Pmbok 5 Edition Changes: By: Mohamed Arafa, M.Sc. PMP, RMP, MVP For More Information, Please Visit

Mar 2013 Based on PMBOK 5th Edition
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1
PMBOK 5th Edition Changes Presentation
PMBOK 5
th
Edition Changes
By: Mohamed Arafa, M.Sc. PMP, RMP, MVP
For more information , please visit: www.officena.net/pmp
arafa@officena.net
2
Contents
Preface
Q&A
Integration
Management
4
Scope
Management
5
Time
Management
6
Cost
Management
7
Quality
Management
8
Communication
Management
10
HR
Management
9
Risk
Management
11
Procurement
Management
12
Introduction
1
Org. Influence
And
Project Life
Cycle
2
Project Mgmt
Processes for
a Project
3
Stakeholders
Management
13
Preface
What is PMI ?
o PMI is the worlds leading not-for-profit
membership association for the project
management profession, with more than half a
million members and credential holders in 185
countries.
3
PMI Credentials
PMP
CAPM
PMI-SP
PMI-RMP
PGMP
ACP
PMI
Up to 31 Dec 2012
510,434
834
20,157
1805
809
2,063
PMI Today
5
PMBOK 4
th
Edition 42 PM Processes

6
6
Initiating Planning Executing
Monitoring &
Controlling
Closing
4.1 Dev. Project
Charter
4.4 Monitor and Control
Project Work
4.5 Peform Integrated
Change Control
5.1 Collect Requirements 5.4 Verify Scope
5.2 Define Scope 5.5 Control Scope
5.3 Create WBS
6.1 Define Activities
6.2 Sequence Activities
6.3 Estimate Activity Resources
6.4 Estimate Activity Durations
6.5 Develop Schedule
7.1 Estimate Costs
7.2 Determine Budget
08 Quality
8.1 Plan Quality 8.2 Perform Quality
Assurance
8.3 Perform Quality
Control
9.2 Acquire Project Team
9.3 Develop Project Team
9.4 Manage Project Team
10.3 Distribute Information
10.4 Manage Stakeholder
Expectations
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
12 Procurement
12.1 Plan Procurements 12.2 Conduct Procurements 12.3 Administer
Procurements
12.4 Close
Procurments
10
Communication
10.1 Idetify
Stakeholders
10.2 Plan Communications 10.5 Report
Performance
11 Risk
Risks
07 Cost
7.3 Control Costs
09 Human
Resource
Management
9.1 Develop Human Resource Plan
05 Scope
06 Time
6.6 Control Schedule
Knowledge
Areas
Project Management Process Groups (PMBOK 4th Edition)
04 Integration
4.2 Develop Project Management Plan 4.3 Direct and Manage
Project Execution
4.6 Close Project
or Phase
Main Changes
7
PMBOK 4
th

