PMBOK 6thEDITION ‐Project Management Process Group and Knowledge Area Mapping

INITIATING
SCOPE SCHEDULE COST QUALITY RESOURCE COMMUNICATIONS RISK PROCUREMENT STAKEHOLDER INTEGRATION
Identify Stakeholders Develop Project Charter
Inputs Tools & Techniques Outputs Inputs Tools & Techniques Outputs
1 Project charter Expert judgment Stakeholder register 1 Business documents Expert judgment Project charter
2 Business documents Data gathering Change requests 2 Agreements Data gathering Assumption log
3 Project management plan Data analysis Project management plan updates 3 Enterprise environmental factors Interpersonal and team skills
4 Project documents Data representation Project documents updates 4 Organizational process assets Meetings
5 Agreements Meetings
6 Enterprise environmental factors
7 Organizational process assets

PLANNING
SCOPE SCHEDULE COST QUALITY RESOURCE COMMUNICATIONS RISK PROCUREMENT STAKEHOLDER INTEGRATION
Plan Scope Management Plan Schedule Management Plan Cost Management Plan Quality Management Plan Resource Management Plan Communications Management Plan Risk Management Plan Procurement Management Plan Stakeholder Engagement Develop Project Management Plan
Inputs Tools & Techniques Outputs Inputs Tools & Techniques Outputs Inputs Tools & Techniques Outputs Inputs Tools & Techniques Outputs Inputs Tools & Techniques Outputs Inputs Tools & Techniques Outputs Inputs Tools & Techniques Outputs Inputs Tools & Techniques Outputs Inputs Tools & Techniques Outputs Inputs Tools & Techniques Outputs
1 Project charter Expert judgment Scope management plan 1 Project charter Expert judgment Schedule management plan 1 Project charter Expert judgment Cost management plan 1 Project charter Expert judgment Quality management plan 1 Project charter Expert judgment Resource management plan 1 Project charter Expert judgment Communica ons managementplan 1 Project charter Expert judgment Risk management plan 1 Project charter Expert judgment Procurement management plan 1 Project charter Expert judgment Stakeholder engagement plan 1 Project charter Expert judgment Project management plan
2 Project management plan Data analysis Requirements management plan 2 Project management plan Data analysis 2 Project management plan Data analysis 2 Project management plan Data gathering Quality metrics 2 Project management plan Data representation Team charter 2 Project management plan Communica on requirementsanalysis Project management planupdates 2 Project management plan Data analysis 2 Business documents Data gathering Procurement strategy 2 Project management plan Data gathering 2 Outputs from other processes Data gathering
3 Enterprise environmental factors Meetings 3 Enterprise environmental factors Meetings 3 Enterprise environmental factors Meetings 3 Project documents Data analysis Project management plan updates 3 Project documents Organizational theory Project documents updates 3 Project documents Communication technology Project documents updates 3 Project documents Meetings 3 Project management plan Data analysis Bid documents 3 Project documents Data analysis 3 Enterprise environmental factors Interpersonal and team skills
4 Organizational process assets 4 Organizational process assets 4 Organizational process assets 4 Enterprise environmental factors Decision making Project documents updates 4 Enterprise environmental factors Meetings 4 Enterprise environmental factors Communication models 4 Enterprise environmental factors 4 Project documents Source selection analysis Procurement statement of work 4 Agreements Decision making 4 Organizational process assets Meetings
Collect Requirements Define Activities Estimate Costs 5 Organizational process assets Data representation 5 Organizational process assets 5 Organizational process assets Communication methods 5 Organizational process assets 5 Enterprise environmental factors Meetings Source selection criteria 5 Enterprise environmental factors Data representation
Inputs Tools & Techniques Outputs Inputs Tools & Techniques Outputs Inputs Tools & Techniques Outputs 6 Test and inspection planning Estimate Activity Resources 6 Interpersonal and team skills Identify Risks 6 Organizational process assets Make‐or‐buy decisions 6 Organizational process assets Meetings
1 Project charter Expert judgment Requirements documentation 1 Project management plan Expert judgment Activity list 1 Project management plan Expert judgment Cost estimates 7 Meetings Inputs Tools & Techniques Outputs 7 Data representation Inputs Tools & Techniques Outputs 7 Independent cost estimates
2 Project management plan Data gathering Requirements traceability matrix 2 Enterprise environmental factors Decomposition Activity attributes 2 Project documents Analogous estimating Basis of estimates 1 Project management plan Expert judgment Resource requirements 8 Meetings 1 Project management plan Expert judgment Risk register 8 Change requests
3 Project documents Data analysis 3 Organizational process assets Rolling wave planning Milestone list 3 Enterprise environmental factors Parametric estimating Project documents updates 2 Project documents Bottom‐up estimating Basis of estimates 2 Project documents Data gathering Risk report 9 Project documents updates
4 Business documents Decision making 4 Meetings Change requests 4 Organizational process assets Bottom‐up estimating 3 Enterprise environmental factors Analogous estimating Resource breakdown structure 3 Agreements Data analysis Project documents updates 10 Organiza onal process assets updates
5 Agreements Data representation 5 Project management plan updates 5 Three‐point estimating 4 Organizational process assets Parametric estimating Project documents updates 4 Procurement documentation Interpersonal and team skills
6 Enterprise environmental factors Interpersonal and team skills Sequence Activities 6 Data analysis 5 Data analysis 5 Enterprise environmental factors Prompt lists
7 Organizational process assets Context diagram Inputs Tools & Techniques Outputs 7 Project management information system 6 Project management information system 6 Organizational process assets Meetings
8 Prototypes 1 Project management plan Precedence diagramming method Project schedule network diagrams 8 Decision making 7 Meetings Perform Qualitative Risk Analysis
Define Scope 2 Project documents Dependency determination and integration Project documents updates Determine Budget Inputs Tools & Techniques Outputs
Inputs Tools & Techniques Outputs 3 Enterprise environmental factors Leads and lags Inputs Tools & Techniques Outputs 1 Project management plan Expert judgment Project documents updates
1 Project charter Expert judgment Project scope statement 4 Organizational process assets Project management information system 1 Project management plan Expert judgment Cost baseline 2 Project documents Data gathering
2 Project management plan Data analysis Project documents updates Estimate Activity Durations 2 Project documents Cost aggregation Project funding requirements 3 Enterprise environmental factors Data analysis
3 Project documents Decision making Inputs Tools & Techniques Outputs 3 Business documents Data analysis Project documents updates 4 Organizational process assets Interpersonal and team skills
4 Enterprise environmental factors Interpersonal and team skills 1 Project management plan Expert judgment Duration estimates 4 Enterprise environmental factors Historical information review 5 Risk categorization
5 Organizational process assets Product analysis 2 Project documents Analogous estimating Basis of estimates 5 Organizational process assets Funding limit reconciliation 6 Data representation
Create WBS 3 Enterprise environmental factors Parametric estimating Project documents updates 6 Financing 7 Meetings
Inputs Tools & Techniques Outputs 4 Organizational process assets Three‐point estimating Perform Quantitative Risk Analysis
1 Project management plan Expert judgment Scope baseline 5 Bottom‐up estimating Inputs Tools & Techniques Outputs
2 Project documents Decomposition Project documents updates 6 Data analysis 1 Project management plan Expert judgment Project documents updates
3 Enterprise environmental factors 7 Decision making 2 Project documents Data gathering
4 Organizational process assets 8 Meetings 3 Enterprise environmental factors Interpersonal and team skills
Develop Schedule 4 Organizational process assets Representations of uncertainty
Inputs Tools & Techniques Outputs 5 Data analysis
1 Project management plan Schedule network analysis Schedule baseline Plan Risk Responses
2 Project documents Critical path method Project schedule Inputs Tools & Techniques Outputs
3 Agreements Resource optimization Schedule data 1 Project management plan Expert judgment Change requests
4 Enterprise environmental factors Data analysis Project calendars 2 Project documents Data gathering Project management plan updates
5 Organizational process assets Leads and lags Change requests 3 Enterprise environmental factors Interpersonal and team skills Project documents updates
6 Schedule compression Project management plan 4 Organizational process assets Strategies for threats
7 Project management information system Project documents updates 5 Strategies for opportunities
8 Agile release planning 6 Con ngent response strategies
7 Strategies for overall project risk
8 Data analysis
9 Decision making

EXECUTING
SCOPE SCHEDULE COST QUALITY RESOURCE COMMUNICATIONS RISK PROCUREMENT STAKEHOLDER INTEGRATION
Manage Quality Acquire Resources Manage Communications Implement Risk Responses Conduct Procurements Manage Stakeholder Engagement Direct and Manage Project Work
Inputs Tools & Techniques Outputs Inputs Tools & Techniques Outputs Inputs Tools & Techniques Outputs Inputs Tools & Techniques Outputs Inputs Tools & Techniques Outputs Inputs Tools & Techniques Outputs Inputs Tools & Techniques Outputs
1 Project management plan Data gathering Quality reports 1 Project management plan Decision making Physical resourceassignments 1 Project management plan Communication technology Project communications 1 Project management plan Expert judgment Change requests 1 Project management plan Expert judgment Selected sellers 1 Project management plan Expert judgment Change requests 1 Project management plan Expert judgment Deliverables
2 Project documents Data analysis Test and evaluation documents 2 Project documents Interpersonal and team skills Project team assignments 2 Project documents Communication methods Project management plan updates 2 Project documents Interpersonal and team skills Project documents updates 2 Project documents Advertising Agreements 2 Project documents Communication skills Project management planupdates 2 Project documents Project management information system Work performance data
3 Organizational process assets Decision making Change requests 3 Enterprise environmental factors Pre‐assignment Resource calendars 3 Work performance reports Communication skills Project documents updates 3 Organizational process assets Project managementinforma on system 3 Procurement documentation Bidder conferences Change requests 3 Enterprise environmental factors Interpersonal and team skills Project documents updates 3 Approved change requests Meetings Issue log
4 Data representation Project management plan updates 4 Organizational process assets Virtual teams Change requests 4 Enterprise environmental factors Project management informa on system Organiza onal processassets updates 4 Seller proposals Data analysis Project management plan updates 4 Organizational process assets Ground rules 4 Enterprise environmental factors Change requests
5 Audits Project documents updates 5 Project management plan updates 5 Organizational process assets Project reporting 5 Enterprise environmental factors Interpersonal and team skills Project documents updates 5 Meetings 5 Organizational process assets Project management plan updates
6 Design for X 6 Project documents updates 6 Interpersonal and team skills 6 Organizational process assets Organiza onal process assets updates 6 Project documents updates
7 Problem solving 7 Enterprise environmental factors updates 7 Meetings 7 Organizational process assets updates
8 Quality improvement methods 8 Organiza onal process assets updates Manage Project Knowledge
Develop Team Inputs Tools & Techniques Outputs
Inputs Tools & Techniques Outputs 1 Project management plan Expert judgment Lessons learned register
1 Project management plan Colocation Team performance assessments 2 Project documents Knowledge management Project management plan updates
2 Project documents Virtual teams Change requests 3 Deliverables Information management Organizational process assets updates
3 Enterprise environmental factors Communication technology Project management plan updates 4 Enterprise environmental factors Interpersonal and team skills
4 Organizational process assets Interpersonal and team skills Project documents updates 5 Organizational process assets
5 Recognition and rewards Enterprise environmentalfactors updates
6 Training Organiza onal process assets updates
7 Individual and team assessments
8 Meetings
Manage Team
Inputs Tools & Techniques Outputs
1 Project management plan Interpersonal and team skills Change requests
2 Project documents Project management informa on system Project management plan updates
3 Work performance reports Project documents updates
4 Team performance assessments Enterprise environmentalfactors updates
5 Enterprise environmental factors
6 Organizational process assets

