Process ChartPMP

S No Knowledge Area Process Process Group
1 Integration: Develop the Project charter Initiation

6 Integration: Develop the Project management plan Planning
10 Integration: Direct and Manage Project Work Executing
15 Integration: Monitor and Control Project Work M&C
22 Integration: Perform Integrated Change Control M&C
27 Integration: Close Project or Phase Closing
30 Scope: Plan Scope Management Planning
34 Scope: Collect Requirements Planning
45 Scope: Define Scope Planning
49 Scope: Create Work Breakdown Structure Planning
54 Scope: Validate Scope M&C
59 Scope: Control Scope M&C
64 Time Management: Plan Schedule Management Planning
68 Time Management: Define Activities Planning
72 Time Management: Sequence Activities Planning
79 Time Management: Estimates Activity Resources Planning
87 Time Management: Estimating Activity Duration Planning
97 Time Management: Develop Schedule Planning
110 Time Management: Control Schedule M&C
117 Cost Management: Plan Cost Management Planning
121 Cost Management: Estimate Costs Planning
131 Cost Management: Determine Budget Planning
140 Cost Management: Control Costs M&C
146 Quality Management: Plan Quality Planning
154 Quality Management: Perform Quality Assurance Executing
159 Quality Management: Perform Quality Control M&C
167 Human Resources Manageme
Plan Human Resources Management Planning
Acquire Project Team Executing
Develop Project Team Executing
Manage Project Team Executing
190 Communications Managemen
Plan Communications Planning
Manage Communications Executing
Control Communications M&C
205 Risk Management: Plan Risk Management Planning
210 Risk Management: Identify Risks Planning
223 Risk Management: Perform Qualitative Risk Analysis Planning
229 Risk Management: Perform Quantitative Analysis Planning
235 Risk Management: Plan Risk Responses Planning
239 Risk Management: Monitor and Control Risks M&C
245 Procurement Management: Plan Procurements Planning
254 Procurement Management: Conduct Procurements Executing
262 Procurement Management: Control Procurements M&C
269 Procurement Management: Close Procurements Closing
272 Stakeholder Management Identify Stakeholders Initiation
276 Stakeholder Management Plan Stakeholder management Planning
280 Stakeholder Management Manage Stakeholder Engagement Executing
285 Stakeholder Management Control Stakeholder Engagement M&C
Inputs Tools & techniques
Project statement of Work Expert Judgment
Business case Facilitation Techniques
Agreements
Enterprise Environmental Factors
Organizational Process Assets
Project charter Expert Judgment
Outputs from Other Processes Facilitation Techniques
Project Management Plan Expert Judgment
Approved Change Requests Project Mgmt Information System
Enterprise Environmental Factors Meetings

Schedule Forecasts Analytical Techniques
Cost Forecasts Project Mgmt Information System
Validated Changes Meetings
Work Performance Information
Work Performance Reports Meetings
Change Requests Change Control Tools
Accepted Deliverables Analytical Techniques
Organizational Process Assets Meetings
Project Management Plan Expert Judgement
Project charter Meetings
Scope Management Plan Interviews
Requirement Management Plan Focus Groups
Stakeholder Management Plan Facilitated Workshops
Project Charter Group Creativity Techniques
Stakeholder Register Group Decision Making Techniques
Questionnaires and Surveys
Observations
Prototypes
Benchmarking
Context Diagrams
Document Analysis
Scope Management Plan Expert Judgment
Project Charter Product Analysis
Requirements Documentation Alternatives Identification
Organizational Process Assets Facilitated Workshops (JAD or QFD)
Scope Management Plan Decomposition
Project Scope Statement Expert Judgement
Requirements Documentation
Project Management Plan Inspection
Requirements Documentation Group Decision Making Techniques
Requirements Traceability Matrix
Verified Deliverables
Work Performance Data
Project Management Plan Variance Analysis
Project charter Analytical Techniques
Schedule Management Plan Decomposition
Scope Baseline Rolling Wave Planning
Enterprise Environmental Factors Expert Judgment
Schedule Management Plan Precedence Diagramming Method (PDM)
Activity List Dependency Determination
Activity Attributes Leads & Lags
Milestone List
Project Scope Statement
Schedule Management Plan Expert Judgment
Activity List Alternatives Analysis
Activity Attributes Published Estimating Data
Resource Calendar Bottom-Up Estimating
Risk Register Project Management Software
Activity Cost Estimates
Activity List Analogous Estimating
Activity Attributes Parametric estimates
Activity Resource Requirements Three-Point Estimates
Resource Calendar Group Decision Making Techniques
Project Scope Statement Reserve Analysis
Risk Register
Resource Breakdown Structure
Schedule Management Plan Schedule Network Analysis
Activity List Critical Path Method
Activity Attributes Critical Chain Method
Project Schedule Network Diagram Resource Optimization Techniques
Activity Resource Requirements Modeling Techniques
Resource Calendar Leads and Lags
Activity Duration Estimates Schedule Compression
Project Scope Statement Scheduling Tool
Risk Register
Project Staff Assignments
Resource Breakdown Structure
Project Management Plan Performance Reviews
Project Schedule Project Management Software
Work Performance Data Resource Optimization Techniques
Project Calenders Modeling Techniques
Schedule Data Leads and Lags
Organizational Process Assets Schedule Compression
Scheduling Tool
Project charter Analytical Techniques
Cost Management plan Expert Judgment
Human Resource Management Plan Analogous Estimating
Scope Baseline Parametric Estimating
Project Schedule Bottom-up Estimating
Risk Register Three-Point Estimates
Enterprise Environmental Factors Reserve Analysis
Organizational Process Assets Cost of Quality
Project Management Software
Vendor Bid Analysis
Group Decision Making Techniques
Cost Management plan Cost Aggregation
Scope Baseline Reserve Analysis
Activity Cost Estimates Expert Judgement
Basis of Estimates Historical Relationships
Project Schedule Fund Limit Reconciliation
Resource Calendar
Risk Register
Agreements
Project Management Plan Earned Value Management
Project Funding Requirements Forecasting
Work Performance Data To-Complete Performance Index (TCPI)
Organizational Process Assets Performance Reviews
Reserve Analysis
Project Management Software
Project Management Plan Cost-Benefit Analysis
Stakeholder Register Cost of Quality (COQ)
Risk Register Seven basic Quality tools
Requirement Documents Benchmarking
Enterprise Environmental Factors Design of Experiments
Organizational Process Assets Statistical Sampling
Additional quality planning tools
Meetings
Quality Management Plan Quality Management and Control Tools
Process Improvement Plan Quality audits
Quality Metrics Process analysis
Quality Control Measurements
Project Documents
Project Management Plan Seven basic Quality tools
Quality Metrics Statistical Sampling
Quality Checklists Inspection
Work Performance Data Approved Change Requests Review
Approved Change Requests
Deliverables
Project Documents
Project Management Plan Organization Charts and Position Description
Activity Resource Requirements Networking
Enterprise Environmental Factors Organizational Theory
Organizational Process Assets Expert Judgement
Meetings
Human Resource Management Plan Pre-assignment
Enterprise Environmental Factors Negotiation
Organizational Process Assets Acquisition
Virtual Teams
Multi- criteria decision analysis
Human Resource Management Plan Interpersonal Skills
Project Staff Assignments Training
Resource Calendar Team-Building Activities
Ground rules
Co-Location
Recognition and Rewards
Personnel Assesment tools
Human Resource Management Plan Observation and Conversation
Project Staff Assignments Project Performance Appraisals
Team Performance Assessments Conflict Management
Issue Log Interpersonal Skills
Work Performance Reports
Project Management Plan Communication Requirement Analysis
Stakeholder Register Communication Technology
Enterprise Environmental Factors Communication Models
Organizational Process Assets Communication Methods
Meetings
Communications Management Plan Communications Technology
Work Performance Reports Communication Models
Enterprise Environmental Factors Communication Methods
Organizational Process Assets Information Management systems
Performance Reporting
Project Management Plan Information Management systems
Project Communications Expert Judgement
Issue Log Meetings
Work Performance data
Project Management Plan Analytical Techniques
Project Charter Expert Judgement
Stakeholder Register Meetings
Risk Management Plan Documentation Review
Cost Management Plan Information Gathering Technique
Schedule Management Plan Checklist Analysis
Quality Management Plan Assumptions Analysis
Human Resource Management Plan Diagramming Techniques
Scope Baseline SWOT Analysis
Activity Cost Estimates Expert Judgment
Activity Duration Estimates
Stakeholder Register
Project Documents
Procurement Documents
Risk Management Plan Risk Probability and Impact Statement
Scope Baseline Probability and Impact Matrix
Risk Register Risk Data and Quality Assessment
Enterprise Environmental Factors Risk Categorization
Organizational Process Assets Risk Urgency Assessment
Expert Judgment
Risk Management Plan Data Gathering & Representation Technique
Cost Management Plan Quantative Risk Analysis & Modeling Technique
Risk Register
Risk Register Strategies for Negative Risks & Threats
Risk Management Plan Strategies for Positive Risks & Threats
Contingent Response Strategies
Expert Judgment
Risk Register Risk Reassessment
Project Management Plan Risk Audits
Work Performance Data Variance and Trend Analysis
Work Performance Reports Technical Performance Measurements
Reserve Analysis
Meetings
Project Management Plan Make-or-Buy Analysis
Requirements Documentation Expert Judgment
Risk Register Market Research
Activity Resource Requirements Meetings
Project Schedule
Procurement Management Plan Bidder Conference
Procurement Documents Proposal Evaluation Technique
Source Selection Criteria Independent Estimates
Seller Proposals Expert Judgment
Project Documents Advertising
Make-or-Buy Decisions Analytical Techniques
Procurement Statement of Work Procurement Negotiations
Project Documents Contract Change Control System
Project Management Plan Procurement Performance Reviews
Agreements Inspection & Audits
Approved Change Requests Performance Reporting
Work Performance Reports Payment System
Work Performance Data Claims Administration
Record management system
Project Management Plan Procurement Audits
Procurement Documents Procurement Negotiations
Record Management System
Project Charter Stakeholder Analysis
Procurement Documents Expert Judgment
Stakeholder Register Analytical Techniques
Stakeholder Management Plan Communications Methods
Communications Management Plan Interpersonal Skills
Change Log Management Skills
Project Management Plan Information Management systems