Edition
PMBOK 5
th
Edition
Process
Groups
5 5
Knowledge
Areas
9 10
Processes 42 47
Pages 345 pages +
Appendices
461 pages +
Appendices
467 589
8
PMBOK Processes 5
th
edition 47 Processes
Initiating Planning Executing
Monitoring &
Controlling
Closing
4.1 Dev. Project
Charter
Project Work
4.5 Peform Integrated
Change Control
5.1 Plan Scope Management 5.5 Validate Scope
5.2 Collect Requirements 5.6 Control Scope
5.3 Define Scope
5.4 Create WBS
6.1 Plan Schedule Management
6.4 Estimate Activity Resources
6.5 Estimate Activity Durations
7.1 Plan Cost Management
7.2 Estimate Costs
08 Proejct Quality
Management
8.1 Plan Quality Management 8.2 Perform Quality
Assurance
8.3 Control Quality
9.1 Plan Human Resource Management 9.2 Acquire Project Team
9.3 Develop Project Team
9.4 Manage Project Team
10 Proejct
Communication
Management
10.1 Plan Communications
Management
10.2 Manage
Communications
10.3 Control
Communications
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
12.1 Plan Procurement Management 12.2 Conduct
Procurements
12.3 Control
Procurements
12.4 Close
Procurments
13 Proejct
Stakeholders
Management
13.1 Idetify
Stakeholders
13.2 Plan Stakeholders Management 13.3 Manage Stakeholders
Engagement
13.4 Control
Stakeholders
Engagement
11 Proejct Risk
Management
11.6 Monitor and
Control Risks
12 Proejct
Procurement
Management
09 Proejct Human
Resource
Management
07 Proejct Cost
Management
7.4 Control Costs
05 Proejct Scope
Management
06 Proejct Time
Management
Knowledge
Areas
Project Management Process Groups (PMBOK 5th Edition)
04 Proejct
Integration
Management
4.2 Develop Project Management Plan 4.3 Direct and Manage
Project Execution
4.6 Close Project
or Phase
Main Changes
9
Additions
5.1 Plan Scope Managementadded
6.1 Plan Schedule Managementadded
7.1 Plan Cost Managementadded
13.2 Plan Stakeholder Managementadded
13.4 Control Stakeholders Engagementadded
Main Changes
10
Control X
8.3 Perform Quality Controlchanged to Control Quality
10.5 Report Performancechanged to Section 10.3 Control Communications
11.6 Monitor and Control Riskschanged to Control Risks
12.3 Administer Procurementschanged to Control Procurements
Plan xxxx Management
8.1 Plan Qualitychanged to Plan Quality Management
9.1 Develop Human Resource Planchanged to Plan Human Resource
Management
10.2 Plan Communicationschanged to Section 10.1 Plan Communications
Management
12.1 Plan Procurementschanged to Plan Procurement Management
Main Changes
11
Misc Changes
4.3 Direct and Manage Project Executionchanged to Direct and
Manage Project Work
5.5 Verify Scopechanged to Validate Scope
10.4 Manage Stakeholder Expectationschanged to Section 13.3
Manage Stakeholders Engagement
10.3 Distribute Informationchanged to Section 10.2 Manage
Communications
10.1 Identify Stakeholdersmoved to Section 13.1 Identify
Stakeholders
DIKW (Data, Information, Knowledge, Wisdom)
model used in the field of Knowledge
Management.

o Work Performance Data
o Work Performance Information
o Work Performance Reports
12
Information flow in 4
th
edition
13
Direct and Manage
Project Work
Monitoring and controlling processes
Report Performance
Work Performance measurements
Performance Reports
Work Performance Information
DIKW Model PMBOK 5
th
Edition
14
Direct and Manage
Project Work
Control Scope , Schedule , Costs , Quality , Communications, Procurements,
Risks , Stakeholders Engagement , and Validate Scope
Work Performance Data
Monitor and Control
Project Work
Work Performance Information
Work Performance Reports
Project Management Office (PMO)
PMBOK 5th Edition Changes Presentation 15
PMBOK 4
th
Edition PMBOK 5
th
Edition
An organizational body or
entity assigned various
responsibilities related to
the centralized and
coordinated management of
those projects under its
domain.

A management structure
that standardizes the
project-related governance
processes and facilitates the
sharing of resources,
methodologies, tools, and
techniques.
PMO Types
1.4.4 Project Management Office
16
Take Control
Directly
Manage
Support
Compliance
Consulted
Repository
Supportive Controlling Directive
Degree of Control
1.8 Enterprise Environmental Factors
Conditions, not under the control of the
project team, that influence, constrain,
or direct the project

Both internal and external
environmental factors that surround or
influence a projects success
2.3 Stakeholders
A stakeholder is an individual, group, or
organization who may affect, be affected
by, or perceive itself to be affected by a
decision, activity, or outcome of a project.

Stakeholders are persons or organizations who
are actively involved in the project or whose
interests may be positively or negatively affected
by the performance or completion of the project
Sponsor
Sponsor:
A sponsor is the person or group who provides
resources and support for the project and is
accountable for enabling success.
The sponsor may be external or internal to the
project managers organization.

Sponsor:
A sponsor is the person or group that provides the
financial resources, in cash or in kind, for the project.
Program Management
PMP Preparation Course 20
A program is defined as a group of related
projects managed in a coordinated way to
obtain benefits and control not available from
managing them individually.

program is defined as a group of related
projects, subprograms, and program activities
managed in a coordinated way to obtain
benefits not available from managing them
individually.
Project Governance
Project governance is an oversight function that is
aligned with the organizations governance model
and that encompasses the project lifecycle.