MONITORING & CONTROLLIING

SCOPE SCHEDULE COST QUALITY RESOURCE COMMUNICATIONS RISK PROCUREMENT STAKEHOLDER INTEGRATION
Validate Scope Control Schedule Control Costs Control Quality Control Resources Monitor Communications Monitor Risks Control Procurements Monitor Stakeholder Engagement Monitor and Control Project Work
Inputs Tools & Techniques Outputs Inputs Tools & Techniques Outputs Inputs Tools & Techniques Outputs Inputs Tools & Techniques Outputs Inputs Tools & Techniques Outputs Inputs Tools & Techniques Outputs Inputs Tools & Techniques Outputs Inputs Tools & Techniques Outputs Inputs Tools & Techniques Outputs Inputs Tools & Techniques Outputs
1 Project management plan Inspection Accepted deliverables 1 Project management plan Data analysis Work performance informa on 1 Project management plan Expert judgment Work performanceinforma on 1 Project management plan Data gathering Quality control measurements 1 Project management plan Data analysis Work performance information 1 Project management plan Expert judgment Work performance information 1 Project management plan Data analysis Work performance informa on 1 Project management plan Expert judgment Closed procurements 1 Project management plan Data analysis Work performanceinforma on 1 Project management plan Expert judgment Work performance reports
2 Project documents Decision making Work performance information 2 Project documents Critical path method Schedule forecasts 2 Project documents Data analysis Cost forecasts 2 Project documents Data analysis Verified deliverables 2 Project documents Problem solving Change requests 2 Project documents Project management information system Change requests 2 Project documents Audits Change requests 2 Project documents Claims administration Work performance information 2 Project documents Decision making Change requests 2 Project documents Data analysis Change requests
3 Verified deliverables Change requests 3 Work performance data Project management information system Change requests 3 Project funding requirements To‐complete performanceindex Change requests 3 Approved change requests Inspection Work performance information 3 Work performance data Interpersonal and team skills Project management plan updates 3 Enterprise environmental factors Data analysis Project management plan updates 3 Work performance data Meetings Project management plan updates 3 Agreements Data analysis Procurement documentation updates 3 Work performance data Data representation Project management planupdates 3 Work performance information Decision making Project management plan updates
4 Work performance data Project document updates 4 Organizational process assets Resource optimization Project management plan updates 4 Work performance data Project managementinforma on system Project management plan updates 4 Deliverables Testing/product evaluations Change requests 4 Agreements Project management information system Project documents updates 4 Agreements Interpersonal and team skills Project documents updates 4 Work performance reports Project documents updates 4 Procurement documentation Inspection Change requests 4 Enterprise environmental factors Communication skills Project documents updates 4 Agreements Meetings Project documents updates
Control Scope 5 Leads and lags Project documents updates 5 Organizational process assets Project documents updates 5 Work performance data Data representation Project management planupdates 5 Organizational process assets 5 Organizational process assets Meetings 5 Organiza onal process assetsupdates 5 Approved change requests Audits Project management plan updates 5 Organizational process assets Interpersonal and team skills 5 Enterprise environmental factors
Inputs Tools & Techniques Outputs 6 Schedule compression 6 Enterprise environmentalfactors Meetings Project documents updates 6 Work performance data Project documents updates 6 Meetings 6 Organizational process assets
1 Project management plan Data analysis Work performance information 7 Organizational process assets 7 Enterprise environmental factors Organiza onal process assets updates Perform Integrated Change Control
2 Project documents Change requests 8 Organizational process assets Inputs Tools & Techniques Outputs
3 Work performance data Project management plan updates 1 Project management plan Expert judgment Approved change requests
4 Organizational process assets Project document updates 2 Project documents Change control tools Project management plan updates
3 Work performance reports Data analysis Project documents updates
4 Change requests Decision making
5 Enterprise environmental factors Meetings
6 Organizational process assets

CLOSING
SCOPE SCHEDULE COST QUALITY RESOURCE COMMUNICATIONS RISK PROCUREMENT STAKEHOLDER INTEGRATION
Close Project or Phase
Inputs Tools & Techniques Outputs
1 Project charter Expert judgment Project documents updates
2 Project management plan Data analysis Final product, service, or result transition
3 Project documents Meetings Final report
4 Accepted deliverables Organizational process assets updates
5 Business documents
6 Agreements
7 Procurement documentation
8 Organizational process assets
 The PMBOK® Guide Notes

[Link]
 The managers of these projects used a set of keys (skills and applied knowledge) not
only knowledge

 No single book could contain all body of knowledge (the entire PMBOK)

 The PMBOK® Guide identifies a body of knowledge that is generally recognized as good
practice

 The project manager, project team and other stakeholders must make tailoring to
determine the appropriate combination of processes, inputs, tools, techniques, outputs
and life cycle phases

 A methodology is a system of practices, techniques, procedures, and rules used by

those who work in a discipline

 The PMBOK® Guide is a foundation of the methodology not a methodology

 The Code of Ethics and Professional Conduct responsibility, respect, fairness, and
honesty, all this ethics contain both aspirational standards and mandatory standards.

 A project is a temporary endeavor undertaken to create a unique product, service, result,

combination

 An objective (is defined as an outcome) ≠ a deliverable (is defined as an output)

 Project (unique element) ≠ a deliverable (repetitive element)

 The end of the project is reached when one or more of the following is true:
- The project’s objectives have been achieved
- The objectives will not or cannot be met
- Funding is exhausted or no longer available for allocation to the project
- The need for the project no longer exists
- The human or physical resources are no longer available
- The project is terminated for legal cause or convenience

 Project’s deliverables may exist beyond the end of the project

 Project create business tangible value, intangible value, or both.

 Business tangible value (Monetary assets, Stockholder equity, Utility, Fixtures, Tools,
and Market share.)

 Business intangible value (Goodwill, Brand recognition, Public benefit, Trademarks,

Strategic alignment, and Reputation)

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 Project manager professional should be able to achieve effective project management

 A program is defined as a group of related projects, subsidiary programs, and program

activities managed in a coordinated manner to obtain benefits not available from
managing them individually

 Programs are not large projects

 A portfolio is defined as projects, programs, subsidiary portfolios, and operations

managed as a group to achieve strategic objectives

 Program obtain benefits but portfolio achieve strategic objectives

 Portfolio management focuses on doing the “right” programs and projects (focus on
priority) but Program and project management focus on doing programs and projects the
“right” way

 Program management is defined as the application of knowledge, skills, and principles

to a program to achieve the program objectives and to obtain benefits and control not
available by managing program components individually

 Project & Program management focuses on interdependencies (within a project or

between projects and between projects and the program level)

 Portfolio management is defined as the centralized management of one or more

portfolios to achieve strategic objectives.

 Portfolio management does not focus on interdependence between the programs or

projects of the portfolio

 The phases may be sequential, iterative, or overlapping

 Project life cycles can be predictive or adaptive, but development life cycles can be
predictive, iterative, incremental, adaptive, or a hybrid model

 If project life cycle is iterative and incremental it called adaptive (Agile)

 The project management team determine the best life cycle for each project

 The project life cycle needs to be flexible

 Project life cycles are independent of product life cycles

 Project phases attributes may be measurable and unique to a specific phase

 Multiple phases may provide better insight to managing the project

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  Multiple phases provide an opportunity to assess the project performance and take
necessary (corrective or preventive) actions in subsequent phases.

 phase gates ≡ phase review ≡ stage gate ≡ kill point ≡ phase entrance ≡ phase exit

 The output of project management process can be an input to another process, or

a deliverable of the project or project phase, or outcome _ End result of a process

 Processes categories (Processes used once or at predefined points in the project,

Processes that are performed periodically as needed, Processes that are performed
continuously throughout the project)

 Many of the monitoring and control processes are ongoing from the start of the
project, until it is closed out.

