PMP Tools and Techniques in Summary

T&T
BY : DR . AHMED EL SENOSY
PMP Tools and

Techniques in summary
www.linkedin.com/in/alsenosy
T&T Process Usage Importance
Bring together prequalified

stakeholders to learn about
Collect requirements their expectations and
attitudes about a proposed
product.
Generate and collect multiple

Identify stakeholders ideas related to project
stakeholders.
Bring together stakeholders

Focus groups and subject matter experts to M
learn about the perceived
Develop project charter project risk, success criteria,
and other topics in a more
conversational way than a
one-on-one interview.
Bring together stakeholders

to discuss the approach and
Develop project
the integration of the different
management plan
components of the project
management plan.
Learn about the project by

talking directly to obtain
Develop project charter
information about the project
charter.
Obtain specific information

Develop project
from stakeholders to develop
management plan
the project plan.
Interviews M
Identifying the features of the
Collect requirements
deliverables.
Identify quality needs and

expectations in an
Plan quality
environment of trust to
management
encourage honest and
unbiased contributions.
Help bring stakeholders into

Conflict alignment on the objectives
Develop project charter H
management and all elements of the
charter.
1 PMP Tools and Techniques in summary Alsenosy Alsenosy

Help bring stakeholders into

Develop project alignment on the objectives
management plan and all elements of the
project plan.
The project manager needs

to resolve conflicts promptly
Develop team and in a constructive way in
order to achieve a high-
performing team.
There are five general

techniques for resolving
conflict, withdraw/avoid,
Manage team smooth/accommodate,
compromise/reconcile,
force/direct, and
collaborate/problem solve.
Effectively guide a group

Develop project
event to a successful
management plan
decision
Focused sessions that bring

Collect requirements key stakeholders together to
define product requirements.
Faciliation L
A skilled facilitator can help
participants remain focused
on the task, agree on key
Plan risk management aspects of the risk approach,
identify and overcome
sources of bias, and resolve
any disagreements.
Provides access to
information technology (it)
Direct and manage software tools automated
project work gathering and reporting on
key performance indicators
(PMIS) (KPIs) M
Simplify the use of some cost
estimating techniques and
Estimate costs thereby facilitate rapid
consideration of cost
estimate alternatives

Monitor the three EVM

dimensions (PV, EV, and
AC), to display graphical
Control costs
trends, and to forecast a
range of possible final project
results.
Include software help plan,
organize resource pools and
Estimate activity
develop resource estimates
resources
assist in optimizing resource
utilization
Monitor the resource
utilization helps ensure that
Control resources the right resources are
working on the right activities
at the right time and place
Ensure that stakeholders can
Manage quickly retrieve the
communications information they need in a
timely way
A set of standard tools to
capture, store, and distribute
information to stakeholders
Monitor communications
with the information they
need according to the
communications plan
Discuss and address
Manage project pertinent topics of the project
knowledge when directing and
managing project work.
Meetings Direct and manage Developed as part of the M

project work project kickoff meeting
Plans for conducting risk
Plan risk management management activities are
defined in these meetings
Useful for sharing pure,
Information Manage project
unambiguous, codified M
management knowledge
explicit knowledge.
Reduce misunderstandings
Manage project
Active listening and improves communication L
knowledge
and knowledge sharing.

Communicate the vision and
inspire the project team to
Manage project
Leadership focus on the appropriate M
knowledge
expertise and knowledge
objectives.
Manage project Allows secure connections
knowledge and relations among project.
Interacting with others to
exchange information and
Networking L
Manage develop contacts.
communications access to informal
organizations to solve
problems
Helps the project manager to
plan communications based
Plan communication
on the project environment
management
as well as the organization’s
political environment
Political
Understand the strategies of M
awareness the organization,
Monitor stakeholder Understand who has the
engagement power to develop an ability to
communicate with these
stakeholders.
Identify the reasons for a
deviation and the areas the
Monitor and control
project manager should
project work
focus on to achieve the
objectives
Determine the fundamental
Manage quality underlying reason that
causes a variance.
Root cause
Discover the underlying H
analysis
Plan communications causes that lead to a
management problem and develop
preventive action.
Identify threats by starting
with a problem statement,
Identify risks find opportunities by
beginning with a benefit
statement.