Project Success
The success of the project should be measured in terms
of completing the project within the constraints of scope,
time, cost, quality, resources, and risk as approved
between the project managers and senior management.
To ensure realization of benefits for the undertaken
project, a test period (such as soft launch in services) can
be part of the total project time before handing it over to
the permanent operations.
Project success should be referred to the last baselines
approved by the authorized stakeholders.
Project Life Cycle Approaches
Predictive
or plan
Driven
Iterative
and
Incremental
Life Cycle
Adaptive or
Change
Driven
(Agile)
23
Chapter 03: Project Management
Processes for a Project
Initiating Process Group
Planning Process Group
Executing Process Group
Monitoring and Controlling Process Group
Closing Process Group
24
Chapter 04:
Project integration Management
25
Bringing the pieces Together
Chapter 04:
Project integration Management
26
Project Integration Management includes the
processes and activities needed to:
identify, define, combine, unify, and
coordinate the various processes and project
management activities within the Project
Management Process Groups.

4
th
Edition 5
th
Edition
4.1 Develop Project Charter

4.1 Develop Project Charter
4.2 Develop Project
management Plan
4.2 Develop Project
management Plan
4.3 Direct and manage Project
execution
4.3 Direct and manage Project
Work
4.4 monitor and Control Project
work

4.4 monitor and Control Project
work
4.5 Perform Integrated Change
Control

4.5 Perform Integrated Change
Control
4.6 Close Project or Phase

4.6 Close Project or Phase
Project integration Management Processes
27
4.1 Develop Project Charter ITTO
28
Inputs Tools & Techniques Outputs
.1 Project statement of
work
.1 Expert judgment .1 Project
charter
.2 Business case 2. Facilitation techniques
.3 Contract Agreements
.4 Enterprise
environmental factors
.5 Organizational process
assets
4.2 Develop Project mgmt Plan ITTO
29
Inputs Tools &
Techniques
Outputs
.1 Project charter .1 Expert
judgment
.1 Project
management plan
.2 Outputs from Other processes 2. Facilitation
Techniques
.3 Enterprise environmental
factors
.4 Organizational process assets
4.3 Direct and manage Project Work ITTO
30
.1 Project
management plan
.1 Expert judgment .1 Deliverables
.2 Approved change
requests
.2 Project
management
information system
.2 Work performance
information Data
.3 Enterprise
3. Meetings .3 Change requests
.4 Organizational
process assets
.4 Project
management plan
updates
.5 Project document
updates
4.4 monitor and Control Project work ITTO
31
.1 Project management plan
.1 Expert judgment
.1 Change requests
.2 Schedule forecasts
.2 Analytical
techniques
.2 Work Performance
Reports
.3 Cost forecasts
.3 Project management
information system
plan updates
.4 Validated changes
.4 Meetings
.4 Project document
updates
.5 Performance reports
Work performance
information
factors
assets
4.5 Perform Integrated Change Control ITTO
32
PMP Preparation Course
Inputs Tools &
Techniques
Outputs
.1 Project
management plan
.1 Expert judgment .1 Approved Change
request status updates
.2 Work performance
information Reports
.2 Meetings
.2 Change Log
.3 Change requests .3 Change control
meetings Tools

plan updates
.4 Enterprise
environmental
factors
.3 Project document
updates
.5 Organizational
process assets
4.6 Close Project or Phase ITTO
33
.1 Project
management plan
.1 Expert judgment .1 Final product,
service, or result
transition
.2 Accepted
deliverables
.2 Analytical
techniques

.2 Organizational
process assets
updates
.3 Organizational
process assets
3. Meetings

Chapter 5:
Project Scope Management
34
What are we doing?
Chapter 5:
Project Scope Management
Project Scope Management includes the
processes required to ensure that the project
includes all the work required, and only the
work required, to complete the project
successfully.

35
4
th
Edition 5
th
Edition

5.1 Plan Scope Management
5.1 Collect Requirements

5.2 Collect Requirements
5.2 Define Scope

5.3 Define Scope
5.3 Create WBS

5.4 Create WBS
5.4 Verify Scope

5.5 Validate Scope
5.5 Control Scope

5.6 Control Scope
Project Scope Management Processes
36
5.1 Plan Scope Management ITTO

37
plan
.1 Expert judgment .1 Scope
management plan
.2 Project charter .2 Meetings .2 Requirements
management plan
.4 Enterprise
.5 Organizational
process assets
5.2 Collect Requirements ITTO

38
.1 Scope
management plan
.1 Interviews .1 Requirements
documentation
.2 Requirements
management plan
.2 Focus groups .2 Requirements
management plan
.2 Stakeholder
management plan
.3 Facilitated
workshops
.2 Requirements
traceability matrix
.4 Project charter .4 Group creativity
techniques
.5 Stakeholder
register
.5 Group decision
making techniques
Tools & Techniques