 Processes Group (Initiating, Planning, Executing, Monitoring and Controlling, Closing)

 Linking may be between output of process and another process’s input which not
necessarily in the same process group

 Data >>>>>>>>>>>>> Information >>>>>>>>>>>>> Reports

. Analysis or Aggregation
processing

 Methodologies may be (developed by experts, purchased from vendors, obtained from

professional associations, acquired from government agencies)

 Tailoring project management is a selection of the appropriate project management

processes, inputs, tools, techniques, outputs, and life cycle phases to manage a project

 Tailors managing constraints based on the project environment, organizational

culture, stakeholder needs, and other variables

 In tailoring project management should also consider the varying levels of governance,
culture of the organization, whether the customer

 Customer of the project may be (internal or external) to the organization

 The project sponsor is generally accountable for the development and maintenance of
the project business case document, but the project manager is responsible for providing
recommendations and oversight to keep the project business case

 In some organizations, the business case and benefits management plan are maintained
at the program level (Not meet)

 The project business case is a documented economic feasibility study used to establish
the validity of the benefit of a selected component lacking sufficient definition and that is
used as a basis for the authorization of further project management activities

 The business case must be done on or before project initiation process

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 A needs assessment often precedes the business case

 The results of the needs assessment may be summarized in the business case
document

 Business case may include but is not limited (Business needs, Analysis of the situation,
Recommendation, Evaluation)

 The project benefits management plan is the document that describes how and when
the benefits of the project will be delivered, and describes the mechanisms that should
be in place to measure those benefits

 Project benefit is an outcome of actions, behaviors, products, services, or results

 The benefit management plan may include but is not limited (Target benefits, Strategic
alignment, Timeframe for realizing benefits, Benefits owner, Metrics, Assumptions,
Risks)

 Development and maintenance of the project benefits management plan is an iterative

activity

 Financial measures
- Net present value (NPV)
- Return on investment (ROI)
- Internal rate of return (IRR)
- Payback period (PBP)
- Benefit-cost ratio (BCR)

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 NOTE WELL.

[Link]
 Operational work is ongoing production of goods and/or services like manufacturing,
production, plant work, and assembly lines

 Risks, ambiguity and influence of the stakeholders shall be as great as possible at the
beginning of the project and thereafter less

 Costs of change shall be as low as possible at the beginning of the project and shall be
increased as the project progresses

 Tailoring is necessary because each project is unique. not every process, tool,
technique, input, or output identified in the PMBOK ® Guide is required on every project

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 The PMBOK® Guide Notes

2. THE ENVIRONMENT IN WHICH PROJECTS OPERATE

 Influences of environments can have a favorable or unfavorable impact on the project

 Categories of influences are (enterprise environmental factors & organizational process

assets)

 EEFs is outside project factor (not under the control of the project team) but OPAs is
internal to the organization (organizational assets)

 EEFs is outside project factor but can be internal and/or external to the organization

 OPAs is Processes, Policies, and Procedures or Corporate Knowledge Base

 EEFs are inputs to many project management processes, specifically for most planning
processes

 OPAs are inputs to many project management processes

 EEFs are not under the control of project team but OPAs are usually established by the
project management office (PMO) or another function outside of the project & Some
organizations encourage the project team to just tailor templates, life cycles, and
checklists for the
project

 OPAs have two categories first category are not updated as part of the project work
second category are updated throughout the project with project information

 The project manager needs to understand where responsibility, accountability, and

authority resides within the organization

 The organization system factors include management elements, governance

frameworks, and organizational structure types

 A system is a collection of various components that together can produce results not
obtainable by the individual components alone

 Component is an identifiable element within the project or organization that provides a

particular function or group of related functions

 Systems are dynamic and can be optimized individually or with their component but by
steps methods (sequentially) not at the same time (in parallel)

 Systems are nonlinear in responsiveness

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 The system’s dynamics are defined by the interaction between the components based
on the relationships and dependencies that exist between the components

 Systems are typically the responsibility of an organization’s management

 Governance is organizational or structural arrangements at all levels of

an organization designed to determine and influence the behavior of the organization’s
members

 Governance framework includes but is not (Rules, Policies, Procedures, Norms,

Relationships, Systems, and Processes)

 Governance framework domains is alignment, risk, performance, and communications

each domain has the following functions oversight, control, integration, and decision
making

 There is no one governance framework that is effective in all organizations

 Governance framework should be tailored to the organizational culture, types of projects

and the needs of the organization

 Management elements are the components that comprise the key functions or principles
of general management in the organization

 There is not a one-size-fits-all structure for any given organization

 Matrix – strong is one of the Organizational Structures types which tend to project type

 PMO is one of the Organizational Structures types which consider the highest level of
the project types

 Efficiency is do things right, but Effectiveness is the right thing

(So, portfolio management focuses on doing programs and projects which effectiveness
but Program and project management focus on doing programs and projects with
efficiency way)

 There are several types of PMOs in organizations Supportive, Controlling, Directive

 The PMO may (Make recommendations, Lead knowledge transfer, terminate projects,
and Take other actions, as required)

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 NOTE WELL.

2. THE ENVIRONMENT IN WHICH PROJECTS OPERATE

 EEFS Internal to the organization
- Organizational culture, structure
- Employee capability
- Resource availability
- Information technology software
- Geographic distribution of facilities and resources
- Infrastructure

 EEFS External to the Organization

- Marketplace conditions
- Physical environmental elements
- Financial considerations
- Government or industry standards
- Commercial databases
- Social and cultural influences and issues
- Legal restrictions

 Organic or Simple organizational structure is Flexible, Owner or operator manage the

Project budget, and Project manager authority is Little or none

 In Functional (Centralized, Classical) organizational structure. the organization is

grouped by areas of specialization within different functional areas

 In projectized organizational structure

- The entire company is organized by projects
- The project manager has control of projects
- Personnel are assigned and report to a project
- Members complete project work and when it’s over they don't have HOME

 In Matrix organizational structure. Team members report to two bosses

 Strong Matrix: Power with project manager but Weak matrix: Power with the functional
manager and the project manager will work as coordinator or expediter

 Coordinator is similar to Project Expeditor except has some power to take decision not
as the last

 An example of composite (hybrid) organization is a fundamentally functional organization

creates a special project team with dedicated project manager to handle a critical project

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 The PMBOK® Guide Notes

3. THE ROLE OF THE PROJECT MANAGER

 The role of a project manager may vary from organization to organization

 The project management role is tailored to fit the organization in the same way that the
project management processes are tailored to fit the project

 The project manager is not expected to perform every role on the project, but should
possess project management knowledge, technical knowledge, understanding, and
experience

 The project manager provides the project team with leadership, planning, and
coordination through communications

 The project manager provides written communications & communicates in real time

 The project manager is the person assigned by the performing organization to lead the
team that is responsible for achieving the project objectives

 The functional manager focuses on providing management oversight for a functional or

business unit

 Operations managers are responsible for ensuring that business operations are efficient

 The project manager leads the project team to meet the project’s objectives and
stakeholders’ expectations

 The project manager works to balance the competing constraints on the project with the
resources available

 The project manager also performs communication roles between the project sponsor,
team members, and other stakeholders

 The project manager uses soft skills to balance the conflicting and competing goals of
the project stakeholders in order to achieve consensus

 Aspects of the project which ease project manager to communicate with stakeholders
- Developing finely tuned skills (verbal, written, and nonverbal)
- Creating, maintaining, and adhering to communications plans and schedules
- Communicating predictably and consistently
- Seeking to understand the project stakeholders’ communication needs
- Making communications concise, clear, complete, simple, relevant, and tailored
- Including important positive and negative news
- Incorporating feedback channels
- Relationship skills involving the development of extensive networks of people

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 Other independent projects or projects that are part of the same program may impact a
project due to
- Demands on the same resources
- Priorities of funding
- Receipt or distribution of deliverables
- Alignment of project goals and objectives with those of the organization

 The project manager proactively interacts with managers within the organization during
the course of the project

 The project manager may work toward increasing the project management competency
and capability within the organization as a whole and is involved in both tacit and explicit
knowledge transfer or integration initiatives

 The project manager inside the organization works to

- Demonstrate the value of project management
- Increase acceptance of project management in the organization
- Advance the efficacy of the PMO when one exists in the organization

 A project manager may report to (functional manager, PMO or a portfolio or program

manager) depend on organizational structure type

 Skills needed by project managers (Technical project management, Leadership, and

Strategic and business management)

 Business knowledge is also known as domain knowledge

 Project managers should be knowledgeable enough about the business

 Leadership skills include negotiation, resilience, communication,

problem solving, critical thinking, and interpersonal skills

 A common denominator in all projects is people. People can be counted, but they are
not numbers

 Project managers spend about 90% of their time on a project in communicating

 Politics involves influence, negotiation, autonomy, and power

 Politics and its associated elements are not “good” or “bad,” “positive” or “negative”
alone

 There are numerous forms of power such as positional, informational, referent,

situational, charismatic, relational, expert, reward-oriented, coercive, ingratiating,
pressure-based, guilt-based, persuasive, and Avoiding

 Top project managers are proactive and intentional when it comes to power

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 The words leadership and management are often used interchangeably. However, they
are not synonymous

 Project managers need to employ both leadership and management in order to be

successful

 Comparison of leadership & management

 The style a project manager uses may change over time based on the factors in play

 A project is more accurately described as containing complexity

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 The PMBOK® Guide Notes

4. PROJECT INTEGRATION MANAGEMENT

 Project Integration Management includes making choices about:
- Resource allocation
- Balancing competing demands
- Examining any alternative approaches
- Tailoring the processes to meet the project objectives
- Managing the interdependencies among the Project Management Knowledge
Areas

 Business case development and benefits management have been the responsibility
of management and the project management office, but project managers are more
frequently collaborating with them to better meet project objectives and deliver
benefits (The project manager does not update or modify the business documents
since they are not project documents; however, the project manager may make
recommendations)

 Hybrid methodologies are combining tools and methods from traditional project
management with agile processes. Thus, you obtain the mix, which is tailored to your
project or your situation

 In agile projects (adaptive environment) project manager role does not change in but,
control of the detailed product planning and delivery is delegated to the team

Project charter is a document issued by the project initiator or sponsor that formally
authorizes the existence of a project and provides the project manager with the
authority to apply organizational resources to project activities

 In the case of external projects for an external customer, a formal contract is typically
the preferred way to establish an agreement

 A project charter may still be used to establish internal agreements within an

organization to ensure proper delivery under the contract

 preferably while the project charter is being developed and always prior to the start of
planning

 The project charter provides the project manager with the authority to plan, execute,
and control the project

 Develop Project Charter

Inputs Tools & Techniques Outputs
1 Business documents Expert judgment Project charter
2 Agreements Data gathering Assumption log
3 Enterprise environmental factors Interpersonal and team skills
4 Organizational process assets Meetings

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 Agreements may take the form of contracts, memorandums of understanding
(MOUs), service level agreements (SLA), letters of agreement, letters of intent,
verbal agreements, email, or other written agreements

 High level strategic and operational assumptions and constraints are normally
identified in the business case before the project is initiated and flow into the project
charter