Issue Log Expert Judgement
Work Performance Data Meetings
Project Documents
Outputs
Project charter
Project Management Plan
Deliverables
Change Requests
Project Management Plan updates
Project Document updates
Change Requests
Work Performance Reports
Approved Change Requests

Change Log
Final Product, services or results transition

Organizational Process Assets updates
Scope Management Plan

Requirements Management Plan
Project Scope Statement
Scope Baseline
Accepted Deliverables
Change Requests
Project Document Updates

Change Requests
Project Management Plan Updates
Schedule Management Plan
Activity List
Activity Attributes
Milestone List
Project Schedule Network Diagrams

Activity Resource Requirements

Resource Breakdown Structure (RBS)
Activity Duration Estimates
Schedule Baseline
Project Schedule
Schedule Data
Project calendars

Schedule Forecasts
Change Requests
Cost Management Plan

Basis of Estimates
Cost Baseline
Project Funding Requirements

Cost Forecasts
Change Requests
Quality Management Plan
Quality Metrics
Quality Checklists
Process Improvement Plan
Change Requests

Validates Changes
Change Requests
Human Resource Management Plan
Project Staff Assignments
Resource Calendars
Team Performance Assessments

Enterprise Environmental Factors updates
Enterprise Environmental Factors updates

Change Requests
Communications Management Plan

Project Communications

Change Requests
Risk Management Plan
Risk Register


Change Requests
Procurement Management Plan

Procurement Statement of Work
Make-or-Buy Decision
Source Selection Criteria
Change Requests
Selected Sellers
Agreements
Resource Calendars
Change Requests

Change Requests
Closed Procurements
Stakeholder Management Plan

Issue log
Change Requests
Change Requests
Process Chart
Initiating Planning Executing
Determine how you will plan Execute the work according to

Select project manager
for each knowledge area the PM plan
Determine company culture and existing Determine detailed Produce product deliverables
systems requirements (product scope)
Collect processes, procedures, Create project scope Gather work

and historical information statement performance data
Assess what to purchase and
Divide large projects into phases create procurement Request changes
documents
Implement only approved

Understand the business case Determine planning team
changes
Uncover initial requirements, assumptions,

Create WBS and WBS
risks, constraints, and existing Continuously improve
dictionary
agreements
Assess project and product feasibility
Create activity list Follow processes
within the given constraints
Determine whether processes
Create measurable objectives Create network diagram are correct and effective
(quality assurance)
Estimate resource
Develop project charter Perform quality audits
requirements
Identify stakeholders and determine their

Estimate time and cost Acquire final team
expectations, influence, and impact
Determine critical path Manage people
Evaluate team and individual

Develop schedule
performance
Develop budget Hold team-building activities
Determine quality standards,

Give recognition and rewards
processes, and metrics
Create process improvement

Use issue logs
plan
Determine all roles and
Facilitate conflict resolution
responsibilities
Plan communications and Release resources as work is
stakeholder engagement completed
Plan risk identification,
qualitative and quantitative Send and receive information,
risk analysis, and risk and solicit feedback
response planning
Report on project
Go back - iterations
performance
Finalize procurement Manage stakeholder
documents engagement and expectations
Create change management
Hold meetings
plan
Finalize the " How to
execute and control" parts Select sellers
of the management plan
Develop realistic and final
PM plan and performance
measurement baseline
Gain formal approval of the
plan
Hold kick-off meeting
rt
Monitoring and Control Closing
Confirm work is done to

Take action to control the project
requirements
Measure performance against the

Complete procurement closure
performance measurement baseline
Measure performance against other
Gain final acceptance of the
metrics in the PM plan
product
Analyse and evaluate performance Complete financial closure
Determine if variances warrant a

corrective action or other change Hand off completed product
request
Influence the factors that cause

Solicit feedback from the
changes
customer about the project
Complete final performance
Request changes
reporting
Perform integrated change control Index and archive records
Gather final lessons learned and

Approve or reject changes
update knowledge base
Update the PM plan and project

documents
Inform stakeholders of the results

of change requests
Monitor stakeholder engagement
Manage configuration management

system
Create forecasts
Gain acceptance of interim

deliverables from the customer
Perform quality control
Perform risk reassessments and

audits
Manage reserves
Control procurements
Integration Managemen
Initiating Planning Executing
Develop
Project Direct and Manage
Develop Project Charter
Management Project Work
Plan
Project
Analyse business case PMP Plans
Charter
Analyse Project Statement of Output from

