Project Integration Management

Inputs

Develop Project Charter (I)

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)

Develop Project Management Plan (P)

Project Charter 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)

Direct and Manage Project Execution (E)

Project Management Plan

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)

Monitor and Control Project Work (MC)

Project Management Plan 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) Project Management Plan Work Perfromance Information (feed from Direct and Manage Project Execution) Change Requests (feed from all MC processes - 13 of them) Enterprise Environmental Factors Organizational Process Assets Project Management Plan Accepted Deliverables (Feed from Verify Scope) Organization Process Assets

Perform Integrated Change Control (MC)

Close Project Or Phase (Close)

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

Outputs 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)

Expert Judgment

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

Expert Judgment 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)

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

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

Project Management Plan Updates Project Document Updates Expert Judgment Change Requests

Project Mangement Plan Updates

Project Document Updates

Expert Judgment Change Control Meetings

Change Request Status Updates (whether approved or not) Project Management Plan Updates Project Document Updates (change control log)

Expert Judgment (to ensure all project standards are followed)

Final Product, Service, or Result Transition Organizational Process Assets Updates (Project files; Project or phase closure documents; Historical Information)

Project Scope Management

Inputs

Project Charter Collect Requirements (P) Stakeholder Register (From Identify Stakeholder)

Contract (Done for external customer)

Define Scope (P)

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

Create WBS (P)

Project Scope Statement

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

Verify Scope (MC)

Project Management Plan Requirement Documenation (From collect Requirements) Requirement Traceability Matrix (From collect Requirements) Validated Deliverables (From Quality Control) Project Management Plan Work Perfromance Information (feed from Direct and Manage Project Execution) Requirement Documenation (From collect Requirements) Requirement Traceability Matrix (From collect Requirements) Organizational Process Assets (scope control policy; report method)

Control Scope(MC)

Tools and Techniques

Outputs 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)

Interviews Focus Groups 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.)

Facilitated Workshops Group Creativity Techniques (Brainstorming; Nominal group; Delphi; Idea/mind mapping; Affinity Diagram) Groupt Decision Making Techniques (Unanimity; Majority; Plurality; Dictatorship) Questionnaires and Surveys Observations (Job Shadowing) Prototypes (tagible and early feedback)

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

Project Scope Statement (Description; Acceptance criteria; deliverables; exclusions; constraints; assumptions) Project Document Updates (stakeholder register; requirement documentation; requirement tracebility matrix)

Alternatives Identification (different approach to perform works) Facilitated Workshops Decomposition WBS WBS Dictionary (Id, description, responsible org, milestones, actiities, resources, cost, quality, acceptance criteria, technical reference, contact)

Scope Baseline (Scope Statement; WBS; WBS dictionary) Project Document Updates Inspection (with Customer) Accepted Deliverables Change requests (failed by customer) Project Document Updates (defines product or report status of product completion)

Variance Analysis (against scope baseline)

Work Performance Measurements 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 Management

Inputs Scope Baseline Define Activities(P) Enterprise Environement Factors (PMIS) Organization Process Assets

Sequence Activities(P)

Activity List

Activity Attributes Milestone List Project Scope Statement (Include product chararistics description affect activity sequencing) Org Process Assets (scheduling methodology) Estimate Activity Resources(P) Activity List Activity Attributes Resource Calendars (When and how long resources will be available during the project) Enterprise Environmental Factor

Organizational Process Assets Estimate Activity Duration(P) Activity List Activity Attributes Activity Resource Requirements (Types and Quantities) Resource Calendars (From Develop HR Plan, part of Staffing management Plan) Project Scope Statement (Assumptions/Constraints) Enterprise Environment Factor Organizatonal Process Assets

Develop Schedule(P)

Activity List Activity Attributes

Project Schedule Network Diagrams

Activity Resource Requirements (Types and Quantities) Resource Calendars Activity Duration Estimates

Project Scope Statement (Assumptions/Constraints) Enterprise Environmental Factors Organizational Process Assets Control Schedule(MC) Project Management Plan Project Schedule Work Perforamnce Information Organizational Process Assets