 Develop Project Management Plan

Inputs Tools & Techniques Outputs
1 Project charter Expert judgment Project management plan
2 Outputs from other processes Data gathering
3 Enterprise environmental factors Interpersonal and team skills
4 Organizational process assets Meetings

 The project management plan’s content varies depending on the application area
and complexity of the project

 The project kick-off meeting is usually associated with the end of planning and the
start of executing

 The kick-off meeting may occur at different point (In small projects kick-off occurs
shortly after initiation, in the Planning Process Group but, In large projects kick-off
meeting takes place with processes in the Executing Process Group)

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 Direct and Manage Project Work is the process of leading and performing the work
defined in the project management plan and implementing approved changes to
achieve the project’s objectives

 The key benefit of Direct and Manage Project Work is that it provides overall
management of the project work and deliverables

 Direct and Manage Project Work

Inputs Tools & Techniques Outputs
1 Project management plan Expert judgment Deliverables
2 Project documents Project management information system Work performance data
3 Approved change requests Meetings Issue log
4 Enterprise environmental factors Change requests
5 Organizational process assets Project management plan updates
6 Project documents updates
7 Organizational process assets updates

 The work performance data use as an input to the Monitoring and Controlling
Process Group, and can be used as feedback into lessons learned to improve the
performance of future work packages

 Change requests may include (Corrective action, Preventive action, Defect repair,
and Updates)

 The key benefits of Manage Project Knowledge process are that prior organizational
knowledge is leveraged to produce or improve the project outcomes, and knowledge
created by the project is available to support organizational operations and future
projects or phases

 Knowledge is commonly split into “explicit” (knowledge that can be readily codified
using words, pictures, and numbers) and “tacit or implicit” (knowledge that is
personal and difficult to express, such as beliefs, insights, experience, and “know-
how”)

 Managing knowledge is not just to document and shared the knowledge or obtaining
lessons learned at the end of the project, in order to use it in the future projects

 So even though explicit, knowledge can easily be shared, it isn’t always understood
or applied in the right way

 Tacit knowledge has context built in but is very difficult to codify, and is normally
shared through conversations and interactions between people

 The most important part of knowledge management is creating an atmosphere of

trust so that people are motivated to share their knowledge

3
 Manage Project Knowledge
Inputs Tools & Techniques Outputs
1 Project management plan Expert judgment Lessons learned register
2 Project documents Knowledge management Project management plan updates
3 Deliverables Information management Organizational process assets updates
4 Enterprise environmental factors Interpersonal and team skills
5 Organizational process assets

 Face-to-face interaction is usually the most effective way to build the trusting
relationships that are needed to manage knowledge

 Once relationships are established, virtual interaction can be used to maintain the
relationship

 Continuous monitoring gives the project management team insight into the health of
the project and identifies any areas that may require special attention. Control
includes determining corrective or preventive actions or re planning and following up
on action plans to determine whether the actions taken resolved the performance
issue.

 Monitor and Control Project Work

Inputs Tools & Techniques Outputs
1 Project management plan Expert judgment Work performance reports
2 Project documents Data analysis Change requests
3 Work performance information Decision making Project management plan updates
4 Agreements Meetings Project documents updates
5 Enterprise environmental factors
6 Organizational process assets

 Perform Integrated Change Control process reviews all requests for changes to
project documents, deliverables, or the project management plan and determines the
resolution of the change requests

 The key benefit of Perform Integrated Change Control process is that it allows for
documented changes within the project to be considered in an integrated manner
while addressing overall project risk, which often arises from changes made without
consideration of the overall project objectives or plans

 Perform Integrated Change Control

Inputs Tools & Techniques Outputs
1 Project management plan Expert judgment Approved change requests
2 Project documents Change control tools Project management plan updates
3 Work performance reports Data analysis Project documents updates
4 Change requests Decision making
5 Enterprise environmental factors Meetings
6 Organizational process assets

 Before the baselines are established, changes are not required to be formally
controlled by the Perform Integrated Change Control process

4
 Approved change requests can require new or revised cost estimates, activity
sequences, schedule dates, resource requirements, and/or analysis of risk response
alternatives

 Customer or sponsor approval may be required for certain change requests after
Change Control Board (CCB) approval, unless they are part of the CCB

 Configuration management activities are (Identify configuration item, Record and

report configuration item status, and Perform configuration item verification and audit)

 Tools use to support the change management activities are (Identify changes,
Document changes, Decide on changes and Track changes)

 The key benefits of close project or phase process are the project or phase
information is archived, the planned work is completed, and organizational team
resources are released to pursue new endeavors

 Close Project or Phase process is performed once or at predefined points in the

project

 Close Project or Phase

Inputs Tools & Techniques Outputs
1 Project charter Expert judgment Project documents updates
2 Project management plan Data analysis Final product, service, or result transition
3 Project documents Meetings Final report
4 Accepted deliverables Organizational process assets updates
5 Business documents
6 Agreements
7 Procurement documentation
8 Organizational process assets

5
 NOTE WELL.

4. PROJECT INTEGRATION MANAGEMENT

 Accounting Standards are Net present V (more accurate) then Internal Rate of
Return, Benefit Cost Ratio, Payback Period respectively

 Sunk Costs is the expended costs

 Law of diminishing returns is the more you put into something, the less you
get out of it

 Working Capital: Current assets minus current liabilities, or the amount of money the
company has available to invest, including investment in projects

 Knowledge may be Explicit (Using words, Pictures, Numbers) or Tacit (Beliefs,

Insights, Experience, Know-how)

 A Change Control Board (CCB) is a formally constituted group of stakeholders

responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the
project, with all decisions and recommendations being recorded

 Project Charter Outputs

- Project purpose
- Measurable project objectives
- High level requirements
- High level project description and deliverables
- Overall project risk
- Summary milestone schedule
- Preapproved financial resources
- Project approval requirements
- Key Stakeholder list
- Project exit criteria
- Assigned project manager, responsibility, and authority level
- Name and authority of the sponsor or other person(s) authorizing the project
charter

 Work performance data include

- Work completed.
- Actual start and finish dates of schedule activities.
- Deliverables status.
- Number of change requests.
- Actual costs incurred, actual durations
- Number of defects

 Explicit knowledge Can be shared using information management Tools and

techniques but Tacit knowledge Can be shared using knowledge management Tools
and techniques

6
 The lessons learned register is created as an output of manage project knowledge
process early in the project. Thereafter it is used as an input and updated as an
output in many processes throughout the project

 Corrective action is an intentional activity that realigns the performance of the project
work with the project management plan, Preventive action is an intentional activity
that ensures the future performance of the project work is aligned with the project
management plan, and Defect repair is an intentional activity that modifies a
nonconforming product or product component

 Changes may or may not impact the project baselines, sometimes only the
performance against the baseline is affected

7
 The PMBOK® Guide Notes

5. PROJECT SCOPE MANAGEMENT

 The Project Scope Management processes are (Plan Scope Management, Collect
Requirements, Define Scope, Create WBS, Validate Scope, Control Scope)

 Project scope is sometimes viewed as including product scope

 The project deliverable in a predictive life cycle are defined at the beginning of the
project and any changes to the scope are progressively managed, but In an adaptive or
agile life cycle are developed over multiple iterations where a detailed scope is defined
and approved for each iteration when it begins

 Projects with adaptive life cycles (waterfall) are intended to respond to high levels of
change and require ongoing stakeholder engagement

 Sometimes referred to the overall scope of an adaptive project as a product backlog

 In predictive project the overall scope is performed toward the beginning of the project
and updated as necessary, using the integrated change control process.

 In an adaptive or agile life cycle, the sponsor and customer representatives should be
continuously engaged with the project to provide feedback on deliverables as they are
created and to ensure that the product backlog reflects their current needs

In predictive life cycle (can be changed only through formal change

control procedures)
 Base line
In an adaptive life cycle (have continual improvement use backlogs
to reflect their current needs)

 Activities of business analysis may start before a project is initiated and a project
manager is assigned

 Activities of business analysis may start before a project is initiated and a project
manager is assigned (Determine problems and identify business needs, Identify and
recommend viable solutions for meeting those needs, Elicit, document, and manage
stakeholder requirements, Elicit, document, and manage stakeholder requirements)

 Considerations for tailoring include but are not limited to (Knowledge and requirements
management, Validation and control, Development approach, Stability of requirements,
Governance)

 Agile methods deliberately spend less time trying to define

and agree on scope in the early stage of the project and spend more time establishing
the process for its ongoing discovery and refinement

1
 Plan scope management is process performed once or at predefined points in the
project.

 Plan Scope Management

Inputs Tools & Techniques Outputs
1 Project charter Expert judgment Scope management plan
2 Project management plan Data analysis Requirements management plan
3 Enterprise environmental factors Meetings
4 Organizational process assets

 The requirements management plan describes how project and product requirements
will be analyzed, documented, and managed

 Collect Requirements
Inputs Tools & Techniques Outputs
1 Project charter Expert judgment Requirements documentation
2 Project management plan Data gathering Requirements traceability matrix
3 Project documents Data analysis
4 Business documents Decision making
5 Agreements Data representation
6 Enterprise environmental factors Interpersonal and team skills
7 Organizational process assets Context diagram
8 Prototypes

 Decision-making techniques (Voting) include: Unanimity, Majority, Plurality

 Define Scope
Inputs Tools & Techniques Outputs
1 Project charter Expert judgment Project scope statement
2 Project management plan Data analysis Project documents updates
3 Project documents Decision making
4 Enterprise environmental factors Interpersonal and team skills
5 Organizational process assets Product analysis

 The Define Scope process selects the final project requirements from the requirements
documentation developed during the Collect Requirements process

 The degree and level of detail to which the project scope statement defines the work that
will be performed and the work that is excluded can help determine how well the project
management team can control the overall project scope

 The project scope statement includes Product scope description, Deliverables,

Acceptance criteria, Project exclusions, Project constraints, and Project assumptions

2
 The project charter contains high level information, while the project scope statement
contains a detailed description of the scope components

 Explicitly stating what is out of scope for the project helps manage stakeholders’
expectations and can reduce scope creep