Work : how project fits in the org other Approved Changes
goals processes
Perform Project Selection

- Benefit Measurement Method
( Comparison)
o Murder Board
o Peer Review
o Scoring Models
o Economic Models
EEF EEF
- Constrained Optimization
( Mathematical Approach)
o Linear Programming
o Integer Programming
o Dynamic Programming
o Multi- Objective Programming
Perform Economic Evaluation

selection Criteria
-Present Value
-Net Present Value OPA OPA
- Internal Rate of interest
- Pay Back Period
- Cost Benefit Analysis
Present Value =FV/(1+R) to the
power of n ( FV=future value,
r=interest rate, n=time period)
NPV = higher is better
IRR = higher is better
Payback Period = Lesser the

better
Cost Benefit = greater than 1 is

good as that is the number of
times the revenue is 1.7 times the
cost
Economic Value Add: more value

than Initiative cost
Opportunity Cost : cost of not

done project
Sunk Cost : not determined for

the continuation of project
Law of diminishing return :
adding resources will not add
profit ( more channels to
communicate hence more
confusion)
Working Capital : money with
Organization for project
Depreciation :Straight Line(100,
100), Accelerated( 100, 150, 200)
or double declining balance or
Sum of the years digits
Constraints and Assumptions
Agreements and contracts
Output
Management
Plans, Scope,
Cost,
Project Charter Deliverables
Schedule,
Communicati
on etc.
Project
Management
Processes New Change Requests
that will be
used
Knowledge
area Work Performance
Management Data
Plans
Scope,
Schedule,
Cost Baseline
PMP updates
( Performance
Management
Baseline)
Requirements
Project Document
Management
Updates
Plan
Change
Management
Plan : Change
Control
System) part
of
PMIS( standa
rd forms,
procedures,
processes etc.
Configuration
Management
Plan :
Configuration
Management
System is part
of PMIS
( Project
Management
Integration
System) more
to do with
version
control
Process
improvement
Plan
Project
Management
Plans should
be formally
approved by
sponsor or
key
stakeholders
Project
Documents :
Anything
other than
Management
Plans and
Scope,
Schedule,
Cost baseline
is Project
Documents
PMP Approval
: sign off
approval by
sponsor and
other
stakeholders,
made by PM
and team
Kick off
Meeting
gration Management
M&C M&C Closing
Monitor and Control Perform integrated change

Close Project
Project work control
M&C means
measuring against the Chnages should awalys be Confirm Work is done to
Project Management evaluated for impact requirments
Plan
Work Authorization
System : When and
what will be done in Change Control Borad :
Complete Procurment
what sequence only approves, reviews and reject
closure
started when formal chnages
authorization is
received
4 steps for Change :

-Evaluate the Change
Is Part of PMIS, PMIS Gain Final Acceptence
- Look for options
is part of EEF for the Product
-Get the Change approved
- Get customers buy in
Detailed process of making

Chnages
- Prevent the root cause
-Identify Change Complete the Financial
Validated Changes
-Look at the Impact Closure
-Create Change request
-Perfrom Integrated change
control
Perfrom integrated Change
Control
-Asses the change
- Look for options
- Check if the change is
Work Perfromance approved or rejected
Information, -Update the status in change Hand Off Completed
Schedule, Cost log Product
Forecast -Adjust the Project
Management Plans
-Communicate the change to
stakeholders
-Manage the Project with
revised Plan Solicit Feedback from
EEF, OPA the Customer about the
project
Complete Final
Perfromance Revies
PM should look for
problems rather than
letting them happen,
continue to meausre
through out the Index and Archieve the
project, find root Records
cause, measure
prroject perormance
after corrective action
is implemented
Corrective acttions
should be reviewd
Gather final lesson
and approved as part
Learnt and update
of Perfrom integrated
knoledge base
change control
process
Preventive Actions
means anticipating
the possible
deviations
Defect Repair is
mainly the rework,
when corrective or
preventive actions are
not enough
Approved change requests ,
Change Request change log PMP updates and
document updates
Corrective Actions :
are chnages which do
not impact Baselines
Work perfromance
Reports
PMP updates
Project document
updates
Scope Management
Planning Planning Planning
Plan Scope Management Collect Requirements Define Scope
How you will achieve the Collect Requirements

project scope from all Stake holders work and only the wor
Reviewing Historical
How to collect requirements information can change and is iter
How to define Focus Groups Product Analysis
How to create WBS Interviews
Validate Facilitated workshops
Brainstorming:
building on each
and control scope others idea
Nominal group
technique : ranks the
ideas discussed in
Brainstorming
Multi-criteria decision
making
Mind maps
Affinity Diagrams as
per the categories
Requirements can be
classified as below:
- Business
- Stakeholder
- Project
- Solution
- Technical
- Transition
- Quality
Surveys
Observation : job
shadowing
Benchmarking : what
the competition is
doing
Prototypes : example
Context diagram
Group decision
Making : Majority,
Plural, Dictatorship,
Delphi
Balancing Stakeholder
Requirements
Resolving competing
Requirements : ones
which meet project
objectives, in the
charter, meet the
assumptions and
constraints, meets
scope statement
Output
Project Scope
Statements:
- Project Scope
- Product Scope
- Deliverables for
Product and Project
- Acceptance Criteria
-What is not part of
scope
- Assumptions and
Requirements constraints
Scope Management plan Documentation
Requirements
Traceability Matrix :
Where the
requirement came
from, what is status,
Requirements Management requirement
Plan identification number Project Document upd
pe Management
Planning M&C M&C
Create WBS Validate scope Control Scope
Validate Scope : is
Decomposition checking interim
of project Deliverable for
using WBS customer acceptance Proactive Process
Validate Scope Needs:
- Control Quality
- Scope Baseline
Decomposition -Requirement
continues till Tractability Matrix Measuring and assessing the scope
work - Work performance against the work performance data
packages are data from Execution of to generate work performance
reached
Work work information
Packages are
nouns and are Can be done at the end
deliverables
Created with of each phase
Validate scope is
input from formal acceptance of
team and customer interim
stakeholders deliverable
Control
Accounts help
in aggregation
and analysis
One can break
WBS until
work
packages are:
- Can be
estimated
- Can be
outsourced
- Can be
worked on
without and
interference
- Can be
completed
quickly
Small Project
WP: 4-40 hrs.
Medium WP-
8-80 hrs.
Large - 300
hrs.
WBS :
- Is Important
-can be reused
- should be
there on all
projects
-Does not
show
dependencies
- is foundation
of project
-Identifies all
deliverables
WBS
Dictionary :
Protects scope
creep acts as
boundary for
the scope, has
interdependen
cies,
acceptance
criteria, can
be called
casing design
or module xyz
Output
Scope Base
line : approved
version of final
scope, WBS,
WBS
dictionary
before the
project begins Accepted Deliverables Work performance Info
Project
document
update Change request
Work performance Change requests
Information: result of
work performance
data PMP updates
PDU PDU
OPA updates
Time Management
Planning Planning Planning
Define
Plan Schedule Management Sequence Activities
Activities
Taking the
Work
packages
created as
Taking activities and
part of WBS
milestones and sequencing
Methodology and
them in order in which they
decomposin
will be performed
g them
further to
define
activities
Should be
Small
enough to
IF should be in hours, weeks,
estimate,
or months
control,
schedule,
monitor
Sequencing only shows dependencies

