed Price Incentive Fee
project needs which can decisions documents Contracts (FPIF)
best be, or must be, met Activity resource Source selection o Fixed Price with Economic Price
by acquiring products, requirements criteria Adjustment Contracts (FP-EPA)
services, or results Project schedule Change requests CR – Cost Reimbursable (cost
outside of the project Activity cost plus fee, cost plus fixed fee or
organization, versus estimates cost plus incentive fee, cost plus
those project needs Cost performance award fee contracts) – place risk
which can be baseline on buyer
accomplished by the Enterprise T&M – Time and Materials
project team environmental (aspects of FP and CR
factors contracts) - Moderate cost risk
Organizational to buyer.)
process assets
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 / Process Other Notes
Deliverables Group
12.2 Conduct Project Bidder conferences Selected sellers Planning
Procurement management plan can
Procurements is the management plan Proposal evaluation Procurement
include 1) type of contract 2)
process of obtaining Procurement techniques contract award
independent estimates 3) standardized
seller responses, documents Independent Resource
procurement documents 4) constraints
selecting a seller, and Source selection estimates calendars
& assumptions 5) lead times for
awarding a contract. In criteria Expert judgment Change requests
contracting coordination 6) make-or-
this process, the team will Qualified seller list Advertising Project
buy documentation 7) scheduled dates
receive bids or proposals Seller proposals Internet search management plan
in contracts 8) performance metrics for
and will apply previously Project documents Procurement updates
managing contracts
defined selection criteria Make-or-buy negotiations Project document
to select one or more decision updates
sellers who are qualified Teaming All bidders conference Q&A should be
to perform the work and agreements put in writing and issued to all potential
acceptable as a seller Organizational sellers as an addendum to the
process assets procurement docs.