Tools and Techniques Decomposition Rolling Wave Planning Templates Expert Judgment Precedence Diagramming Method (PDM) (logical relationship: FS/FF/SS/SF) Dependency Determination (Mandatory Dependencies-Hard logic; Discretionary Dependencies-soft, preferred, preferential logic; External dependencies) Applying Leads and Lags

Outputs Activity List Activity Attributes Milestone List

Project Schedule Network Diagrams

Project Document Updates

Schedule Network Templates

Expert Judgment Alternatives Analysis

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

Published Estimating Data Bottom-Up Estimating Project Management Software (has the capability to help plan, organize and mange resource pools and develop resource estimates) Expert Judgment 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 Document Updates

Activity Duration Estimates (eg 2weeks +- 2 days) Project Document Updates

Schedule Network Analysis Critial Path Method (zero or negative float) Critical Chain Method (resource -constrained critical path adds duration buffers /feeding buffers in nonwork 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) 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) Scheduleing Tool

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) Schedule Bseline

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

Performance Reviews (EVM; SV) Variance Analysis (SV; SPI) Project Management Software Resource Leveling What-If Scenario Analysis Adjusting Leads and Lagss Schedule Compression Scheduleing Tool

Work Performance Measurements 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 dev Project PM plan Cost Management (Accuracy;Uints;org procedure link (control Inputs account); thresholds;Performance measurement rules;Report format; Process description) Scope Baseline Estimate Costs (P)

Project Schedule Human Resource Plan (rates; rewards) Risk Register (negative risk incresed cost and schedule duration) Enterprise Environmental Factor Organizational Process Assets

Determine Budget (P)

Activity Cost Estimates

Basis of Estimates Scope Bseline Project Schedule

Resource Calendars Contracts Org Process Assets 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)

Control Costs (MC)

Project Funding Requirements

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

Tools and Techniques Expert Judgment

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

Analogous Estimating Parametric Estimating Bottom-Up Estimating Three-Point Estimates Reserve Analysis Cost of Quality (COQ)-avoid failure/mitigate failure Project Management Estimating Software Vendor Bid Analysis

Project Document Updates

Cost Aggregation 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 Funding Requirements Expert Judgment 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) Forecasting (EAC = AC + re-estimating ETC; AC + BAC - EV; BAC/cumulative CPI; AC + [(BACEV)/(cCPI x cSPI)] To-Complete Perfomance Index (TCPI = (BAC- EV )/(BAC-AC); (BAC-EV)/(EAC -AC). > 1, need to perform in better cost perfromance level (not good) Performance Reviews (Variance, Trend and EV performance analysis) Variance Analysis (CV; CPI: Variance of completion: BAC-EAC) Project Management Software

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

Budget Forecasts (EAC, ETA)

Org Process Assets Updates (Cause of variance; lesson learned) Change Requests Project Management Plan Updatess (Cost perfornace baseline) Project Document Updates (cost estimates; basis of estimates)

Customer Satisfaction; Prevention over Project Instpection Quality Cuontinuous improvement; Management Inputs Responsibility Scope Baseline Plan Quality (P)

Management

Stakeholder Register (stakeholder's interest, impact) Cost Performance Baseline

Schedule Baseline

Risk Register (threat/impact that influces quality) Enterprise Environmental Factor Organizational Process Assets

Perform Quality Assurance (E)

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

Quality Metrics

Work Performance Information Quality Control Measurements (From Quality Contol activities)

Perform Quality Control (MC)

Project Management Plan (Quality management plan)

Quality Metrics Quality Checklists

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)

Tools and Techniques Cost-Benefit Analysis (Trade off decision) Cost of Quality (COQ) (Conformance: to avoid failures; Nonconformance: because of failures) Control Charts (whether or not a process is stable and with preditable performance) Benchmarking (compare actual or planned projects for best practices or basis of measurement) Design of Experiments (decide which factors may influence the product or processes; optimize products/processes) 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)

Outputs Quality Management Plan

Quality Metrics (attiibute to how the qulity control process will measure) Quality Checklists (uses in quality control process) Process Improvement Plan (boundaries; configuration; metrics; targets for improved performance) Project Document Updates (stakeholder register; responsibility assignment matrix)

Plan Quality and Perform Quality Control Tools and Techniques 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)

Organizational Process Assets Updates (Quality Standard)