Determine the primary

underlying reason that
Monitor stakeholder
stakeholder engagement is
engagement
not having the planned
effect.
Identifies underlying reasons
for the level of support of
Plan stakeholder project stakeholders to select
engagement the appropriate strategy to
improve their level of
engagement.
Monitor and control Forecast future performance

project work based on past results.
M
Validate the models used in
the organization and to
Close project or phase
implement adjustments for
future projects.
Validate the models
Examines project
used in the organization
Trend analysis performance over time to
and to implement
determine if performance is
adjustments for future
improving or deteriorating.
projects.
Examines project
performance over time to M
Control costs
determine if performance is
improving or deteriorating.
Determine the resources

Control resources
needed at upcoming stages.
Reviews the differences (or

Monitor and control
variance) between planned
project work
and actual results.
Compare the baseline to the

Variance analysis actual results and determine M
if the variance is within the
Control scope
threshold amount or if
corrective or preventive
action is appropriate.

Assess the requested

changes and decide which
are accepted, rejected, or
Control scope
deferred or need to be
modified to be finally
approved.
Compare various levels of
resource capability or skills;
scheduling compression
Estimate activity
techniques different tools.
durations
This allows the team to
weigh resource, cost, and
duration variables.
Alternatives
Reviewing strategic funding H
analysis Plan cost management options and ways to acquire
the project.
Evaluate options to select

Estimate costs one to use to execute the
work.
Evaluate identified options to

select which different quality
Manage quality
options are most appropriate
to use.
Estimate the strengths and

weaknesses of alternatives
Plan quality to determine the best option
management provided and if the planned
quality activities are cost-
effective
H
Estimate the strengths and
weaknesses of alternatives
Plan quality to determine the best option
management provided and if the planned
quality activities are cost-
effective

Determine the best corrective

Control resources action in terms of cost in
case of project deviations.
Assessing available
documentation will allow
Document analysis Close project or phase identifying lessons learned H
and knowledge sharing for
future projects.
Analyzes the
interrelationships between
different project variables
Regression
Close project or phase that contributed to the project M
analysis outcomes to improve
performance on future
projects.
Quickly accumulate
information from a large
Collect requirements number of respondents when
a quick turnaround is
Questionnaires needed. M
and surveys
Gather data about customer
satisfaction after the
Control quality
deployment of the product or
service.
Identify best practices,
generate ideas for
Collect requirements improvement, and provide a
basis for measuring
Benchmarking performance. H
Provide a basis for
Plan quality measuring performance,
management gather data to develop the
quality management plan.
Decision-making technique
and an assessment process
Collect requirements can be used to generate,
classify, and prioritize
product requirements.
Voting M
Useful for engaging team
members to improve
Estimate costs estimate accuracy and
commitment to the emerging
estimates.

Allow large numbers of ideas

Collect requirements to be classified into groups
for review and analysis.
Affinity diagrams Organize potential causes of H

defects into groups showing
Manage quality areas that should be focused
on the most quality
management team attention.
Individual brainstorming
sessions into a single map to
Collect requirements reflect commonality and
differences in understanding
and to generate new ideas.
Visually organizing
Mind mapping Plan quality information and rapid H
management gathering of project quality
requirements.
Visually organize information
Plan stakeholder about stakeholders and their
engagement relationship to each other
and the organization.
Rank the most useful ideas
Nominal group
Collect requirements for further brainstorming or M
technique for prioritization.
A direct way of viewing
individuals in their
Collect requirements environment and how they
Observation/conve perform tasks and carry out
processes. H
rsation.
stay in touch within the work
Manage stakeholder
and attitudes of
engagement
stakeholders.
Visually depict the product
scope by showing a business
Context diagram Collect requirements H
system and how people and
other systems interact with it.
Obtaining early feedback on
requirements by providing a
Prototypes Collect requirements model of the expected H
product before actually
building it.

Can be used to define

products and services. It
includes asking questions
Product analysis Define scope H
about a product or service and
forming answers to describe
the use.
Dividing and subdividing the

project scope and project
Create WBS
deliverables into smaller, more
manageable parts
Decomposition H
Dividing and subdividing the
project scope and project
Define activities
deliverables into smaller, more
manageable parts (activities).
Determine whether work and

deliverables meet
Validate scope
requirements and product
acceptance criteria.
Examination of a work product

Inspection to determine if it conforms to H
Control quality
documented standards and
verifies defect repairs.
A structured review of the

Perform qualitative risk
work being performed by the
analysis
contractor.
An iterative technique the work

in the near term is planned in
Rolling wave
Define activities detail, while work further in the H
planning future is planned at a higher
level.
Activities are represented by