 Create WBS
Inputs Tools & Techniques Outputs
1 Project management plan Expert judgment Scope baseline
2 Project documents Decomposition Project documents updates
3 Enterprise environmental factors
4 Organizational process assets

 In the context of the WBS, work refers to work products or deliverables that are the
result of activity

 The level of decomposition is often guided by the degree of control needed to effectively
manage the project

 If an agile approach is used, epics can be decomposed into user stories

 Excessive decomposition can lead to nonproductive management effort, inefficient use

of resources, decreased efficiency in performing the work, and difficulty aggregating data
over different levels of the WBS

 A planning package is a work breakdown structure component below the control account
and above the work package with known work content but without detailed schedule
activities

 Validate Scope is the process of formalizing acceptance of the completed project

deliverables

 The key benefit of validate Scope process is that it brings objectivity to the acceptance
process and increases the probability of final product, service, or result acceptance by
validating each deliverable

 Validate Scope
Inputs Tools & Techniques Outputs
1 Project management plan Inspection Accepted deliverables
2 Project documents Decision making Work performance information
3 Verified deliverables Change requests
4 Work performance data Project document updates

3
 Control Scope
Inputs Tools & Techniques Outputs
1 Project management plan Data analysis Work performance information
2 Project documents Change requests
3 Work performance data Project management plan updates
4 Organizational process assets Project document updates

 The uncontrolled expansion to product or project scope without adjustments to time,

cost, and resources is referred to as scope creep

4
 NOTE WELL.

5. PROJECT SCOPE MANAGEMENT

 Completion of the product scope is measured against the product requirements, but
Completion of the project scope is measured against the project management plan

 The aim for scope management is do all the work required & only the work required to
avoid gold plating (You should give the customer what they asked for, no more and no
less)

 In agile projects changes is inside scope not changes in scope

 Successful product scope measured against requirements, but successful project scope
measured against panned

 Facilitated workshop is Bring key cross functional stakeholders together

(Brain storming) in addition to bridge the gap between stakeholders to avoid any
clashing between requirements

 Facilitation skills are used in the following situations (Joint application

design/development (JAD), Quality function deployment (QFD) or voice of the customer
(VOC), and User stories)

 Interviews are useful for obtaining confidential information

 Focus Group techniques is an Interviews between prequalified stakeholders and subject

matter

 In Autocratic decision making. one individual takes responsibility for making the decision
for the group

 Observation used to uncover hidden requirements

 Before being baselined, requirements need to be unambiguous, traceable, complete,

consistent, and acceptable to key stakeholders

 Deliverables >>>> Control Quality >>>> Verified Deliverables >>>> Validate Scope
>>>> Accepted Deliverables

 Requirements Traceability Matrix link requirements to deliverables

5
 The PMBOK® Guide Notes

6. PROJECT SCHEDULE MANAGEMENT

 Project Schedule Management processes are (Plan Schedule Management, Define
Activities, Sequence Activities, Estimate Activity Durations, Develop Schedule, Control
Schedule)

 Some of the emerging practices for project scheduling methods include but are not
limited to Iterative scheduling with a backlog “This is a form of rolling wave planning
based on adaptive life cycles” and On-demand scheduling “This approach, typically used
in a Kanban system, is based on the theory-of Constraints and pull-based scheduling
concepts from lean manufacturing to limit a team’s work in progress in order to balance
demand against the team’s delivery throughput”

 Considerations for tailoring include but are not limited to (Life cycle approach, Resource
availability, Project dimensions, Technology support)

 Adaptive approaches use short cycles to undertake work, review the results, and adapt
as necessary

 The role of the project manager does not change based on managing projects using a
predictive development life cycle or managing projects in adaptive environments

 The key benefit of Plan Schedule Management is that it provides guidance and direction
on how the project schedule will be managed throughout the project

 Plan Schedule Management

Inputs Tools & Techniques Outputs
1 Project charter Expert judgment Schedule management plan
2 Project management plan Data analysis
3 Enterprise environmental factors Meetings
4 Organizational process assets

 The schedule management plan is not mean time schedule, it’s a component of the
project management plan which illustrate how make time schedule

 The schedule management plan can establish (project schedule model development,
release and iteration length, level of accuracy, units of measure, organizational
procedures links, project schedule model maintenance, control thresholds, rules of
performance measurement, reporting formats)

 Time-boxed periods are durations during which the team works steadily toward
completion of a goal.

 Time-boxing helps to minimize scope creep as it forces the teams to process essential
features first, then other features when time permits

1
 WBS provides the framework for the schedule management plan, allowing for
consistency with the estimates and resulting schedules

 Thresholds indicate an agreed-upon amount of variation to be allowed before some

action needs to be taken

 Thresholds are typically expressed as percentage deviations from the parameters

established in the baseline plan

 The key benefit of Define Activities is that it decomposes work packages into schedule
activities that provide a basis for estimating, scheduling, executing, monitoring, and
controlling the project work

 Define Activities
Inputs Tools & Techniques Outputs
1 Project management plan Expert judgment Activity list
2 Enterprise environmental factors Decomposition Activity attributes
3 Organizational process assets Rolling wave planning Milestone list
4 Meetings Change requests
5 Project management plan updates

 Decomposition is a technique used for dividing and subdividing the project scope and
project deliverables into smaller, more manageable parts.

 The activity list, WBS, and WBS dictionary can be developed either sequentially or
concurrently

 Rolling wave planning is an iterative planning technique in which the work to be

accomplished in the near term is planned in detail, while work further in the future is
planned at a higher level

 The key benefit of Sequence Activities is that it defines the logical sequence of work to
obtain the greatest efficiency given all project constraints

 Sequence Activities
Inputs Tools & Techniques Outputs
1 Project management plan Precedence diagramming method Project schedule network diagrams
2 Project documents Dependency determination and integration Project documents updates
3 Enterprise environmental factors Leads and lags
4 Organizational process assets Project management information system

 The Sequence Activities process concentrates on converting the project activities from a
list to a diagram to act as a first step to publish the schedule baseline

 There are four types of dependencies or logical relationships Finish-to-start (FS), Finish-
to-finish (FF), Start-to-start (SS), Start-to-finish (SF)

 FS is the most commonly used type of precedence relationship. The SF relationship is

very rarely used

2
 Multiple relationships between the same activities & Closed loops in logical relationships
are not recommended

 Dependency has four attributes (mandatory external dependencies, mandatory internal

dependencies, discretionary external dependencies and discretionary internal
dependencies)

 Discretionary dependencies should be fully documented since they can create arbitrary
total float values and can limit later scheduling options

 Activities that have multiple predecessor activities indicate a path convergence

 Activities that have multiple successor activities indicate a path divergence

 Activities with divergence and convergence are at greater risk as they are affected
by multiple activities or can affect multiple activities (have multiple predecessor & have
multiple successor)

 Estimate Activity Durations

Inputs Tools & Techniques Outputs
1 Project management plan Expert judgment Duration estimates
2 Project documents Analogous estimating Basis of estimates
3 Enterprise environmental factors Parametric estimating Project documents updates
4 Organizational process assets Three-point estimating
5 Bottom-up estimating
6 Data analysis
7 Decision making
8 Meetings

 Change to a driving resource allocated to the activity will usually have an effect on the
duration

 Factors for estimating duration (Law of diminishing returns, Number of resources,

Advances in technology, Motivation of staff)

 Analogous estimating uses parameters from a previous, similar project, such as

duration, budget, size, weight, and complexity

 Analogous estimating is generally less costly and less time-consuming than other
techniques, but it is also less accurate

 Parametric estimating uses a statistical relationship between historical data

and other variables to calculate an estimate for activity parameters such as cost,
budget, and duration

 Three-point estimating (Triangular distribution) tE = (tO + tM + tP) / 3

 Bottom-up estimating is a method of estimating project duration or cost by aggregating

the estimates of the lower level components of the WBS

3
 Reserve analysis is used to determine the amount of contingency and management
reserve needed for the project

 Contingency reserves are associated with the known-unknowns, which may be

estimated to account for this unknown amount of rework

 The contingency reserve may be a percentage of the estimated activity duration or a

fixed number of work periods

 Contingency reserve may be used, reduced, or eliminated

 Management reserve are associated with the unforeseen work (unknown-unknowns)

which may be estimated to account for this unknown amount of rework

 Management reserve is not included in the schedule baseline but if it used may require a
change to the schedule baseline

 Fist-of-five process is a method that is often used in agile-based projects in

Decision-making techniques

 Duration estimates do not include any lags as described in section but may include
some indication of the range of possible results

 The key benefit of Develop Schedule is that it generates a schedule model with planned
dates for completing project activities

 Develop Schedule
Inputs Tools & Techniques Outputs
1 Project management plan Schedule network analysis Schedule baseline
2 Project documents Critical path method Project schedule
3 Agreements Resource optimization Schedule data
4 Enterprise environmental factors Data analysis Project calendars
5 Organizational process assets Leads and lags Change requests
6 Schedule compression Project management plan
7 Project management information system Project documents updates
8 Agile release planning

 Schedule network analysis is the overarching technique used to generate the project
schedule model

 The free float is the amount of time that a schedule activity can be delayed without
delaying the early start date of any successor or violating a schedule constraint but the
total float (schedule flexibility) is measured by the amount of time that a schedule activity
can be delayed or extended from its early start date without delaying the project finish
date or violating a schedule constraint

 A critical path is normally characterized by zero total float on the critical path.