6. Questionnaires and
surveys
.9 Benchmarking
7.Observations .10 Context Diagraming
8.Prototypes .11 Document Analysis
5.3 Define Scope ITTO
39
.1 Scope management
plan

.1 Expert judgment .1 Project scope
statement
.2 Project charter .2 Product analysis .2 Project document
updates
.3 Requirements
documentation
.3 Alternatives
identification
generation
.4 Organizational
process assets
.4 Facilitated
workshops
5.4 Create WBS ITTO
40
Inputs Tools &
Techniques
Outputs
. 1 Scope management
plan
.1 Decomposition .1 WBS
.1 Project scope
statement
.2 Expert
judgment
.2 WBS dictionary
.2 Requirements
documentation
.1 Scope baseline
.4 Enterprise
.2 Project document
updates
.5 Organizational
process assets
5.5 Validate Scope ITTO
41
Inputs Tools &
Techniques
Outputs
plan
.1 Inspection .1 Accepted
deliverables
.2 Requirements
documentation
.2 Group decision
making techniques

.2 Change requests
.3 Requirements
traceability matrix
.3 Work performance
Information
.4 Validated Verified
deliverables
.4 Project document
updates

.5 Work performance
data
5.6 Control Scope ITTO
42
.1 Project
management plan
.1 Variance analysis .1 Work performance
measurements
Information
.2 Requirements
documentation
.2 Change requests

.3 Requirements
traceability matrix

.3 Project
management plan
updates
.4 Work performance
information data
.4 Project document
updates
.5 Organizational
process assets
.5 Organizational
process assets updates
Chapter 6:
Project Time management
How long will it take?
43
Chapter 6:
Project Time management
Project Time Management includes the
processes required to manage timely
completion of the project.

44
4
th
Edition 5
th
Edition
6.1 Plan Schedule
Management


6.3 Estimate Activity
Resources
Resources
Durations
Durations


Project Time Management Processes
45
6.1 Plan Schedule Management ITTO

46
plan
.1 Expert judgment .1 Schedule
management plan
.2 Project charter .2 Analytical
techniques
.4 Enterprise
.3 Meetings

.5 Organizational
process assets
6.2 Define Activities ITTO
47
Inputs Tools &
Techniques
Outputs
.1 Schedule management
plan
.1 Decomposition .1 Activity list
.2 Scope baseline .2 Rolling wave
planning
.2 Activity attributes
.3 Enterprise
.3 Templates .3 Milestone list
.4. Organizational
process assets
.3 Expert judgment
6.3 Sequence Activities ITTO
48
.1 Schedule
management plan

.1 Precedence
diagramming method
(PDM)
.1 Project schedule
network diagrams
.2 Activity list

.2 Dependency
determination
.2 Project document
updates
.3 Activity attributes .3 Applying Leads
and lags
.4 Milestone list

.4 Schedule network
templates
.5 Project scope
statement
.6 EEFs
.7 OBAs
6.4 Estimate Activity Resources ITTO
49
.1 Schedule
management plan
.1 Expert judgment .1 Activity resource
requirements
.2 Activity list .2 Alternatives
analysis
.2 Resource
breakdown structure
.3 Activity attributes .3 Published
estimating data
.3 Project document
updates
.4 Resource calendars .4 Bottom-up
estimating .5 Risk Register
.6 Activity cost
estimates
.5 Project
management software

.9 EEFs
.8 OBAs
6.5 Estimate Activity Durations ITTO
50
.1 Schedule management plan