Precedence nodes and are graphically
diagramming Sequence activities linked by one or more logical H
method relationships to show the
sequence of project activities.
Legally or contractually
Mandatory
Sequence activities required or inherent like the H
dependencies. work.
Preferred logic or soft logic are

Discretionary
Sequence activities established based on H
dependencies. knowledge of best

The relationship between

External project activities and non-
Sequence activities H
dependencies. project activities outside of
the project team’s control.
Sequence activities The relationship between

Internal project activities and are
generally inside the project
H
dependencies.
team's control.
Sequence activities The amount of time a

successor activity can be
Lead advanced concerning a
H
predecessor activity.
Sequence activities The amount of time a

successor activity will be
Lag delayed concerning the
H
predecessor activity.
Estimate activity Calculate duration based on

Parametric
durations historical data and project H
estimating. parameters.
Estimate activity By considering estimation

Three-point durations uncertainty and risk. Helps
define an approximate range
H
estimating
for an activity’s duration.
Estimate activity Aggregating the estimates of

durations the lower level components
Bottom-up
of the WBS. The work within H
estimating the activity is decomposed
into more detail.
Estimate activity Determine the amount of

durations contingency and
management reserve
needed for the project.
Control costs To monitor the status of

Reserve analysis contingency and H
management reserves to
determine if these reserves
are still needed or if
additional reserves need to
be requested.

Compares the amount of the

contingency reserves
remaining to the amount of
Monitor risks H
uncertainty remaining to
determine if the remaining
reserve is adequate.
Critical path Develop schedule Estimate the minimum project

method duration and determine the
amount of schedule flexibility H
on the logical network paths.
Resource leveling Develop schedule Start and finish dates are

adjusted based on resource
constraints to balance the
demand for resources with the H
available supply (completion
date may be delayed).
Resource Develop schedule The requirements for

smoothing resources on the project do
not exceed certain predefined
H
resource limits (completion
date may not be delayed).
Simulation Develop schedule Combined effects of individual

project risks and other sources
of uncertainty to evaluate their
potential impact on achieving
project objectives.
Perform quantitative Evaluate the potential impact

risk analysis on achieving project H
objectives.
Perform quantitative Iterate the quantitative risk

risk analysis analysis model several
thousand times representing
the probability of achieving an
outcome or less.
Crashing Develop schedule Shorten the schedule duration

for the least incremental cost
H
by adding resources.

Shorten the schedule duration

Crashing Develop schedule for the least incremental cost H
by adding resources.
Provides a high-level summary

timeline of the release
Agile release schedule based on the product
Develop schedule M
planning roadmap and the product
vision for the product’s
evolution.
Fast-tracking Activities or phases generally

done in a sequence are
Fast-tracking performed in parallel for at H
least a portion of their
duration.
Iteration burn Control schedule Tracks the work that remains

down chart to be completed in the iteration
backlog to analyze the M
variance concerning an ideal
burn down.
Cost of quality Estimate costs Evaluating the cost impact of

additional investment in
H
conformance versus the cost
of nonconformance.
Cost aggregation Determine budget Work package cost estimates

are then aggregated for the
higher component levels of the H
WBS.
Historical Determine budget Developing parametric

information review estimates or analogous
estimates to create H
mathematical models to
predict total project costs.
Funding limit Determine budget The expenditure of funds

reconciliation should be reconciled with any
funding limits on the H
commitment of funds for the
project.
Financing Determine budget Financing entails acquiring

funding for projects. It is
typical for long-term H
infrastructure projects to seek
external sources of funds.

Compares the performance

Earned value measurement baseline to the
Control costs H
analysis (EVA) actual schedule and cost
performance.
A measure of the cost

performance that is required to
To complete be achieved with the
Control costs H
performance index remaining resources in order
to finish the outstanding work
to the remaining budget
Identify the key issues and

Plan quality suitable alternatives to be
management prioritized as a set of decisions
for implementation
Multicriteria
Select resources using M
decision analysis
multicriteria decision analysis
Acquire resources to rate potential resources
according to availability, cost
and ability
Estimate the expected

monetary value for the
conformance and
Plan quality nonconformance work
Flowcharts M
management
For process improvement as
well as identifying where
quality defects
Visual representation of an
Logical data Plan quality
organization’s data to identify L
model. management
where quality issues can arise
Find the strength of

Plan quality
relationships among different
management
factors.
Matrix diagrams Show the strength of H

relationships among causes
Manage quality and objectives that exist
between the rows and
columns that form the matrix.
Cause and effect Breaks down the causes of the

diagrams problem statement identified
Manage quality into discrete branches, helping H
to identify the root causes.