Change Requests

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) Control Chart (Seven consecutive points above of below the central line means out of control; control limit is around +-3sigma) Flowcharting 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) Pareto Chart (Histogram ordered by frequency of occurrence; gives 20/80 priciple- 80% problems from 20% causes) Project Management Software Run Chart (To spot trend ; to forecase future outcome based on historical results; monitoring technical,cost and schedule performance) Scatter Diagram (relationship between two variables) Statistical Sampling Inspection Apprved Change Requests Review (make sure implemented correctly)

Quality Control Measurements (Results of QC)

Validated Changes Validated Deliverables

Org Process Assets Updates (completed checklist; lessons learned)

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

Project Document Updates (quality standard)

Project Human Resource Management

Inputs

Develop Human Resource Plan (P)

Activity Resource Requirements (From Estimate Activity resources) Enterprise Environmental Factors (Org Culture/structure; Existing HR; Personnel admin policies; Marketplace condition) Organizational Process Assets (Org Standard processes/policies; Templates; Historical Information/lesson learned/knowledge base) Project Management Plan Enterprise Environmental Factors (Org Culture/structure; Existing HR; Personnel admin policies; Location) Organizational Process Assets (Org Standard processes/policies; Templates; Historical Information/lesson learned/knowledge base)

Acquire Project Team (E)

Develop Project Team (E)

Project Staff Assignments Project Management Plan Resource Calendars

Manage Project Team (E)

Project Staff Assignments

Project Management Plan

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)

Tools and Techniques

Outputs 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)

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

Networking (to understand impact to staffing options)

Organizational Theory (the way people, teams and org units behave) Pre-Assignment Project Staff Assignments

Negotiantion

Resource Calendars

Acquistion Virtual Teams Interpersonal Skills (soft skill - empathy, influence; creativity; group facilitation) Project management Information System Training Team - Building Activies (Five stages team development Forming/Storming/Norming/Performing/Adjourning) Ground Rules (clear expectation regarding acceptable behavior of team members) Co-location Recognition and Rewards Observation and Conversation (works and attitudes) Project Performance Appraisals (clarification of R/R; Constructive Feedback to team member ( individual)) 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)

Project Management Plan updates

Team Performance Assessment (Team's effectiveness) Enterprise Environmental Factors Updates (personnel administration; training records; skill assessment)

Enterprise Environmental Factors Updates (apprasals; skills)

Organization Assets Updates (lesson learned)

Change Requests (Staff changes)

Issue Log Interpersonal Skills (Leadership; Influencing: Effective decision making)

Project Management Plan Updates (staff management plan)

Project Communications Management

Inputs 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)

Identify Stakeholders (I)

Plan Communication (P)

Stakeholder Register

Stakeholder Management Strategy 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)

Distribute Information (E)

Project Management Plan Performance Reports (Precise and current) Org Process Assets (Stand Guidelines; Communication requirements; Issue/defect procedures; Proecess measurement db; project files; historical results)

Manage Stakeholder Expectations (E)

Stakeholder Register

Stakeholder Management Strategy Project Management Plan (Communciation management Plan) Issue Log Change Log Org Process Assets (Org Communication Requirements; issue/defect manag procedures; Change control; procedures; Historical project information)

Report Performances(MC)

Project Management Plan

Work Perfromance Information (feed from Direct and Manage Project Execution) Work Performance Measurements (feed from control scope/schedule/costs) Budget Forecasts (From Control Cost) Organizational Process Assets

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)

Tools and Techniques Stakeholder Analysis (Interview stakeholders to find their interest/influence; Established stakeholders' impact responding grid Expert Judgment

Outputs 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) Project Document Updates 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)

Communication Methods Information Distrubution Tools

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

Communication Methods Interpersonal Skills (Building Trust; Resolving Conflict; Active Listening/ Overcoming resistance to change) Management Skills (Presentation skills; Negotiating; Writing skills; Public Speaking)

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

Change Requests Project Management Plan Updates Project Document Update (strategy; register; issue log)

Variance Analysis

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) Oganization Process Assets Updates Communciation Methods Reporting Systems Chage Requests

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

Project Risk Management

Inputs

Plan Risk Management (P)

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)