4
 Resource optimization techniques that can be used to adjust the schedule model
(Resource leveling, Resource smoothing)

 In Resource leveling technique available float is used for leveling resources

consequently, the critical path through the project schedule may change

 In Resource smoothing technique the project’s critical path is not changed and the
completion date may not be delayed, activities may only be delayed within their free and
total float

 Resource smoothing may not be able to optimize all resources

 What-if scenario analysis is the process of evaluating scenarios in order to predict their
effect, positive or negative, on project objectives

 Simulation models the combined effects of individual project risks and other sources of
uncertainty to evaluate their potential impact on achieving project objectives

 Schedule compression techniques include (Crashing, Fast tracking)

 Fast tracking "Using leads" may result in rework and increases coordination efforts
between the activities concerned and increases quality risk - Fast tracking may also
increase project costs

 Crashing works only for activities on the critical path where additional resources will
shorten the activity’s duration may result in increased risk and/or cost

 Agile release planning provides a high-level summary timeline of the release schedule
(typically 3 to 6 months) based on the product roadmap and the product vision for the
product’s evolution

 Control Schedule
Inputs Tools & Techniques Outputs
1 Project management plan Data analysis Work performance informa on
2 Project documents Critical path method Schedule forecasts
3 Work performance data Project management information system Change requests
4 Organizational process assets Resource optimization Project management plan updates
5 Leads and lags Project documents updates
6 Schedule compression

 Control Schedule is concerned with:

- Determining the current status of the project schedule
- Influencing the factors that create schedule changes
- Reconsidering necessary schedule reserves
- Determining if the project schedule has changed
- Managing the actual changes as they occur

5
 When an agile approach is used, In Control Schedule is compared the total amount of
work delivered and accepted against the estimates of work completed for the elapsed
time cycle

 Iteration burndown chart tracks the work that remains to be completed in the
iteration backlog & It is used to analyze the variance with respect to an ideal burndown
based on the work committed from iteration planning

6
 NOTE WELL.

6. PROJECT SCHEDULE MANAGEMENT

 Increasing the number of resources in order to crash a project schedule does not always
cut the time by the same factors. In worst cases, too many resources to the activity may
actually increase the duration due to required additional coordination

 In large organizations, there may be a mixture of small projects and large initiatives
requiring long-term commitments to manage these programs using scaling factors such
as team size, geographical distribution, regulatory compliance, organizational
complexity, and technical complexity. (Funds availability is a constraint applicable to all
projects)

 Agile release planning determines the number of iterations required for the product
development known as sprints

 Ideally the detailed project schedule should remain flexible throughout the project to
adjust for knowledge gained, increased understanding of the risk, and value-added
activities

 In adaptive life cycles, the requirements are documented in user stories that are then
prioritized and refined just prior to construction. The product features are developed
using time-boxed periods of work. This approach is often used to deliver incremental
value to the customer

 According to the Parkinson’s law, work expands to fill the time available for its
completion

 Trend analysis is an analytical technique that uses mathematical models to forecast

future outcomes based on historical results & determine if performance is improving or
deteriorating

 Resource leveling is applied to a schedule that has already been analyzed by the critical
path method

 Rolling Wave Planning It is a form of progressive elaboration

7
 The PMBOK® Guide Notes

7. PROJECT COST MANAGEMENT

 The cost of an acquired item may be measured when the acquisition decision is made or
committed, the order is placed, the item is delivered, or the actual cost is incurred or
recorded for project accounting purposes

 Earned schedule (ES) is one of Emerging Practices and is an extension to the theory
and practice of EVM

 Earned Value Earned Schedule

SV= EV-PV SPI = EV/PV SV= ES-AT SPI = ES/AT

 Plan Cost Management

Inputs Tools & Techniques Outputs
1 Project charter Expert judgment Cost management plan
2 Project management plan Data analysis
3 Enterprise environmental factors Meetings
4 Organizational process assets

 Strategic funding options is self-funding, funding with equity, and funding with debt

 Ways to acquire project resources is making, purchasing, renting and leasing

 The key benefit of Estimate Costs is that it determines the monetary resources required
for the project

 Estimate Costs is performed periodically throughout the project as needed

 Estimate Costs
Inputs Tools & Techniques Outputs
1 Project management plan Expert judgment Cost estimates
2 Project documents Analogous estimating Basis of estimates
3 Enterprise environmental factors Parametric estimating Project documents updates
4 Organizational process assets Bottom‐up estimating
5 Three‐point estimating
6 Data analysis
7 Project management information system
8 Decision making

 A cost estimate is a quantitative assessment

1
 Cost trade-offs and risks should be considered during Estimate Costs process

 The accuracy of a project cost estimate (a rough order of magnitude (ROM) estimate)
will increase as the project progresses through the project life cycle

 There are special cost estimate categories such as an inflation allowance, cost of
financing, or contingency costs

 Global supply and demand conditions greatly influence resource costs

 Parametric estimating higher levels of accuracy than Analogous cost estimating

 Triangular distribution. E = (O + M + P) / 3

Beta distribution. E = (O + 4M + P) / 6

 Alternatives analysis is a technique used to evaluate identified options in order to select

which options or approaches to use to execute and perform the work of the project

 Contingency reserves (contingency allowances) are the budget within the cost baseline
that is allocated for identified risks (intended to address the known-unknowns that can
affect a project)

Known as a Risk but unknown degree of occurrence unknowns (A potential specific risk)
 The contingency reserve may be a percentage of the estimated cost, a fixed number,
or may be developed by using quantitative analysis methods

 The contingency reserve may be used, reduced, or eliminated

 Costs of quality an assumption includes evaluating the cost impact of additional

investment in conformance versus the cost of nonconformance. It can also include
looking at short-term cost reductions versus the implication of more frequent problems
later on in the product life cycle.

 Determine Budget is the process of aggregating the estimated costs of individual

activities or work packages to establish an authorized cost baseline

 Determine Budget
Inputs Tools & Techniques Outputs
1 Project management plan Expert judgment Cost baseline
2 Project documents Cost aggregation Project funding requirements
3 Business documents Data analysis Project documents updates
4 Enterprise environmental factors Historical information review
5 Organizational process assets Funding limit reconciliation
6 Financing

2
 Management reserves are an amount of the project budget withheld for management
control purposes and are reserved for unforeseen work that is within scope of the
project

 Management reserves are intended to address the unknown unknowns that can affect a
project.

Unknown as a Risk and unknown degree of occurrence unknowns (A potential specific risk)

 Project Budget = Cost Baseline + Management reserves

 Analogous and parametric estimating models most likely to be reliable when (Historical
information used to develop the model is accurate, Parameters used in the model are
readily quantifiable, and Models are scalable)

 The expenditure of funds should be reconciled with any funding limits on the
commitment of funds for the project

 If a project is funded externally, the funding entity may have certain requirements that
are required to be met

 The cost baseline can only be changed through formal change control procedures

3
 For projects that use earned value management, the cost baseline is referred to as the
performance measurement baseline

 Funding often occurs in incremental amounts, and may not be evenly distributed

 Control Costs
Inputs Tools & Techniques Outputs
1 Project management plan Expert judgment Work performanceinforma on
2 Project documents Data analysis Cost forecasts
3 Project funding requirements To‐complete performanceindex Change requests
4 Work performance data Project managementinforma on system Project management plan updates
5 Organizational process assets Project documents updates

 Project cost control includes

 Influencing the factors that create changes to the authorized cost baseline
 Ensuring that all change requests are acted on in a timely manner
 Managing the actual changes when and as they occur
 Ensuring that cost expenditures do not exceed the authorized funding by period,
by WBS component, by activity, and in total for the project
 Monitoring cost performance to isolate and understand variances from the
approved cost baseline
 Monitoring work performance against funds expended
 Preventing unapproved changes from being included in the reported cost or
resource usage
 Informing appropriate stakeholders of all approved changes and associated cost
 Bringing expected cost overruns within acceptable limits

 Planned value (PV) is the authorized budget assigned to scheduled work,

Earned value (EV) is a measure of work performed expressed in terms of the budget
authorized for that work,
Actual cost (AC) is the realized cost incurred for the work performed on an activity
during a specific time period

 Estimate at Completion “Estimate of total Cost for total contract thru any given level”
(EAC) may differ from the budget at completion (BAC) based on the project
performance and If it becomes obvious that the BAC is no longer viable

 Estimate to Complete “The Estimated cost of remaining work” (ETC) work performed
at the budgeted rate or present CPI or both SPI and CPI factors

4
 The to-complete performance index (TCPI) is a measure of the cost performance that
is required to be achieved with the remaining resources in order to meet a specified
management goal, expressed as the ratio of the cost to finish the outstanding work to
the remaining budget

 Cheat Sheet

5
 NOTE WELL.

7. PROJECT COST MANAGEMENT

 Earned value should be the sum of PVs of all completed activities & The initial
advance should not be part of this

 The most accurate way to figure ETC value out is to do a bottom-up estimate (Manual
forecasting of costs) for the remaining project work under the light of current project
conditions

 Manual forecasting of costs for the remaining project work (bottom-up estimate) is only
used when we think that either significant scope of work has been changed, there has
been significant changes in the project conditions, or because the original assumptions
were fundamentally flawed
so, when a bottom-up manual forecasting has been done for the ETC, the calculation
for EAC is EAC = AC + bottom-up ETC

 Cost-reimbursable contracts. This category of contract involves payments (cost

reimbursements) to the seller for all legitimate actual costs incurred for completed
work, plus a fee representing seller profit. This type should be used if the scope of
work is expected to change significantly during the execution of the contract.

Variations can include_ Cost plus fixed fee (CPFF), Cost plus incentive fee (CPIF),
Cost plus award fee (CPAF)

 A rough order of magnitude (ROM) estimate is supplied in the beginning of a project

and is defined as -25% to +75% of the estimated cost then later in the project, as more
information is known, definitive estimates could narrow the range of accuracy to −5%
to +10%

 At the start of the project, larger percentage variances (cost & Schedule) are
acceptable. However, as more work is accomplished, the percentage range of
acceptable variances will tend to decrease

 The cost performance baseline is an authorized time-phased budget at completion

(BAC) and in the earned value management technique, the cost performance baseline
is referred to as the performance measurement baseline

 There is no best method for EAC calculation as it varies from situation to situation

 Analogous Estimation technique is the fastest technique to estimate cost but less
accurate

 Analogous Estimation technique can be used with limited information available about
the project

6
 Parametric Estimation technique uses the statistical relationship between historical
data and variables

 Three-point Estimation technique reduces the biases, risks, and uncertainties from the
estimation

 IF the Three-point Estimation technique is more accurate than Analogous and

Parametric Estimation technique, The Bottom Estimation technique is the most
accurate techniques discussed above

 The Bottom Estimation technique is very time-consuming and costly techniques, but
give reliable and most accurate result

 Cost estimates are aggregated by work packages in accordance with the WBS then
aggregated for the higher component levels of the WBS (such as control accounts)
and, ultimately, for the entire project

 When an amount of management reserves is used to fund unforeseen work, the

amount of management reserve used is added to the cost baseline, thus requiring an
approved change to the cost baseline

 A variance between the funding limits and the planned expenditures will sometimes
necessitate the rescheduling of work to level out the rate of expenditures.