Show the number of defects

per deliverable, a ranking of
Histograms Manage quality the cause of defects, the H
number of times each
process is noncompliant.
Gathering attributes data
while performing inspections
Check sheets Control quality H
to identify defects.
Choosing a part of a
Statistical population of interest for
Control quality H
sampling inspection to measure
controls and verify quality.
Show positions and
Plan resource relationships in a graphical,
Hierarchical charts H
management top-down format.
Illustrate the connections

Plan resource between activities, and
Assignment matrix H
management project team members.
Detailed descriptions in text-

oriented formats provide
Text-oriented Plan resource information such as
M
formats management responsibilities, authority,
competencies, and
qualifications
Information regarding how
teams behave can shorten
Organizational Plan resource time and effort to create the
L
theory management plan resource management
plan and improve planning
efficiency.
Groups of people with a
shared goal who fulfill their
Virtual teams Acquire resources H
roles with little time spent
meeting face to face.
Placing team members in the
same physical location to
Colocation Develop team H
enhance their ability to
perform as a team.

Addressing the team

development issues and helps
build a harmonious
Communication
Develop team environment for the colocated M
technology team and a better
understanding of the virtual
team.
Give insight into areas of

strengths and weaknesses
Individual and help project managers assess
Develop team H
team assessments team members’ in organizing
information making decisions
and interacting with people.
Identify the personal emotions

Emotional of oneself and other people to
Manage team M
intelligence reduce tension and increase
cooperation.
Select the best resolution for

Control resources correcting variances in
resource utilization.
Alternatives
Evaluate options to respond to M
analysis
Monitor stakeholder variances in the desired
engagement results of stakeholder
engagement.
The measure, compare and

analyze the quality metrics
Performance reviews defined by the plan quality
management process against
the actual results.

Control schedule analyze schedule performance
Performance against the schedule baseline.
H
reviews
analyze quality, resource,
Control procurements schedule, and cost
performance against the
agreement.
Measure planned resource

Control resources utilization to actual resource
utilization.

Brainstorming can be used to

gather data and solutions or
ideas from stakeholders,
Develop project charter subject matter experts, and
team members when

Brainstorming developing the project L
charter.
A general data gathering and

creativity technique that
Identify stakeholders
elicits input from groups such
as team members.
List of items, actions, or

points to be considered used
as a reminder based on
Manage quality historical information and
knowledge that has been
accumulated from similar
projects.
As a reminder developed
based on historical
Checklists information obtain a H
Identify risks comprehensive list of
individual project risks and
sources of overall project
risk.
Used from the industry to

develop the plan or verify
Develop project
that all the required
management plan
information is included in the
project management plan.
Assumption and Identify risks Explores the validity of

constraint analysis assumptions and constraints
to determine which pose a H
risk.
Communication Plan communications Assess communication

styles assessment management styles and identify the
preferred communication M
method, format used with
unsupportive stakeholders.

Minimize misunderstandings
Plan communications that may result from cultural
management differences within the project’s
stakeholder community.
Cultural
M
awareness
plan communications based
Plan communications on the cultural differences and
management requirements of stakeholders
and team members.
Distributed to many groups of

stakeholders to provide
Manage
Project reporting information at an appropriate H
communications
level, format, and detail for
each type of stakeholder.
The breadth of identified risks

by including internally
generated risks examines the
Swot analysis Identify risks degree to which organizational H
strengths may offset threats
and determines if weaknesses
might hinder opportunities.
Used as a framework to aid

the project team in idea
Prompt lists Identify risks H
generation when using risk
identification techniques.
To assess the quality of

Risk data quality identified risk before the
H
assessment. subsequent qualitative risk
analysis.
They are assessed in

meetings with participants
Risk probability selected for familiarity with the
and impact Perform qualitative risk types of risk recorded in the H
assessment analysis risk register, determined using
the definitions given in the risk
management plan.
Lead to the development of

Risk more effective risk responses
H
categorization by focusing attention on the
areas of highest risk exposure.