Rolling
Wave
Planning:
Progressive
Elaboration
where you
Establish baseline plan for the
part of
scope
known and
plan later
as scope
uncovers
Methods to draw network diagram :

- PDM (Precedence Diagramming Method)
- Arrow Diagramming
- GERT (Graphical Evaluation and Reviews Technique)
Milestones :
Performance Measures to does not
identify variances give you
duration
PDM : Nodes( boxes)are used to represent activities and

- FS( Finish to start) activity must finish before the succes
- SS ( Start to Start )
Must start before successor can start
-FF ( Finish to Finish) must finish before the successor ca
- SF( Start to Finish) must start before successor can finis
Expert Judgement
GERT is when you have to show a loop
Analytical Techniques
Types of dependencies :
- Mandatory :Inherent in nature
- Discretionary : Preferred
- External : government, suppliers
- Internal : Team
LEADs: Activity can start

before the predecessor
activity is completed : E.g.
Meetings
cooking you can throw in
spices before you are done
cutting veggies
LAG : is wait time between 2

activities: e.g. you have to
wait for the dish to cook
before you garnish
Output
Project Schedule Network

Schedule Management Plan Activity List
Diagrams
Activity
Attributes :
Component Project Document Updates
s that make
an activity
Milestone
List
me Management
Planning Planning Planning M&C
Estimate activity Estimate Activity Develop Control
Resources Durations Schedule Schedule
Once you
have defined Measure
Once the activities activity, against the
Once the activities are are defined, sequenced it, Plan :
sequenced, the type sequenced , estimated Estimate the
and quantity of resources is resources components
resources are assigned you need to and duration at least once
determined assign duration to time to put it during the
each activity in schedule life of the
for schedule project
model
Schedule
Network
Padding should not Analysis:
be permitted: - Critical Path
padding is extra Method
Activity List, Schedule time and cost added - Schedule
Management Plan and it means the Compression
estimator doesnt - Modelling
have enough - Resources
information Optimization
- Critical
chain Method
Floats:
-Total Float :
Amount of
time activity
can be
delayed
without
delaying the
Estimating
project end
Techniques:
date
Expert Judgment
- Free Float :
( One Point
Amount of
Estimating)
time the
Analogous
activity can
Estimating
be delayed
Parametric
with
estimates
impacting
Three-Point
the start date
Estimates
of its
Group Decision
successor
Making Techniques
- Project
Reserve Analysis
Float :
Amount of
time project
can be
delayed
without
delaying the
Activity Attributes committed
Schedule
date
Compression
- Fast Track :
+ risk,
+communica
tion,
+rework,
activities are
One Point done in
Estimating : One parallel
Estimate per activity
, may result in -Crashing :
padding Trades Time
for Money,
more
resources,
may add risk,
cost
definitely
Resource Calendar increases
Modelling :
Monte Carlo
Analysis :
Analogous
uses network
Estimation ( Top
diagram to
Risk Register Down) uses expert
predict ,
judgment and
specific day,
historical data
cost, risk,
overall
critical path
Resource
Optimization
:
- Resource
Levelling :
Parametric used usually
Estimation : with erratic
compares two use of
variables two ways resources,
- Regression adds time,
analysis : scatter cost
diagram
- Learning Curve : - Resources
improved efficiency Smoothing :
as you progress within float
modified
resource
levelling
Heuristic : Generally
Critical
accepted Rule
Enterprise Chain
( Pareto -80/20)
Environmental Factors Method :
design is 15% of
adds buffer
total project
Rules to
shorten the
Schedule :
- Analyse
Three Point Impact
Estimation: - Estimate
- Triangular, straight - Fast Track
, simple - Crash
Expert Judgment
- PERT, BETA , - Quality
weighted Average
with Standard Chose the
Deviation method
which give
lowest
negative
impact
- Group Decision
Alternatives Analysis
Making
Published Estimating
- Reserve Analysis
Data
Bottom-Up Estimating
Project Management
Software
Work
Activity Resource Activity Duration Schedule
Performance
Requirements Estimates Baseline
Resource Breakdown Information
Structure (RBS) : In
project management,
the resource
breakdown structure
(RBS) is a hierarchical
Project Document Project Schedule
list of resources
Updates Schedule Forecasts
related by function and
resource type that is
used to facilitate
planning and
controlling of project
work.
Project Document Schedule Change
Updates Data Requests
Project
Project Management
calendars Plan
Updates
Project Project
Management Document
Plan Updates Updates
Organization
Project
al Process
Document
Assets
Updates
updates
GERT
Cost Management
Life Cycle Costing :Concept of looking at the cost of whole life of the product instead of c
Value Analysis :Value Engineering : Less costly way to do the same work
Cost Risk : Risk of quality, risk management Cost risk is high for sellers in FP
Planning Planning
Plan Cost Management Estimate Cost
How you are going to Plan the Process involves estimating

Cost Management costs for each activity
Two more ways to choose the
Project other than PV, NPV
etc.:
- ROI : Return of Investment
Cost of Quality
when the project will start
- Cost of Project Management
yielding Profit
- Cost of risk effects
- Discounted cash flow: How
much money will be received
in the future and discounting
it from the current value Types of Cost:
- Variable Cost : cost that
change with the amount of
production : raw material cost,
supplies, wages
- Fixed Cost : cost that do not
change with production setup,
rent,
Type of Cost :
- Direct Cost : attributed to
the work on the project:
wages, rewards, recognition
- Indirect Costs: Overhead
costs like taxes, fringe benefits
Inputs to the Estimate Costs:

- Scope Baseline
-Project Schedule
-Cost Management Plan
- Human Resource
Managements Plan
- Risk Register
- OPA
-EEF
-Project Managements costs
How To Estimate :
- Bottoms up Estimating :
Activity -> Work Packages->
Control Accounts-> Project
Costs
- Analogous (Historical or Top
Down)
- Project Management
Software
- Determining Resource Cost
Rates
- Reserve Analysis
- Cost of Quality
- Group Decision Making :
Accuracy Of Estimates
Brainstorming etc. :
- Rough order of
Magnitude( Initiating) : +25/-
75
- Budget Estimates
( Planning) : -10/+25
- Definitive Estimates: as the
project progresses estimates
become more accurate :
-5//+10, +/-10
Output
Cost Management Plan :

-Currency
-How will you monitor
-Control Threshold: how much
variance is acceptable
- Reporting structure
Basis of Estimates
ost Management
hole life of the product instead of cost of the Project
do the same work
s high for sellers in FP
Planning M&C
Determine Budget Control costs
Determine Budget : Total cost PM needs to measure the
that organization needs to expenditure against the cost
expend for the project budget baseline
In Determining Budget PM
Ways to Measure :
should perform risk
-Project Reports
management activities as risk
- Reserve Analysis
can reduce or decrease the
- EVM or Forecasts
budget
Contingency reserves : Part of

cost baseline and used for
known risks
Management Reserves : are EVM : check formula page
part of Cost budget and need
management approval and is
for known unknowns
S-curve :time phased view of

cost baseline
Cost Baseline Work Performance Information
Project Funding Requirements Cost Forecasts