Identify Risks (P)

Risk Management Plan 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)

Perform Qualitative Risk Analysis (P)

Risk Register (Risks to be analyzed) Risk Management Plan 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)

Perform Quantitative Risk Analysis (P)

Risk Register

Risk Manaagement Plan

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

Plan Risk Responds (P)

Risk Register

Risk Management Plan

Monitor and Control Risks (MC)

Risk Register

Project Management Plan Work Performance information (Deliverable status, Schedule progress, Costs incurred) Performance Reports (variance, earned value data, forecasts)

Tools and Techniques

Outputs 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)

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)

Documentation Reviews (review project files to find risks) 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) Expert judgment

Risk Register (List of identified risks; List of potential responses)

Risk Probability and Impact Assessment (in meeting or in interview) Probability and impact Matrix (gives rating so risks can be prioritized for responds)

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)

Risk Data Quality Assessment (accurate and unbiased data)

Risk Categorization Risk Urgency Assessment Expert Judgment 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)

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) Expert Judgment

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.) Risk-Related Contract Decisions 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..) Expert Judgment 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 Register Updates (Outcomes of risk reassessments, audits and reviews; Actual outcomes of the project's risks and of the risk response) Organizational Process Assets Updates (Template for risk M plan, RBS, Lessons learned) Change Requests (Recommended corrective actions include contingency plans and workarounds; Recommended preventive actions) Project Management Plan Updates

Risk Reassessment (on a regular look-out for new risks and close out old one) Risk Audits (examine the effectiveness of risk response and risk management process)

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

Project Document Updates

A Contract represents a mutually binding agreement Project that Procurement obligates the seller Management to provide the sprecified products/servers/results Inputs

Plan Procurements (P)

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

Teaming Agreements (legal contractual agreements in two parties)

Risk Register

Risk-Related Contract Decisions (insurance, bonding etc.) Activity Resource Requirements Project Schedule Activity Cost Estimates Cost Performance Baseline 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 prequalified sellers from past experiences)

Conduct Procurement (E)

Project Management Plan (how to manage procurement)

Procurement Documents 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) Make-or-buy Decisions Teaming Agreements Organization Process Assets (List of previously qualified sellers; Information on relevant past experience with seller - good or bad)

Administer Procurements (MC)

Procurement Documents (Cotnract award record; SOW)

Risk Management Plan Contract

Performance Reports (Seller-developed technical documentation and deliverable doc; Seller performance reports) Approved Change Requests Work Performance Information

Close Procurements (Close)

Project Management Plan

Procurement Documentation

Tools and Techniques

Outputs 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) Procurement Statements of Work (SOW)

Make-or-buy Analysis Expert Judgment 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.) Make-or-buy Decisions 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) Change Requests

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

Selected Sellers 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) Resource Calendars Change Requests Project Management Plan Updates (Cost, Scope, Schedule baselines and Procurement management plan) Project Document Updates

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

Internet Search (for commodities, components and off-the-shelf items) 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 Performance Reviews (A structured review of the seller's progress to delivery proejct scope and quality as compare to the contract) Inspections and Audits (required by the buyer can done during execution of the project)

Procurement Documentation (contract with all supporting schedules, requested approved/upapproved contract change requests, work performance inforomation, payment records, etc.) OrganizationalProcess Assets Updates (Correspondence; Payment Schedules and requests; Seller performance evaluation documentation) Change Requests

Performance Reporting (provides management how effective the sellers achive contract objectives) Payment Systems 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.) 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) Record Management System

Project Managemetn Plan Updates (baselines, plan)

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

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) 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)

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)

Communication Motivation (PM should be aware the communication styles (Creating an environment to meet project of other parties, cultural issues, relationships, objectives while offering maximum self-satisfaction personalities and overall context of the situation. related to what people value most) Identify various communication channels, understand information needed to provide/receive with statkeholders to communciate effectively.) Political and Cltural Awareness Negotiation (An effective way to mange this cultural diversity is (Analyze the situation; Differentiate between through getting to know the various team members wants and needs - both parties; Focus on and the use of good communciation planning as interests and issues rather than on positions; Ask part of the overall project plan) 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.)

PMI Code of Ethics and Professional Conduct

Code 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