Determine which individual

project risks or other sources
Sensitivity
of uncertainty have the most H
analysis potential impact on project
Perform quantitative risk outcomes.
analysis
Support selection of the best
Decision tree
of several alternative courses H
analysis of action.
Exercise influencing to
Implement risk encourage nominated risk
Influencing L
responses owners to take necessary
action.
Compare technical
accomplishments during
Technical project execution to the
performance Monitor risks schedule of technical M
analysis achievement deviation can
indicate the potential impact
of threats or opportunities.
Consider the effectiveness of

Monitor risks the risk management
process.
Determine if project activities

Audits Manage quality comply with organizational H
and project policies.
A structured review of the

procurement process to
Control procurement
check effectiveness and
compliance.
Determine whether work or

deliverables can best be
Make or buy Plan procurement
accomplished by the project H
analysis management
team or should be purchased
from outside sources

Review the prioritization of the

Source selection Plan procurement competing demands for the
H
analysis management project before deciding on the
selection method
Placing advertisements in
general circulation
publications, most government
Advertising H
jurisdictions require public
advertising of pending
Conduct Procurements government contracts.
Ensure that all prospective

bidders have a clear and
Bidder
shared understanding of the H
conferences procurement and no bidders
receive preferential treatment
achieve agreement supports

Manage stakeholder
the work of the project, resolve
engagement
conflicts with stakeholders.
Negotiation Clarifies the structure, rights, M

and obligations of the parties
Conduct Procurements and other terms of the
purchases so that mutual
agreement can be reached.
Documented, processed,
monitored, and managed
throughout the contract life
Claims
Control procurements cycle accordance with the H
administration terms of the contract
negotiation is the preferred
method.
Allows individual participants
time to consider the
Brainwriting. question(s) individually before L
the group creativity session is
held.
Power/interest Identify stakeholders Useful for small projects or

grid, projects with simple
power/influence relationships between
H
grid, or stakeholders and the project,
impact/influence or within the stakeholder
community itself.
grid

Placing advertisements in
general circulation
publications, most
government jurisdictions H
require public advertising of
pending government
Stakeholder cube contracts.
Ensure that all prospective
Identify stakeholders bidders have a clear and
shared understanding of the H
procurement and no bidders
receive preferential treatment
Useful for large complex

communities of stakeholders,
Salience model helpful in determining the M
relative importance of the
identified stakeholders.
To analyze stakeholder
relevant information such as
Identify stakeholders H
positions, interests,
influence, and impact.
To determine the risk

Stakeholder
Plan risk management appetite of project
analysis stakeholders.
H
Helps to determine the
Monitor stakeholder position of stakeholder
engagement groups and individuals at any
particular time in the project.

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T&T

PMP Tools and

Bring together prequalified

Generate and collect multiple

Bring together stakeholders

Bring together stakeholders

Learn about the project by

Obtain specific information

Identify quality needs and

Help bring stakeholders into

1 PMP Tools and Techniques in summary Alsenosy Alsenosy

Help bring stakeholders into

The project manager needs

There are five general

Effectively guide a group

Focused sessions that bring

2 PMP Tools and Techniques in summary Alsenosy Alsenosy

Monitor the three EVM

Meetings Direct and manage Developed as part of the M

3 PMP Tools and Techniques in summary Alsenosy Alsenosy

4 PMP Tools and Techniques in summary Alsenosy Alsenosy

Determine the primary

Monitor and control Forecast future performance

Determine the resources

Reviews the differences (or

Compare the baseline to the

5 PMP Tools and Techniques in summary Alsenosy Alsenosy

Assess the requested

Evaluate options to select

Evaluate identified options to

Estimate the strengths and

6 PMP Tools and Techniques in summary Alsenosy Alsenosy

Determine the best corrective

7 PMP Tools and Techniques in summary Alsenosy Alsenosy

Allow large numbers of ideas

Affinity diagrams Organize potential causes of H

8 PMP Tools and Techniques in summary Alsenosy Alsenosy

Can be used to define

Dividing and subdividing the

Determine whether work and

Examination of a work product

A structured review of the

An iterative technique the work

Activities are represented by

Preferred logic or soft logic are

9 PMP Tools and Techniques in summary Alsenosy Alsenosy

The relationship between

Sequence activities The relationship between

Sequence activities The amount of time a

Sequence activities The amount of time a

Estimate activity Calculate duration based on

Estimate activity By considering estimation

Estimate activity Aggregating the estimates of

Estimate activity Determine the amount of

Control costs To monitor the status of

10 PMP Tools and Techniques in summary Alsenosy Alsenosy

Compares the amount of the

Critical path Develop schedule Estimate the minimum project

Resource leveling Develop schedule Start and finish dates are

Resource Develop schedule The requirements for

Simulation Develop schedule Combined effects of individual

Perform quantitative Evaluate the potential impact

Perform quantitative Iterate the quantitative risk