Project Document Updates Organizational Process Assets updates
Change Requests
Quality Management
Quality Management : Degree to which project fulfils its requirement.
Low Grade High Grade, a low Grade produce may still meet quality standards
Quality Theorists :
1) Joseph Juran : defined 80/20 rule defined quality as "fitness of use"
2) W.Edward Deming: PDCA( plan,do,check,act)cycle for quality management 14 points
3) Philip Crosby : Cost of Poor Quality and advocated "zero Defect"
Gold Plating: What Team's impression of value to the customer
Prevention over inspection : Quality has to be planned not inspected in...
Marginal Analysis : point where benefit received from quality adds cost
Continuous improvement : Japanese Kaizen
Just in time : not before not after, raw material should be provided just in time
Total Quality Management :Focus on quality as a whole
Responsibility of Quality: PM, Team, higher management
Impact of Poor Quality : +cost, +risk,-cust sat,-morale,-profit, schedule delay
4 Pillars of Quality Management: customer satisfaction, Prevention over inspection, Man
Precision Consistency is value of repeated measurements having fine cluster and little s
is a correctness of how close is measured value to true value.
Planning Executing
Plan Quality Management Perform Quality Assurance

Defining Quality of the
Ensure Team is following proper
Project, Product, Process and
procedures , org policies, standards etc.
how it will
Finding be achieved
existing quality
Practise, procedures for If processes are being followed and if they
product, project, Project are appropriate for the product, project
Management efforts
Create additional Project
Perform Continuous improvement
Specific practise
What work you will do to meetUsed to assess if practices and procedures
the standards are being followed
Quality Audits : Identify lesson learnt and
how you will measure
best practise
create a process improvement Process Analysis : Is part of continuous
plan improvement
Other Tools and Techniques :
Quality Standards:
- ISO 9000 Affinity Diagram : IF the change of policy
-CISG : sales and procedures will impact the root cause
- OSHA : safety standards for of the problem
American workers
Cost Benefit Analysis ;Cost of Tree Diagram : helps in decision making,
quality benefits help organise data
Cost of Quality : Conformance
and Non - conformance
- Conformance: Quality
Training, surveys, studies,
Efforts to make sure everyone PDPC(Process decision program charts):
knows about quality practise decompose goals into steps
Non- Conformance: + cost,
rework, warranty cost,
inventory cost, low csat,scrap,
low business
Matrix Diagram: visual representation
Seven Quality Tools
between two or more sets of items
Cause and Effect :get the root
cause of the defect, creative
way of looking at a problem, Prioritization matrix : prioritization matrix
help stimulate thinking and is useful for decision analysis about
generate discussion, can be process
used to explore factors to give
desirable outcome
Flow Charts :They help
analyse expected monetary Project schedule diagram and Activity
value of cost of conformance network diagram
and non conformance
Checklist: Primary purpose is
to gather data
Pareto Diagram : Help focus
on most critical issues,
highlight potential causes of
problems, separate critical
few from uncritical many
Histogram : identify what
needs to be dealt with
Control Charts : Upper and
lower control limit, Mean, rule
of seven, assignable cause,
specification limits ( customer
specs), out of control( rule of
seven with control limits, data
point falls outside control
limit
Scatter Diagram : analyses
variables to determine
negative or positive impact
Benchmarking :Looking at
other projects to get ideas
Design of experiment : use
different variables to produce
desired results
Statistical sampling : The
sample size and frequency of
measurement are determined,
Attribute sampling is to
variables sampling as digital
is to analogy. Attribute
sampling just asks the
question: does the sample
conform or does it not
conform? Is therefore like a
digital value that could be
assigned a 0 or a 1. Variables
sampling takes a
measurement that is along a
continuous (analog) scale, and
thus the degree of conformity
can
OtherbeTools
measured.
and Technique
3 or 6 sigma, 1 sigma :
68.27%, 99.73%, 99,99%
difference from the mean
Output
Change Requests
Quality Management Plan Organizational Process Assets updates
Quality Metrics Project Management Plan Updates
Quality Checklist Project Document Updates
Process Improvement Plan
PMP and Project documents updates
nt
ent.
y standards
se"
anagement 14 points
"
ed in...
s cost
just in time
edule delay
n over inspection, Management responsib
fine cluster and little scatter. Accuracy
M&C
Control Quality
Examines Actual Deliverables
Measure the deliverables to

check if they meet the
requirements
Submit change requests
produce verified deliverables
Update PMP and PDU Affinity Tree
ARE THE RESULTS MEETING

THE STANDARDS
Mutual Exclusivity : two things
cannot happen at the same
time: flipping coin cannot get
heads and tales at same time
Probability : Of something is
going to happen
Normal Distribution: shape of

PDPC
bell to measure variance
Statistical Independence: One
occurring will not impact the
other
Standard deviation : how far are

you from mean
Process Analysis : to find the

root cause of the problem, fix
the process
Prioritization matrix
Statically Sampling as well
Seven Quality Tools
Cause and Effect : find the root

cause of problem
Flow Charts : Analyse quality

problems and find solutions
Checklist: used in control

quality
Pareto Diagram : use to analyse

the cause of defects, measure
the work performance data
Histogram : most pressing issues
Control Charts : check the work

performance data
Scatter Diagram : analyses
variables to determine negative
or positive impact

Validates Changes
Change Requests
Matrix
Human Resource Management
Roles and Responsibilities of a Sponsor : Financer, gathers appropriate support for the proje
Team : People who will complete the work, help in planning create WBS
Stakeholders: Anyone who is impacted negatively or positively by the project
Project Manager : Managing the project to meet the project objectives
Portfolio Manager: Governance at executive level for programs or projects
Program Manager : Managing group of related Projects
Planning Executing
Plan Human Resource
Acquire Team
Management
The Definition of Roles and
Acquiring Final team is
Responsibilities should be done
part of executing group
as part of plan HR Management
Types of Team :
HR Plan process involves using
Dedicated, Part-time,
below items
Partnership, Virtual
Project Management Plan :

what is expected out of the Pre-assignment : team
resources and when is the assigned before
resources needed
Negotiation : Dealing
EEF : Org culture, PMIS, are
with resource Manager,
they based out of different
as per priority and need
office
of the project
OPA : Lesson Learnt, historical Virtual Teams : in

Information different countries
Multi-criteria decision
HR Plan process involves
making : skills ,
creating below :
knowledge, cost etc.
Halo Effect : if the
Responsibility assignment person is good in one
Matrix : doesnt give time area he will be good in
another too
RACI : Responsibilities etc.
* Before creating final
Organization breakdown schedule resource
structure availability has to be
confirmed.
Resources Breakdown
structure : breaks down work
with type of resources
Position Description : Job
description
Staff Management Plan
1. Staff acquisition
internal or external or contract,
same location or different, Cost
etc.
2. Timetable Resource
histogram is prepared, bars
beyond the maximum available
hours identify need for
resource levelling strategy.
3. Release criteria Morale
is improved if transitions are
already planned.
4. Training Needs
5. Recognition and rewards
6. Compliance With
Government regulations
7. Safety
PM needs to plan rewards and
recognition system
Resource Histogram : number
of resources used per time
period and where there is a
spike you need more resources
Human Resource
Management Plan
Enterprise
Activity Resource Requirements
Environmental Factors
Enterprise Environmental Organizational Process

