1.

Control Chart:: Control charts are used to determine whether or not a process is stable or has
predictable performance. The project manager and appropriate stakeholders may use the statistically
calculated control limits to identify the points at which corrective action will be taken to prevent
performance that remains outside the control limits. Control charts can be used to monitor various
types of output variables. Although used most frequently to track repetitive activities required for
producing manufactured lots, control charts may also be used to monitor cost and schedule variances,
volume, frequency of scope changes, or other management results to help determine if the project
management processes are in control
2. 2.Schdule network analysis:: Schedule network analysis is the overarching technique used to generate
the project schedule model. It employs several other techniques such as critical path method
(described in Section 6.5.2.2), resource optimization techniques (described in Section 6.5.2.3), and
modeling techniques (described in Section 6.5.2.4). Additional analysis includes but is not limited to:
Assessing the need to aggregate schedule reserves to reduce the probability of a schedule slip when
multiple paths converge at a single point in time or when multiple paths diverge from a single point in
time, to reduce the probability of a schedule slip. Reviewing the network to see if the critical path has
high‐risk activities or long lead items that would necessitate use of schedule reserves or the
implementation of risk responses to reduce the risk on the critical path. Schedule network analysis is
an iterative process that is employed until a viable schedule model is developed.
3. What if scenario Analysis:: What‐if scenario analysis is the process of evaluating scenarios in order to
predict their effect, positive or negative, on project objectives. This is an analysis of the question,
“What if the situation represented by scenario X happens?” A schedule network analysis is performed
using the schedule to compute the different scenarios, such as delaying a major component delivery,
extending specific engineering durations, or introducing external factors, such as a strike or a change
in the permit process. The outcome of the what‐if scenario analysis can be used to assess the
feasibility of the project schedule under different conditions, and in preparing schedule reserves and
response plans to address the impact of unexpected situations

Source selection analysis: It is necessary to review the prioritization of the competing demands for the
project before deciding on the selection method. Since competitive selection methods may require
sellers to invest a large amount of time and resources upfront, it is a good practice to include the
evaluation method in the procurement documents so bidders know how they will be evaluated.. It is
necessary to review the prioritization of the competing demands for the project before deciding on
the selection method. Since competitive selection methods may require sellers to invest a large
amount of time and resources upfront, it is a good practice to include the evaluation method in the
procurement documents so bidders know how they will be evaluated. Commonly used selection
methods include the following:

Least cost : The least cost method may be appropriate for procurements of a standard or routine
nature where well‐established practices and standards exist and from which a specific and well‐
defined outcome is expected, which can be executed at different costs.

Qualifications only : The qualifications only selection method applies when the time and cost of a full
 selection process would not make sense because the value of the procurement is relatively small. The
buyer establishes a short list and selects the bidder with the best credibility, qualifications,
experience, expertise, areas of specialization, and references.’

Quality‐based/highest technical proposal score : The selected firm is asked to submit a proposal with
both technical and cost details and is then invited to negotiate the contract if the technical proposal
proves acceptable. Using this method, technical proposals are first evaluated based on the quality of
the technical solution offered.  The seller who submitted the highest‐ranked technical proposal is
selected if their financial proposal can be negotiated and accepted.
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Quality and cost‐based : The quality and cost‐based method allows cost to be included as a factor in
the seller selection process. In general, when risk and/or uncertainty are greater for the project,
quality should be a key element when compared to cost.

Sole source: The buyer asks a specific seller to prepare technical and financial proposals, which are
then negotiated. Since there is no competition, this method is acceptable only when properly justified
and should be viewed as an exception

Fixed budget : The fixed‐budget method requires disclosing the available budget to invited sellers in
the RFP and selecting the highest‐ranking technical proposal within the budget. Because sellers are
subject to a cost constraint, they will adapt the scope and quality of their offer to that budget. The
buyer should therefore ensure that the budget is compatible with the SOW and that the seller will be
able to perform the tasks within the budget. This method is appropriate only when the SOW is
precisely defined, no changes are anticipated, and the budget is fixed and cannot be exceeded.

4. Proposal Analysis: Proposals are evaluated to ensure they are complete and respond in full to the bid
documents, procurement statement of work, source selection criteria, and any other documents that
went out in the bid package.
5. Process analysis: Process analysis identifies opportunities for process improvements. This analysis also
examines problems, constraints, and non‐value‐added activities that occur during a process

Decision making: Decision making, in this context, involves the ability to negotiate and influence the
organization  and the project management team, rather than the set of tools described in the decision
making tool set. Some guidelines for decision making include :  Focus on goals to be served, Follow a
decision‐making process, Study the environmental factors, Analyze available information, Stimulate
team creativity, and Account for risk.
6.