.1 Expert judgment .1 Activity duration
estimates
.2 Activity list .2 Analogous
estimating
.2 Project document
updates
.3 Activity attributes .3 Parametric
estimating
.4 Activity resource
requirements
.4 Three-point
estimates
.5 Resource calendars .5 Group decision-
making techniques .6 Project scope statement
.7 Risk Register .6 Reserve analysis
.8 Resource Breakdown
Structure
.9 EEFs
.10 OBAs
6.6 Develop Schedule ITTO
51
.1 Schedule management
plan
.1 Schedule network analysis .1 Schedule baseline
.2 Activity list .2 Critical path method .2 Project schedule
.3 Activity attributes .3 Critical chain method .3 Schedule data
.4 Project schedule
network diagrams
.4 Resource leveling
Optimization Techniques
.4 Project calendars
requirements
.5 What-if scenario analysis
Modeling Techniques
plan updates.
.6 Resource calendars .6 Applying Leads and lags
.7 Activity duration
estimates
.7 Schedule compression .6 Project document
updates
.8 Project scope statement .8 Scheduling tool
.9 Risk Register Tools & Techniques
.10 Project Staff
Assignment
.12 EEFs
.11 Resource Breakdown
Structure
.13 OBAs
6.7 Control Schedule ITTO
52
plan
.1 Performance reviews .1 Work performance
measurements
Information
.2 Project schedule .2 Project management
software
.2 Schedule Forecasts
.3 Work performance
information Data
.3 Resource leveling
Optimization Techniques
.3 Change requests
.4 Project Calendars
.4 What-if scenario
analysis Modeling
Techniques
plan updates
.5 Schedule Data
.5 Applying Leads and lags
.5 Project document
updates
.6 OBAs
.6 Schedule compression
.6 OBAs updates
.7 Scheduling tool
Variance analysis
Chapter 7:
Project Cost Management
How much will it cost?

53
Chapter 7:
Project Cost Management
Project Cost Management includes the
processes involved in estimating, budgeting,
and controlling costs so that the project can
be completed within the approved budget.

54
4
th
Edition 5
th
Edition
7.1 Plan Cost
Management
7.1 Estimate Costs

7.2 Estimate Costs

7.3 Control Costs

7.4 Control Costs
Project Cost Management Processes
55
7.1 Plan Cost Management ITTO

56
plan
.1 Expert judgment .1 Cost management
plan
.2 Project charter .2 Analytical
techniques
.
.4 Enterprise
.3 Meetings

.5 Organizational
process assets
7.2 Estimate Costs ITTO
57
.1 Cost management
plan
.1 Expert judgment .1 Activity cost
estimates
.2 Human resource
Management plan
.2 Analogous estimating .2 Basis of
estimates
.3 Scope baseline .3 Parametric estimating .3 Project
document updates .4 Project schedule .4 Bottom-up estimating
.5 Risk register .5 Three-point estimates
.6 Enterprise
.6 Reserve analysis
.7 OBAs .7 Cost of quality
estimating software
.9 Vendor bid analysis
.10 Group Decision
Making Techniques
7.3 Determine Budget ITTO
58
Inputs Tools &
Techniques
Outputs
. .1 Cost management
plan
.1 Cost
aggregation
.1 Cost performance
baseline
.2 Scope baseline .2 Reserve
analysis
.2 Project funding
requirements
.3 Activity cost estimates .3 Expert
judgment
.3 Project document
updates
.4 Basis of estimates .4 Historical
relationships .5 Project schedule
.6 Resource calendars
.7 Risk Register .5 Funding limit
reconciliation .8 Contracts Agreements
.9 OBAs
7.4 Control Costs ITTO
59
.1 Project
management plan
.1 Earned value
management
.1 Work performance
measurements Information
.2 Project funding
requirements
.2 Forecasting .2 Budget Cost forecasts
.3 Work
performance
information Data
.3 To-complete
performance index
(TCPI)
.3 Change requests
.4 Organizational
process assets
.4 Performance reviews . Project management plan
updates
software
.5 Project document
updates
.6 Variance analysis
Reserve Analysis
assets updates
Chapter 8:
Project Quality Management
What are the Specs &
How are we going to meet them?
60
4
th
Edition 5
th
Edition
8.1 Plan Quality

8.1 Plan Quality
Management
8.2 Perform Quality
Assurance
8.2 Perform Quality
Assurance
8.3 Perform Quality
Control
8.3 Control Quality
Project Quality Management Processes
61
8.1 Plan Quality ITTO
62
.1 Scope baseline
Schedule baseline
Cost performance
baseline
Project Management
Plan
.1 Cost-benefit analysis .1 Quality management
plan
.2 Cost of quality .2 Process improvement
plan
.3 Control charts , - Flowcharting
Seven basic quality tools
.3 Quality metrics
.2 Stakeholder
register
.4 Benchmarking .4 Quality checklists

. 3 Risk register .5 Design of experiments .5 Project document
updates
. 4 Requirements
Documentation
.6 Statistical sampling
. 5 Enterprise
.7 Additional quality planning
Tools
.6 Organizational
process assets