7
 The PMBOK® Guide Notes

8. PROJECT QUALITY MANAGEMENT

 Manage Quality is the process of translating the quality management plan into
executable quality activities that incorporate the organization’s quality policies into the
project

 Quality measures and techniques are specific to the type of deliverables being produced
by the project

 Quality as a delivered performance or result is “the degree to which a set of inherent

characteristics fulfill requirements but Grade as a design intent is a category assigned to
deliverables having the same functional use but different technical characteristics

 A quality level that fails to meet quality requirements is always a problem, but a low-
grade product may not be a problem (Low grade may be needed)

 It is better to design quality into deliverables, rather than to find quality issues during
inspection then (Prevention “keeping errors out of the process” is preferred over
inspection “keeping errors out of the hands of the customer”)

 The cost of preventing mistakes is generally much less than the cost of correcting
mistakes when they are found by inspection or during usage

 Attribute sampling (the result either conforms or does not conform) and variable
sampling (the result is rated on a continuous scale that measures the degree of
conformity)

 Tolerances (specified range of acceptable results) and control limits (that identify the
boundaries of common variation in a statistically stable process or process performance)

 The cost of quality (COQ) includes conformance cost (preventing & appraising) and
Nonconformance cost (Rework)

 Failure costs are often categorized into internal (found by the project team) and external
(found by the customer)

 Failure costs are also called the cost of poor quality

 Because projects are temporary, decisions about the COQ over a product’s life cycle are
often the concern of program management, portfolio management, the PMO, or
operations

 There are five levels of effective quality management (Detect found Externally “by the
customer”, Detect found Internally “before the deliverables are sent to the customer”,
quality assurance, Incorporate into the planning and designing, Culture quality
throughout the organization)

1
 Detect found Externally “by the customer” is the most expensive levels of effective
quality management in addition to This approach can lead to warranty issues, recalls,
loss of reputation, and rework costs

 Customer satisfaction requires a combination of conformance to requirements (to ensure

the project produces what it was created to produce) and fitness for use (the product or
service needs to satisfy the real needs)

 The plan-do-check-act (PDCA) cycle is the basis for quality improvement which has
initiatives such as total quality management (TQM), Six Sigma, and Lean Six Sigma

 Relationships based on partnership and cooperation with the supplier are more
beneficial to the organization and to the suppliers than traditional supplier management
(The organization should prefer long-term relationships over short-term gains)

 Agile methods call for frequent quality and review steps built in throughout the project
rather than toward the end of the project

 Small batch systems in agile methods aim to uncover inconsistencies and quality issues
earlier in the project life cycle when the overall costs of change are lower

 Plan Quality Management

Inputs Tools & Techniques Outputs
1 Project charter Expert judgment Quality management plan
2 Project management plan Data gathering Quality metrics
3 Project documents Data analysis Project management plan updates
4 Enterprise environmental factors Decision making Project documents updates
5 Organizational process assets Data representation
6 Test and inspection planning
7 Meetings

 The requirements traceability matrix links product requirements to deliverables and helps
to ensure each requirement in the requirements documentation is tested

 Data-gathering techniques used for plan quality management include (Benchmarking,

Brainstorming, Interviews)

 Interviews should be conducted in an environment of trust and confidentiality to

encourage honest and unbiased contributions

 Prevention costs Costs related to the prevention of poor quality in the products,
deliverables, or services of the specific project

 Appraisal costs Costs related to evaluating, measuring, auditing, and testing the
products, deliverables, or services of the specific project

 Failure costs (internal/external) Costs related to nonconformance of the products,

deliverables, or services to the needs or expectations of the stakeholders

2
 The optimal Cost of quality (COQ) is one that reflects the appropriate balance for
investing in the cost of prevention and appraisal to avoid failure costs

 Multicriteria decision analysis tools can be used to identify the key issues and suitable
alternatives to be prioritized as a set of decisions for implementation

 Data representation techniques that can be used for plan quality management include
(Flowcharts “process maps”, Logical data model, Matrix diagrams, Mind mapping)

 One version of a value chain, known as a SIPOC (suppliers, inputs, process, outputs,
and customers) model

 The quality management plan may be formal or informal, detailed, or broadly framed

 The quality management plan components (Quality standards, Quality objectives,

Quality roles and responsibilities, Project deliverables and processes subject, Quality
control and quality management activities planned, Quality tools, Major procedures)

 The key benefits of manage quality process are that it increases the probability of
meeting the quality objectives as well as identifying ineffective processes and causes of
poor quality

Manage Quality
 Inputs Tools & Techniques Outputs
1 Project management plan Data gathering Quality reports
2 Project documents Data analysis Test and evaluation documents
3 Organizational process assets Decision making Change requests
4 Data representation Project management plan updates
5 Audits Project documents updates
6 Design for X
7 Problem solving
8 Quality improvement methods

 Manage Quality is sometimes called quality assurance, although Manage Quality has a
broader definition than quality assurance

3
 Manage Quality includes all the quality assurance activities, and is also concerned with
the product design aspects and process improvements

 Manage Quality work will fall under the conformance work category in the cost of quality
framework

 Quality assurance departments usually have cross-organizational experience in using

quality tools and techniques and are a good resource for the project

 In agile projects, quality management is performed by all team members throughout the
project, but in traditional projects, quality management is often the responsibility of
specific team members

 Quality metrics is used as a basis for the development of test scenarios for the project
and its deliverables and as a basis for improvement initiatives

 Root cause analysis (RCA) is an analytical technique used to determine the basic
underlying reason that causes a variance, defect, or risk

 When all root causes for a problem are removed, the problem does not recur

 Data representation techniques

- Affinity diagrams
- Cause-and-effect diagrams
(fishbone diagrams, why-why diagrams, or Ishikawa diagrams)
- Flowcharts
- Histograms
- Matrix diagrams
- Scatter diagrams

 A quality audit is usually conducted by a team external to the project but may be
conducted by internal or external auditors.

 Quality audits may be scheduled or random

 Design for X (DfX) can control or even improve the product’s final characteristics

 Using a structured problem-solving method will help eliminate the problem and develop
a long-lasting solution.

4
 The information presented in the quality reports may include
- all quality management issues escalated by the team;
- recommendations for process, project, and product improvements
- corrective actions recommendations
(including rework, defect/bugs repair, 100% inspection, and more)
- the summary of findings from the Control Quality process

 Control Quality
Inputs Tools & Techniques Outputs
1 Project management plan Data gathering Quality control measurements
2 Project documents Data analysis Verified deliverables
3 Approved change requests Inspection Work performance information
4 Deliverables Testing/product evaluations Change requests
5 Work performance data Data representation Project management planupdates
6 Enterprise environmentalfactors Meetings Project documents updates
7 Organizational process assets

 Quality control should be performed throughout the project to formally demonstrate, with
reliable data, that the sponsor’s and/or customer’s acceptance criteria have been met

 Verified deliverables do through control quality team but Validate Scope do through
customer (client)

 In agile projects, the control quality activities may be performed by all team members
throughout the project life cycle but in waterfall model-based projects, the quality control
activities are performed at specific times, toward the end of the project or phase, by
specified team members

 (Checklists, Check sheets or tally sheets, Statistical sampling, Questionnaires and

Surveys) are data-gathering techniques which can be used for Control Quality process

 The intent of testing is to find errors, defects, bugs, or other nonconformance problems
in the product or service

 Early testing helps identify nonconformance problems and helps reduce the cost of fixing
the nonconforming components

5
 In Control charts
 Specification limits are the targets set for the process/product by customer or
market performance or internal target. In short it is the intended result on the
metric that is measured but Control limits on the other hand are the indicators of
the variation in the performance of the process. It is the actual values that the
process is operating on. It is the real time value

 The specification limit is wider than the control limit

 Note:
Plan Quality: Look forward in time
Assure Quality: Look back in time at project standards
Control Quality: Look back in time at project records

6
 NOTE WELL.

8. PROJECT QUALITY MANAGEMENT

 Cost Benefit Analysis Is Comparing between the cost of the quality step to the expected
benefit

 Histogram is a data representation technique show a graphical representation of

numerical data

 Audit is a structured, independent process

 Control charts are used to determine whether or not a process is stable or limit

7
 The PMBOK® Guide Notes

9. PROJECT RESOURCE MANAGEMENT

 The project manager should invest suitable effort in acquiring, managing, motivating,
and empowering the project team

 Physical resource management is concentrated in allocating and using the physical

resources needed for successful completion of the project in an efficient and effective
way

 Failing to manage and control resources efficiently is a source of risk for successful
project completion

 Project management styles are shifting away from a command and control structure for
managing projects and toward a more collaborative and supportive management
approach that empowers teams by delegating decision making to the team members

 Resource management Method include but are not limited to: lean management,
just in-time (JIT) manufacturing, Kaizen, total productive maintenance (TPM), theory of
constraints (TOC)

 The project manager should invest in personal Emotional intelligence (EI) by improving
inbound (self-management and self-awareness) and outbound (relationship
management) competencies

 Self-organizing team uses more during agile approaches specially in IT projects

 The availability of communication technology facilitates the work of Virtual

teams/distributed teams

 Managing virtual teams has unique advantages, such as being able to use special
expertise on a project team even when the expert is not in the same geographic area

 The challenges of managing virtual teams are mainly in the communication domain,
including a possible feeling of isolation, gaps in sharing knowledge and experience
between team members, and difficulties in tracking progress and productivity, possible
time zone difference and cultural differences

 Collaboration is intended to boost productivity and facilitate innovative problem solving

and success of projects with a high degree of variability (agile/adaptive project) and
rapid changes, because there is less time for centralized tasking and decision making

1
 Plan Resource Management
Inputs Tools & Techniques Outputs
1 Project charter Expert judgment Resource management plan
2 Project management plan Data representation Team charter
3 Project documents Organizational theory Project documents updates
4 Enterprise environmental factors Meetings
5 Organizational process assets

 Effective resource planning should consider and plan for the availability of,
or competition for scarce resources

 lead times required for acquisition is that time from making purchase order to receiving
the material in project site, so the materials divided to long and short lead items

 Some project assignments are listed in subsidiary plans (Not main plans), so data
representation techniques that can be used for represented these assignments.
Regardless of the method used to document team member roles, the objective is to
ensure that each work package has an unambiguous owner and that all team members
have a clear understanding of their roles and responsibilities

 A hierarchical format may be used to represent high-level roles, while a text-based

format may be better suited to document the detailed responsibilities

 Breakdown the resource structure should be until the information is small enough to be
used in conjunction with the work breakdown structure (WBS) to allow the work to be
planned, monitored, and controlled

 Responsibility assignment matrix (RAM) shows the project resources assigned to each
work package, it shows all activities associated with one person and all people
associated with one activity

 May be have more than one-person responses for task but there is only one person
accountable for it

 One example of a RAM is a RACI (responsible, accountable, consult, and inform) chart

 The resource management plan may include but is not limited to (Identification of
resources, Acquiring resources, Roles and responsibilities, Project organization charts,
Project team resource management, Training, Team development, Resource control,
and Recognition plan)

 All project team members share responsibility for ensuring the rules documented in the
team charter are followed

 The team charter can be reviewed and updated periodically to ensure a continued
understanding of the team ground rules and to orient and integrate new team members.