Factors Assets
Organization Charts and

Pre-assignment
Position Description
Networking Negotiation
Organizational Theory Acquisition
Expert Judgement Virtual Teams
Multi- criteria decision
Meetings
analysis
Out Put
Human Resource Management Project Staff

Plan Assignments
Resource Calendars
Project Management
Plan Updates
man Resource Management
gathers appropriate support for the project
planning create WBS
or positively by the project
he project objectives
for programs or projects
ojects
Executing Executing
Develop Team Manage Team
The process should result in decreased
Day to day Management of
turnover, improved team work,
teams
improved knowledge and skills
Project Performance
Team Building Activities: WBS is part of
Appraisal : Individual
team building
Appraisal
Stages of Team Building Tuckman
Ladder :
- Forming
Issue Log : addressing issues
- Storming
of the team
- Norming
- Performing
- Adjourning
Powers of Project Manager :
- Formal
- Reward
- Penalty
Personal assessment tool : gather
- Expert
knowledge about individual
- Referral
Reward and Expert are the

best
Management and Leadership
Training
style
Conflict Management :
Conflicts are good
- Collaboration ( Problem
Solving
- Compromise ( Reconcile)
- Withdraw ( avoiding)
Setting Ground Rules - Smoothing
( Accommodating)
-Forcing or Directing
Best Resolution is
Collaboration( Problem
Solving)
Reasons of conflict :
Schedule, Personal priorities,
Colocation ( Tight Matrix ) : may have
resources, technical
war room
preferences, administrative,
cost, personality
Recognition and reward Focus on the real problem
Team Performance Effectiveness :

Other theories:
gathering teams effectiveness
Expectancy Theory : remain

productive as rewards meet
their needs
Arbitration : Neutral Party
will solve conflict
Prerequisites ( Perks) :
corner office, assigned
workspace, executive dining
Fringe Benefits : educational

allowance, insurance
McGregor's theory of And Y:

X needs to be monitored
Y is self motivated
Maslow's hierarchy of Need :

Self-actualization, esteem,
social, safety, psychological
David Mcleelands's theory of
Human Resource Management Plan need : Achievement , Affinity ,
Power
Herzberg theory of Hygiene :
Motivation is caused by self
actualization , responsibility,
Project Staff Assignments professional growth,
recognition and not salary,
work conditions, security,
status etc.
Resource Calendar
Human Resource
Interpersonal Skills
Management Plan
Training Project Staff Assignments
Team Performance
Team-Building Activities
Assessments
Ground rules Issue Log
Co-Location Work Performance Reports
Organizational Process
Recognition and Rewards
Assets
Personnel Assessment tools
Observation and
Conversation
Project Performance
Appraisals
Conflict Management
Out Put
Enterprise Environmental
Team Performance Assessments
Factors updates
Enterprise Environmental Factors Organizational Process
updates Assets updates
Change Requests
Updates
Communication Management
PM dedicates 90% of his time communicating, 55% message thru body language, 38% thru p
words used
Communication is about giving information that is needed at right time and right format
Planning Executing
Plan Communications
Manage Communications
Management
Plan Communication method
considers how project will be
stored, what will happen when
Implementing
project is closed, information
communication
and communication needs of
management plan
stakeholder, effectivness and
efficency of communciation on
the project
Techniques and
consderation for effective
communication include :
- Sender Reciverr model :
Communiation can flow
feedback loop
internally ( horizontally
-choice of media
between the organization and
- Meeting manageemnt
team) and externally
Techniques
- Presenation Techniques
-Faciliation Techniques
- Listening
Communication Types :
- Formal Written : complex
problems, project managemnt
plan, project charter,
communication over long
Communication
distance, team perfromacen
Blockers : noisy
issues on 2nd attempt
surrounding, improper
- Formal Verbal : Presemations,
coding, making negative
speeches
statements, hostility,
Informal Written : email,
lnguage, culture
handwritten, text messages,
instant meesseges
Infromal Verbal : Meeting,
conversation, conversation
about individal perfromance
Perfromance Reporting:
types of Reports :
-Status Report
Communication - Progress report
Models:Encode, transmit - Trend Report
message, decode, acnowledge, - Variance Report
feedback - Forecasting
- Earned value
management
- Lesson learnt
Effective Communicatons:
Nonverbal ( body Language),
paralingual ( pitch and tone),
words
Noise : Envorinment,
experience, language, culture,
hostility
Effective Listening :
Communiacton Technology :
-Urgency of need for the
information
- Availability of information
- ease of use
- Project environment
- Secuirity and confidentiality
Communcation Methods :
- Interactive
- Push ( emails, memos,
reports, blogs)
- Pull ( pulling infromation from
central database)
Meetings : Need to have time,
agenda, responsibilities
assigned
Communication channels
Communications
Technology
Stakeholder Register Communication Models
Enterprise Environmental
Communication Methods
Factors
Information Management
systems
Performance Reporting
OUTPUT
Communications Management
Plan
Project Management
Plan Updates
Project Document
Updates
Assets updates
cation Management
% message thru body language, 38% thru paralingual, 7% thru
needed at right time and right format

M&C
Control Communication
Making sure infromation is flowing as planned in the

right way to the right people
Project manager cannot control the all the

communcation but he should try to
What is used to control Communication :

- Project Managemnt Plan
- issue Log
- Proejct Communication
- Work perfromance Data
- OPA
Issue Log
Work Performance data
OUTPUT

Change Requests
Risk Managemen
PMs job is to prevent the problems
Threats and opportunities, up to 90% of threats identified in and investigated in risk man
Uncertainty : Lack of knowledge about an event
Risk factors need to determine : how likely, impact or outcome at stake, when will it occu
Risk Appetite(subjective high or low level), Risk tolerance ( can tolerate up to 14 days) Ri
Planning Planning
Plan Risk Management Identify Risk
Project Management Plan Risk Management Plan
Project Charter Cost Management Plan
Schedule Management
Plan
Enterprise Environmental Quality Management

Factors Plan
Human Resource
Management Plan
Types of Risk : Business ( profit

Scope Baseline
and loss), Pure Risk(insurable)
Activity Duration
Estimates
Project Documents
Enterprise
Environmental Factors
Assets
Risk identification Tolls

and techniques:
Documentation review:
what is included and
what is not gathering
Information
technique:
Brainstorming, Delphi,
Interview, Root cause
analysis
SWOT of Project
Checklists analysis
Assumption Analysis
Diagraming Technique:
fishbone and flowchart
Output
Risk Management Plan: Output is Risk Register :
Methodology List of Risks
Potential Responses to
Roles and Responsibility
Risks
Time Root cause analysis
Cost Updated Risk categories
Risk categories
External( government ,
environment), Internal( scope ,
inexperience), technical,
unforeseeable
Risk can be caused by,
customer, lack of project
management, suppliers,
cultural differences, lack of
knowledge
Other sources: Schedule, Cost,
HR, Scope, Quality, CSAT
Risk Management
entified in and investigated in risk management can be eliminated
t or outcome at stake, when will it occur, how often)

lerance ( can tolerate up to 14 days) Risk threshold ( unacceptable: should not go beyond 15 days)
Planning Planning M&C
Perform
Plan Risk
Perform Qualitative Risk Analysis Quantitative Risk
Responses
Probability and Impact Matrix : Has to analysis
What are you going
be standardized as can change as per Risk Management
to do about top
opinion is expressed in rating such as Plan
risks
1-10
Risk data quality assessment:

Do something to
- Quality of data
Cost Management eliminate threats,
- Extent of understanding of Risks
Plan enhance
- Data available for Risks
opportunities
- Reliability and integrity of Risks
Residual risk
Risk Categorization : Can be organized Schedule
should have
into Risk Breakdown structure Management Plan
contingency plan
Best Risk
Risk Urgency assessment :Which ones management will
should move quickly through the Risk Register have contingency
process plan for all
identified risk
Enterprise
Risk Management
Environmental
is iterative
Factors
Organizational Risk Response:

Risk Management Plan
Process Assets Threats
This is more
Avoid : Eliminating
measurable like
Scope Baseline the cause or
70% or in
expand he scope
Currency
Determine
quantitative
Probability and
Impact:
- Interview
Mitigate : Reduce
- Cost and Time
Risk Register the probability of
Estimate
risks
- Delphi
- Expert
judgement
- Historical
Records
Sensitivity
Analysis : Tornado
Transfer ( deflect,
Diagram, analyse
Enterprise Environmental Factors Allocate):
and compare the
Outsource
potential impact
of identified risks
may involve the
creation of
contingency plan to
implemented if the
EMV Expected risk occurs and
Monetary Value, allocation of time
opportunities are and costs
Organizational Process Assets presented as -Passive : actions to
positive and be determined as
threats will be needed
negative ( workarounds
after the risk
occurs, decision to
accept risk should
be communicated
Monte Carlo
Analysis: Specific
day, cost, path Risk Response:
convergence, Opportunities
probability
distribution
Exploit: Add work
or change the
Tree Diagram
project to make
sure it happens
Enhance: Increases
the likelihood of
things happening
Share: partnership,
team venture
Output
Output is Risk Output is Risk

Output is Risk Register :
Register : Register :
Risk rank of project compared to other Prioritized list of

Residual Risks
projects Quantified risk
Initial Amount of
List of Prioritized Risk an their Impact
contingency and Contingency Plan
and Probability Rating
cost reserves
Possible and
realistic
List of risk for additional analysis and
achievable date of Fall-back Plan
response
the project, with
time and cost
Quantified
Risk Owner :
List of risk that will require additional Probability of
Responsible for
analysis in near term achieving Project
Risk Responses
objectives
Trends in Risk
Which ones will be on watch list Risk Triggers
analysis
Secondary Risks:
Risks which
Risks grouped by categories
generate from
analysis of risks
Project Document Updates Contracts

Reserves
Project
Management Plan
Updates
Project Document
Updates
o beyond 15 days)
M&C
Control Risk
What will you do

to control Risks
Workarounds:
After the risk
occurs corrective
action can include
workaround,
contingency
responses are
planned in
advance
Risk
Assessments
:Team needs to
periodically assess
risk register and
Management plan
Risk Audits
if the change is
part of risk
response plan then
only the
contingency
reserve can be
used
If it is not than
project manager
should use
corrective,
preventive actions,
fast track , crash
etc. to
accommodate the
Meeting : should
discuss about the
RISKS
Closing of Risks
that are no longer
requires : money
should be returned
Output is Risk Register :
Outcomes of Risk
assessment and
Risk audits
Results of
implemented risk
responses
Update on the
previous risks and
new risks
closing the risks

that have not
occurred
What happened to
the risks that
occurred
Lesson Learnt
Procurement Management
Buyers and Sellers: for exam always assume that you are buyer
Contract is legal, government supports it, if not in the contract change request has to be issued to process it
PM should be involved in procurement, when is it being purchased, what is being purchased, plan for risks
Centralized and De- centralized : Centralized uses expertise and handles many projects and
centralized procurement manager is assigned to the project
Planning Executing
Plan procurement Management Conduct Procurement
What needs to be purchased how will Having sellers submit
make or buy analysis be performed, response, reviewing response
what needs to bought for the project to select the seller
Performing Make or buy analysis Advertising
Creating Procurement Management

Qualified list of sellers
Documents
Bidders conference : Pm
Selection what contract type needs to ensure all ask
questions
Source Selection Criteria Sellers Proposal
Procurement Statement of work Proposal Review
Making Procurement Management Weighting system for sellers

Plan proposal
Inputs to procurement Management

Independent estimates
Plan
Screening system: sellers who

Project Management Plan : where
do not meet min requirement
Requirements Documentation : what Past Performance history
Risk Register : what risk Presentations

Negotiations : to get best
Activity Resource Requirements : possible reasonable price and
what skills to have relationship with the
seller
Project Schedule Negotiation tactics
Activity Cost Estimates Main items to negotiate
What is contract : Legal,
Stakeholder Register transfers risk, and defines
roles and responsibilities
T&T: Make or buy analysis
Output
Procurement Management Plan Selected Sellers
Procurement Statement of work Agreements
Types of Procurement SOW :
Performance, functional (used for
R&D, Information system, It, Resource Calendars
knowledge works) & design
( construction
Contract Types: Change Requests
-Fixed price Incentive fee : Based on
performance
-Fixed price Award fee : award fee is
decided in beginning and is more
subjective Project Management Plan
- Fixed price Economic price Updates
Adjustment: changes with inflation
etc.
- Purchase order : simple price per
unit
Time and Material : contracts that
need to start immediately and have Project Document Updates
short duration hourly billed rate
Cost Reimbursement : buyer pays
seller allowable incurred cost
-Cost Contract : for non-profit
organization
-Cost plus percentage of Cost : cost of
the item can impact the profit and
higher cost means higher profit
- Cost plus fixed fee : fee is fixed
- Cost plus incentive fee : profit or
loss is divide as per the ratio
- Cost plus award fee : gets bonus
based on performance
Incentives : profits that sellers make
Risk : buyer has maximum risk in
CPPC and seller has maximum risk on
FP
Target Cost+Target fee makes Target
price
Procurement Bid documents :
Request for Proposal : detailed
RFP : for total work
RFQ : price per unit
Source selection criteria
Change request
Non- disclosure documents
Standard contract
Special Provision: due to risk, project
need, type of project, administrative
legal
Terms and conditions
Letter of intent
Privity : third party contractor who
has contract with vendor
Non - competitive forms of contract :
sole and Single Source : single source
need to watch experience and
bankruptcy
urement Management
yer
act change request has to be issued to process it
chased, what is being purchased, plan for risks
expertise and handles many projects and uses expertise, de-
he project
M&C Closing
Control Procurement Close Procurement
Contract is closed
Both parties adhere to contract if not than then when work is finished
negotiate change or contract is
terminated
Buyer can terminate
contract as per
termination of
What you need to watch out for in different convenience and has
type of contracts to pay for done work
and on-going work, in
case of breach only
for the done work
must be closed before
the final project
closure, for
Conflict : Procurement Manager only has the procurement closure
authority to change the contract hence that can the buyer performs
be a reason of conflict between Procurement audit and closes the
manager and PM contract and when
the project closes PM
performs
administrative and
Procurement closure
Change control system : Needs more sign offs,
requires more record
different from project control due to sellers org
keeping , and can be
environment , work is happening at different
closed several times
location
during the project
From Sellers point of
Procurement Performance Review: During
view when final
control Procurement the buyer's PM analyses
performance is
the data and verifies that seller is performing
accepted than the
as per the contract
contract is closed
Claims Administration : bets way to settle them Procurement closure
is through negotiation involves following
Records Management System : as contract is
legal any emails, all invoices are recorded in Product verification
records management system
Contact Interpretation: words and special
Procurement
provisions have more value over numbers and
Negotiation
standard procedures respectively
Financial closure
Procurement audit
:structured reviews of
procurement process
Record Update
Final Performance
Lesson Learnt
Procure File
Output
Work Performance Information Closed Procurements
Organizational
Change Requests Process Assets
updates