.8 Proprietary quality management
methodologies Meetings
8.2 Perform Quality Assurance ITTO
63
.1 Project Quality
management plan
.1 Plan Quality and
Perform Quality
Management and
Control tools and
techniques
.1 Change requests

.2 Process
Improvement Plan
.2 Project
management plan
updates
.2 Quality metrics .2 Quality audits

.3 Project document
updates
.3Work performance
information Quality
control measurements
.3 Process analysis

.4 OBAs Updates
.4 Project Documents
8.3 Perform Quality Control ITTO
64
plan
.1 Cause and effect
Diagrams, Control charts,
Flowcharting, Histogram,
Pareto chart, Run chart,
Scatter diagram
Seven Basic Quality Tools
.1 Quality control
measurements
.2 Quality metrics .2 Validated changes
.3 Quality checklists
.3 Validated deliverables
4 Work performance
measurements Data
.2 Statistical sampling

.4 Work Performance
information
.5 Approved change
requests
.3 Inspection

.5 Change requests
.6 Deliverables

.4 Approved change request
review.
.6 Project management plan
updates
.7 Project Documents .7 Project document
updates
.8 Organizational
process assets
Organizational process
assets updates
Chapter 09:
Project Human Resource
management

Who will do it?

65
Chapter 09:
Project Human Resource
management
Project Human Resource Management
includes the processes that organize, manage,
and lead the project team

66
4
th
Edition 5
th
Edition
9.1 Develop Human
Resource Plan
9.1 Plan Human
Resource Management
9.2 Acquire Project Team

9.2 Acquire Project
Team
9.3 Develop Project
Team
9.3 Develop Project
Team
9.4 Manage Project
Team
9.4 Manage Project
Team
Project HR Management Processes
67
9.1 Plan Human Resource Management ITTO
68
.1 Project
management plan
.1 Organization charts
and position
descriptions
.1 Human resource
management plan
requirements
.2 Networking
.3 Enterprise
.3 Organizational
theory
.4 Organizational
process assets
4. Expert Judgment
.5 Meetings
9.2 Acquire Project Team ITTO
69
Inputs Tools &
Techniques
Outputs
.1 Project Human Resource
management plan
.1 Pre-assignment .1 Project staff
assignments
factors
.2 Negotiation .2 Resource
calendars
assets
.3 Acquisition .3 Project
management plan
updates
.4 Virtual teams
.5 Multi-criteria
decision analysis
9.3 Develop Project Team ITTO
70
1 Project Human
Resource
management plan
.1 Interpersonal skills .1 Team performance
assessments
.2 Project staff
assignments
.2 Training .2 EEFs Updates
.3 Resource
calendars
.3 Team-building
activities
.4 Ground rules
.5 Co-location
.6 Recognition and
rewards
.7 Personnel assessment
tools
9.4 Manage Project Team ITTO
71
Inputs Tools &
Techniques
Outputs
.1 1 Project Human
Resource
management plan
.1 Observation and
conversation
.1 Change requests

.2 Project staff
assignments
.2 Project
performance
appraisals
plan updates

.3 Team performance
assessments
.3 Conflict
management
Updates
.4 Issue log .4 Interpersonal
skills
.4 EEFs updates
.5 Work Performance
reports
.4 Issue log

.5 OPAs Updates
.6 OPAs
Chapter 10:
Project Communications
management
Who should know
What When and How?
72
Project Communications Management
includes the processes required to ensure
timely and appropriate generation, collection,
distribution, storage, retrieval, and ultimate
disposition of project information.

73
Chapter 10:
Project Communications
management
4
th
Edition 5
th
Edition
10.1 Identify Stakeholders

Moved to 13.1

Management
10.3 Distribute Information

10.2 Manage
Communications
10.4 Manage Stakeholder
Expectations
Moved to 13.3
10.5 Report Performance

10.5 Control
Communications
Project Communication Management
Processes
74
10.1 Plan Communications ITTO
75
.1 Project
Management Plan
.1 Communication
requirements analysis
.1 Communications
management plan
.2 Stakeholder register .2 Communication
technology
.2 Project document
updates
.3 Enterprise
.3 Communication
models
.4 Organizational
process assets
.4 Communication
methods
Stakeholder
management strategy