Sta
Identify Stakeholder : Identify them as soon as possible
Collect their requirement : Their requirements should be identified as soon as possible, d
Determine their expectation
Determine their Influence
Plan Communication with them and how you will manage them
Communicate with them
Plan how you will manage them
Manage their Expectations, influence and interest
Control communication and Stakeholder management
Stakeholders can be identified throughout the project
Their Influence is maximum in the beginning
Initiating
Identify Stakeholders
Identifying stakeholders should be done as part of initiating
if stakeholders are identified later it can lead to changes and

thus can be very expensive
Stakeholder analysis : what is their level of interest in the
project
Stakeholder analysis : can be classified into below :
- Power/influence
- Power /interest
- Influence/ Impact
- Salience Model : describing them based on power, urgency
and legitimacy
Project Charter
Stakeholder Analysis
Expert Judgment
Meetings
Stakeholder Managment Plan
e identified as soon as possible, do requirement reviews to make sure you have all requirements
e them
Planning
Plan Stakeholders Management
Planning Stakeholders management requires you
to think about stakeholders and develop and plan
for getting to know them
How much time you need to spend with each
stakeholder and who requires the most time
how will you manage them

Stakeholders can be classified in below
categories :
- Unaware
-Resistant
- Neutral
- Supportive
- Leading : one who ensures the project success
Communication Plan focuses on how you will
communicate, like technique, type , model, method
stakeholder plan is about why you need to
communicate
you need to be careful when sharing Stakeholder
management plan as other can get offended by
what might be mentioned against their name

Expert Judgement
Analytical Techniques
Meetings
Stakeholder Management plan

anagment Plan
ews to make sure you have all requirements
Executing
Manage Stakeholder engagement
Its essential to manage their
engagement throughout the life,
resolve their issue make sure they are
active on the project

Communications Management Plan
Change Log
Communications Methods
Management Skills
Issue log
Change Requests
lesson learnt
recommend preventive and corrective
action
nts
M&C
Control Stakeholders
Controlling stakeholder engagement requires you to
compare actual work data against the project
management plan
if task is behind schedule it could be due to lack of SH
engagement
Issue log can provide direct or indirect information about
stakeholder
you can have csat surveys etc.

Issue Log
Project Documents
Information Management systems
Expert Judgement
Meetings

Change Requests
Integration Management
Present Value =FV/(1+R) to the power of n ( FV=future value,

1 r=interest rate, n=time period)
Time Management
1 (P + M + O)/3
2 (P+ 4M + O)/6
3 (P O)/6
4 [(P O)/6]2
5 1 sigma
6 2 sigma
7 3 sigma
8 4 sigma
9 5 sigma
10 6 sigma
11 LS-ES
12 LF- EF
13 EF- ES
14 0+ duration
15 When doing forward pass choose the Later EF date of predecessor
16 When doing forward pass choose the Early LS date successor
Cost Management
EV As of Today Actual value of work accomplished

PV As of today Planned Value of work Accomplished
AC As of Today Actual cost of work accomplished
BAC Budget at completion, total cost of project
Estimate at completion, what do we expect total the total project to cost
EAC ( Forecasts)
From this point how much more do we expect it to cost to finish the
ETC project ( forecasts)
VAC Variance at completion
CV EV-AC
SV EV-PV
CPI EV/AC
SPI EV/PV
EAC AC+ETC bottoms up
EAC BAC/CPI
EAC AC+( BAC-EV)

EAC AC+( BAC-EV)/CPI X SPI
ETC EAC-AC
TCPI BAC-EV/BAC-AC
Variance BAC- EAC
RISK Management
EMV Probability X Impact

If Its a Threat you need to add money to contingency reserve
If Its an opportunity you need to subtract money from contingency reserve
Procurement Management
Point of total assumptions (Ceiling Price - Target Price)/buyer 's share ratio+target Cost
Communication Management
N(n-1)/2
[( Pessimistic-Optimistic)/6]squared. The answer is 4.

Integration Management
determine the Project
Initiation
Triangular, straight , simple

PERT, BETA, Weighted
Standard deviation
Variance
68.27%
95.45%
99.73%
99.99%
100.00%
100.00%
Total Float
Total Float
Duration
Forward Pass
negative is over budget,

positive is under budget EV=CV+AC
negative is behind
schedule , positive is
ahead of schedule EV=SV+PV
greater than 1 is good less
than 1 is bad EV=CPI x AC
greater than 1 is good less
than 1 is bad EV= SPI X PV
The estimate was wrong
Variance on the CPI is
going to be the same
through the Project, same
rate of spending, based in
the trend that has led to
CPI
The Variance was a typical

and rest of the budget can
be used as original
Atypical however there is
problem with schedule as
well
Greater than 1 is bad and

lesser than one is good
Positive is good negative is
bad
gency reserve

Process ChartPMP

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Process ChartPMP

Uploaded by

Copyright:

Available Formats

S No Knowledge Area Process Process Group

1 Integration: Develop the Project charter Initiation

Project Management Plan Expert Judgment

Project Management Plan Information Management systems

Project Management Plan

Approved Change Requests

Final Product, services or results transition

Scope Management Plan

Work Performance Information

Project Schedule Network Diagrams

Activity Resource Requirements

Work Performance Information

Cost Management Plan

Activity Cost Estimates

Work Performance Information

Quality Control Measurements

Team Performance Assessments

Enterprise Environmental Factors updates

Communications Management Plan

Work Performance Information

Project Document Updates

Project Management Plan Updates

Work Performance Information

Procurement Management Plan

Work Performance Information

Stakeholder Management Plan

Initiating Planning Executing

Determine how you will plan Execute the work according to

Collect processes, procedures, Create project scope Gather work

Implement only approved

Uncover initial requirements, assumptions,

Identify stakeholders and determine their

Determine critical path Manage people

Evaluate team and individual

Develop budget Hold team-building activities

Determine quality standards,

Create process improvement

Monitoring and Control Closing

Confirm work is done to

Measure performance against the

Analyse and evaluate performance Complete financial closure

Determine if variances warrant a

Influence the factors that cause

Perform integrated change control Index and archive records

Gather final lessons learned and

Update the PM plan and project

Inform stakeholders of the results

Monitor stakeholder engagement

Manage configuration management

Gain acceptance of interim

Perform quality control

Perform risk reassessments and

Analyse Project Statement of Output from

Perform Project Selection

Perform Economic Evaluation

NPV = higher is better

IRR = higher is better

Payback Period = Lesser the

Cost Benefit = greater than 1 is

Economic Value Add: more value

Opportunity Cost : cost of not

Sunk Cost : not determined for

Monitor and Control Perform integrated change