.5 Meetings
10.2 Manage Communications ITTO
76
.1 Project
Communications
management plan
.1 Communication
Technology
.1 Project
communications
.2 Work Performance
reports
.2 Communication
Models
.2 Project
management plan
updates
.3 EEFs .3 Communication
methods
Updates
.4 Organizational
process assets
.4 Information
Management systems
.4 OPAs Updates
.5 Performance
reporting
Information
Distribution Tools
10.3 Control Communications ITTO
77
.1 Project
management plan
.1 Information
management systems
.1 Work Performance
reports Information
.2 Project
communications
.2 Expert judgment .2 Change requests
.3 Issue Log .3 Meetings .3 Project
management plan
updates
.4 Work performance
Information Data
.1 Variance analysis .4 Project documents
updates
.5 Organizational
process assets
.2 Forecasting methods .5 OPAs updates
.6 Work Performance
measurements
.3 Communication
methods
.7 Budget forecasts .4 Reporting systems
Chapter 11:
Project Risk Management
What are the threats and opportunities? And
how to deal with them?

78
Chapter 11:
Project Risk Management
Systematic process of identifying, analyzing
and responding to project risk.

79
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11.2 Identify Risks

11.2 Identify Risks
11.3 Perform Qualitative Risk
Analysis
11.3 Perform Qualitative Risk
Analysis
11.4 Perform Quantitative Risk
Analysis
11.4 Perform Quantitative Risk
Analysis

11.6 Monitor and Control Risks

11.6 Control Risks
Project Risk Management Processes
80
11.1 Plan Risk Management ITTO
81
1
plan
.1 Analytical
techniques
.1 Risk
management
plan
2
.2 Project charter .2 Expert judgment
3
.3 Stakeholder register .3 Meetings
4
.4 Enterprise
Planning meetings
and analysis
5
.5 Organizational
process assets
6
Project scope statement
Schedule, Cost, and
Communications
management plans
11.2 Identify Risks ITTO
82
1 .1 Risk management plan .1 Documentation reviews .1 Risk register
2 .2 Cost management plan .2 Information gathering
techniques
3 .3Schedule management plan .3 Checklist analysis
4 .4 Quality management plan .4 Assumptions analysis
5 .5 Human resource
management plan
.5 Diagramming
techniques
6 .6 Scope baseline .6 SWOT analysis
7 .7 Activity cost estimates .7 Expert judgment
8 .8 Activity duration estimates
9 .9 Stakeholder register
Tools & Techniques
10 .10 Project documents

factors
11 .11 Procurement documents
assets
11.3 Perform Qualitative Risk Analysis ITTO
83
Inputs Tools &
Techniques
Outputs
1
.1 Risk
management plan
.1 Risk probability and
impact assessment
.1 Project
Documents updates
2
.2 Project scope
statement Scope
baseline
.2 Probability and
impact matrix
Risk register
updates

3
.3 Risk register .3 Risk data quality
assessment
4
.4 EEFs .4 Risk categorization
5 .5 OPAs

.5 Risk urgency
assessment
6
.6 Expert judgment
11.4 Perform Quantitative Risk Analysis ITTO
84
Inputs Tools &
Techniques
Outputs
1
.1 Risk management
plan
.1 Data gathering and
representation
techniques
.1 Project
Documents updates
2
.2Cost management
plan

.2 Quantitative risk
analysis and
modeling techniques
Risk register
updates
3
.3 Schedule
management plan
.3 Expert judgment
4
.4 Risk register
5
.5 EEFs
6 .6 Organizational
process assets
11.5 Plan Risk Responses ITTO
85
Inputs Tools &
Techniques
Outputs
1
.1 Risk management
plan
.1 Strategies for
negative risks or
threats
Project
management plan
updates

2
.2 Risk register

.2 Strategies for
positive risks or
opportunities
Project document
updates

3
.3 Contingent
response strategies
Risk register
updates
4. Expert judgment Risk-related
contract decisions

11.6 Monitor and Control Risks ITTO
86
Inputs T&T Outputs
1
.1 Project
management plan
.1 Risk
reassessment
.1 Work performance
information
2
.2 Risk register

.2 Risk audits .2 Change requests

3
.3 Work
performance
information Data
.3 Variance and
trend analysis
plan updates
4
.4 Work
Performance
reports
.4 Technical
performance
measurement
.4 Project document
updates
5
.5 Reserve analysis .5 Organizational
6
.6 Status Meetings
Risk register updates
Chapter 12:
Project Procurements
management
What to buy & How?

87
Chapter 12:
Project Procurements
management
Project Procurement Management includes
the processes necessary to purchase or
acquire products, services, or results needed
from outside the project team. The
organization can be either the buyer or seller
of the products, services, or results of a
project.

88
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12.1 Plan Procurements

12.1 Plan Procurement
Management
12.2 Conduct Procurements

12.2 Conduct Procurements
12.3 Administer
Procurements

12.3 Control Procurements
12.4 Close Procurements

12.4 Close Procurements
Project Procurement Management Processes
89
12.1 Plan Procurements ITTO
90
Inputs Tools &
Techniques
Outputs
.1 Scope baseline , Cost
performance baseline Project
management plan.
.1 Make-or-buy
analysis
.1 Procurement
management plan
.2 Requirements documentation .2 Expert
judgment
.2 Procurement statements
of work
.3 Risk register .3 Market
research
.3 Procurement documents
.4 Activity resource requirements .4 Meetings .4 Source selection criteria
.5 Project schedule Contract types .5 Make-or-buy decisions
.6 Activity cost estimates .6 Change requests
.7 Stakeholder register .7 Project documents
updates.
.8 Enterprise environmental factors
.9 Organizational process assets
.10 Risk-related contract decisions
.11 Teaming agreements
12.2 Conduct Procurements ITTO
91
.1 Project management plan .1 Bidder conferences .1 Selected sellers
.2 Procurement documents .2 Proposal evaluation
techniques
.2 Procurement
contract award
Agreements .3 Source selection criteria .3 Independent
estimates
.4 Seller proposals .4 Expert judgment .3 Resource calendars
.5 Project documents .5 Advertising .4 Change requests
.6 Make-or-buy decisions .6 Analytical
techniques
.5 Project
management plan
updates .7 Procurement statement of
work
.7 Procurement
negotiations
.8Organizational process
assets
.8 Internet search .6 Project document
updates
.9 Qualified seller list
.10 Teaming agreements
12.3 Control Procurements ITTO
92
plan
.1 Contract change
control system
.1 Work Performance
information
.2 Procurement
documents
.2 Procurement
performance reviews
.2 Change requests

.3 Contract Agreements .3 Inspections and audits .3 Project management
plan updates
.4 Approved change
requests
.4 Performance reporting .4 Project documents
updates
.5 Work Performance
reports
.5 Payment systems .5 Organizational
.6 Work performance
information Data
.6 Claims administration Procurement
documentation
.7 Records management
system
12.4 Close Procurements ITTO
93
.1 Project
management plan
.1 Procurement audits .1 Closed
procurements
.2 Procurement
documentation
.2 Negotiated
settlements
Procurement
negotiations
.2 Organizational
Process Assets
Updates
.3 Records
management system
Chapter 13:
Stakeholders Management
Stakeholders
94
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10.1 Identify Stakeholders 13.1 Identify Stakeholders

13.2 Plan Stakeholder
Management
10.4 Manage Stakeholders
Expectations
13.3 Manage Stakeholders
Engagement
13.4 Control Stakeholders
Engagement
Project Stakeholders Management Processes
95
13.1 Identify Stakeholders ITTO

96
.1 Project charter .1 Stakeholder analysis .1 Stakeholder
register
.2 Procurement
documents
.2 Expert judgment .2 Stakeholder
management strategy
.3 Enterprise
.3 Meetings
.4 Organizational
process assets
13.2 Plan Stakeholders Management ITTO

97
plan
.1 Expert judgment .1 Stakeholder
management plan
.2 Stakeholder register .2 Meetings

.2 Project documents
updates
.4 Enterprise
.3 Analytical
techniques

.5 Organizational
process assets
Project charter
13.3 Manage Stakeholder Engagement ITTO
98
Inputs Tools &
Techniques
Outputs
.1 Stakeholder register
management plan
.1 Communication
methods
.1 Issue Log
plan Communications
management plan
.2 Interpersonal
skills
.2 Change requests
.3 Change log .3 Management
skills
.3 Project
management plan
updates
assets
.4 Project document
updates
.Stakeholder
management strategy
.5 Organizational
. Issue log
13.4 Control Stakeholder Engagement ITTO
99
plan
.1 Information
management systems
.1 Work performance
information
.2 Issue log .2 Expert Judgment .2 Change requests
.3 Work Performance
data

.3 Meetings .3 Project
management plan
updates
.4 Project documents
4 Project document
updates

.5 OPAs Updates
The End
Q & A
100
Thanks and Good Luck

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