2
 Estimate Activity Resources
Inputs Tools & Techniques Outputs
1 Project management plan Expert judgment Resource requirements
2 Project documents Bottom-up estimating Basis of estimates
3 Enterprise environmental factors Analogous estimating Resource breakdown structure
4 Organizational process assets Parametric estimating Project documents updates
5 Data analysis
6 Project management information system
7 Meetings

 A resource pool is a logical abstraction for flexible management of resources

 A resource pool is a set of resources available for assignment to project tasks

 The key benefit of Acquire Resources process is that it outlines and guides the selection
of resources and assigns them to their respective activities

 Acquire Resources
Inputs Tools & Techniques Outputs
1 Project management plan Decision making Physical resourceassignments
2 Project documents Interpersonal and team skills Project team assignments
3 Enterprise environmental factors Pre-assignment Resource calendars
4 Organizational process assets Virtual teams Change requests
5 Project management plan updates
6 Project documents updates
7 Enterprise environmental factors updates
8 Organiza onal process assets updates

 The resources needed for the project can be internal or external to the project-
performing organization. Internal resources are acquired (assigned) from functional or
resource managers. External resources are acquired through the procurement
processes

 The project management team may or may not have direct control over resource
selection because of collective bargaining agreements, use of subcontractor personnel,
a matrix project environment, and internal or external reporting relationships

 Alternative resources are allowed provided there is no violation of legal, regulatory,

mandatory, or other specific criteria

 Creating a reliable schedule depends on having a good understanding of each

resource’s availability and schedule constraints, including time zones, work hours,
vacation time, local holidays, maintenance schedule and commitments to other projects

 Resource calendars are progressively elaborated and updated throughout the project

3
 The criteria for Acquire Resources process that can be used are (Availability, Cost,
Ability, Experience, Knowledge, Skills, Attitude, International factors)

 The key benefit of Develop Team process is that it results in improved teamwork,
enhanced interpersonal skills and competencies, motivated employees, reduced
attrition, and improved overall project performance

 Develop Team process is performed throughout the project

 Develop Team
Inputs Tools & Techniques Outputs
1 Project management plan Colocation Team performance assessments
2 Project documents Virtual teams Change requests
3 Enterprise environmental factors Communication technology Project management plan updates
4 Organizational process assets Interpersonal and team skills Project documents updates
5 Recognition and rewards Enterprise environmentalfactors updates
6 Training Organiza onal process assets updates
7 Individual and team assessments
8 Meetings

 High team performance can be achieved by employing these behaviors:

- Using open and effective communication
- Creating team-building opportunities
- Developing trust among team members
- Managing conflicts in a constructive manner
- Encouraging collaborative problem solving
- Encouraging collaborative decision making

 Improving the knowledge and skills of team members lead to increase their ability to
complete project deliverables, while lowering costs, reducing schedules, and improving
quality;

 Improving feelings of trust and agreement among team members lead to raise morale,
lower conflict, and increase teamwork

 Creating a dynamic, cohesive, and collaborative team culture lead to improve individual
and team productivity, team spirit, and cooperation and allow cross-training and
mentoring between team members to share knowledge and expertise

 Empowering the team to participate in decision making and take ownership of the
provided solutions lead to improve team productivity for more effective and efficient
results

 Tuckman ladder includes five stages of development (Forming, Storming, Norming,

Performing, Adjourning) and it to occur in order

 Benefits of virtual teams’ technique is use of more skilled resources, reduced costs, less
travel and relocation expenses, and the proximity of team members to key stakeholders

4
 Communication technology that may be used (Shared portal, Video conferencing, Audio
conferencing, and Email/chat)

 The project manager needs to resolve conflicts in a timely manner and in a constructive
way

 Teams are motivated by empowering them to participate in decision making and

encouraging them to work independently

 Negotiation can build trust and harmony among the team members

 Team-building strategies are particularly valuable when team members operate from
remote locations without the benefit of face-to-face contact

 Informal communication and activities can help in building trust and establishing good
working relationships. While team building is essential during the initial stages of a
project

 Team-building strategies should be a continuous or renewable process

 Rewards will be effective only if they satisfy a need that is valued by that individual

 Cultural differences should be considered when determining recognition and rewards

Whether formal or informal, tangible or intangible

 Unplanned training takes place as a result of observation, conversation, and project

performance appraisals conducted during management of the project team

 Management team can identify the specific training, coaching, mentoring, assistance, or
changes required to improve the team’s performance by conducting an evaluation of the
team’s overall performance

 Manage Team
Inputs Tools & Techniques Outputs
1 Project management plan Interpersonal and team skills Change requests
2 Project documents Project management informa on system Project management plan updates
3 Work performance reports Project documents updates
4 Team performance assessments Enterprise environmentalfactors updates
5 Enterprise environmental factors
6 Organizational process assets

 Team management involves a combination of skills with special emphasis on

communication, conflict management, negotiation, and leadership

 Team members with low-skill abilities will require more intensive oversight than those
who have demonstrated ability and experience

 Conflict is inevitable in a project environment

5
 Sources of conflict include scarce resources, scheduling priorities, and personal work
styles. Team ground rules, group norms, and solid project

 Management practices, like communication planning and role definition, reduce the
amount of conflict

 Differences of opinion can lead to increased creativity and better decision making

 Using a direct, collaborative approach is the method to solve early conflict

 Formal procedures may be used, including disciplinary actions if disruptive conflict

continues

 project team members (not the project manager) are initially responsible for their
resolution of any conflict

 There are five general techniques for resolving conflict (Withdraw/avoid,

Smooth/accommodate, Compromise/reconcile, Force/direct, Collaborate/problem solve)

 Compromise/reconcile occasionally results in a lose-lose situation, Force/direct often

results to a win-lose situation, and Collaborate/problem solve can result in a win-win
situation so collaborate/problem solve considered best techniques for resolving conflict

 Emotional intelligence used to reduce tension and increase cooperation

 Note: As per PMBOK vision human resources can by developed and managed but
physical resources can be controlled

 The key benefit of Control Resources process is ensuring that the assigned physical
resources are available to the project at the right time and in the right place and are
released when no longer needed

 Control Resources
Inputs Tools & Techniques Outputs
1 Project management plan Data analysis Work performance information
2 Project documents Problem solving Change requests
3 Work performance data Interpersonal and team skills Project management plan updates
4 Agreements Project management information system Project documents updates
5 Organizational process assets

 Control Resources is concerned with

- Monitoring resource expenditures
- Identifying and dealing with physical resource shortage/surplus in a timely manner
- Ensuring that physical resources are used and released according to the plan and
project needs

6
 - Informing appropriate stakeholders if any issues arise with relevant physical
resources
- Influencing the factors that can create physical resources utilization change
- Managing the actual changes as they occur

 The project manager should use methodical steps to deal with problem solving, which
can include (Identify the problem then Define the problem then Investigate then Analyze
then Solve, finally Check the solution)

 Interpersonal and team skills, sometimes known as soft skills

7
 NOTE WELL.

9. PROJECT RESOURCE MANAGEMENT

 Project managers ability to influence stakeholders on a timely basis is critical to project
success in a matrix environment

 Staffing changes, whether made by choice or by uncontrollable events can cause to

- Schedule slipping or budget exceeding
- Moving people to different assignments, outsourcing some of the work
- Replacing team members who leave

8
 The PMBOK® Guide Notes

10. PROJECT COMMUNICATIONS MANAGEMENT

 Communication is the exchange of information, intended or involuntary

 The mechanisms by which information is exchanged (communication) can be in (Written

form, Spoken, Formal or informal through gestures, through media, choice of words)

 Project managers spend most of their time communicating with team members and
other project stakeholders

 Effective communication builds a bridge between diverse stakeholders

 Communication dimensions like (Internal& External, Formal& Informal, Official&

Unofficial, Written “Verbal” & oral “nonverbal”, Hierarchical focus)

 Project Communications Management consists of two parts. The first part is developing
a strategy to ensure communication is effective for stakeholders. The second part is
carrying out the activities necessary to implement the communication strategy

 The project’s communications are supported by efforts to prevent misunderstandings

and miscommunication

 Misunderstandings can be reduced but not eliminated through using the 5Cs
- Correct grammar and spelling
- Concise expression and elimination of excess words
- Clear purpose and expression directed to the needs of the reader
- Coherent logical flow of ideas
- Controlling flow of words and ideas

 Communication skills which support the 5Cs

- Listening actively
- Awareness of cultural and personal differences
- Identifying, setting, and managing stakeholder expectations
- Enhancement of skills

 Attributes of effective communication

- Clarity on the purpose
- Understanding as much as possible about the receiver
- Monitoring and measuring the effectiveness

 Trends and emerging practices for Project Communications Management include

- Inclusion of stakeholders in project reviews
- Inclusion of stakeholders in project meetings
- Increased use of social computing
- Multifaceted approaches to communication

1
 Social media tools can not only support information exchange, but also build
relationships accompanied by deeper levels of trust and community

 Considerations for tailoring such as Stakeholders, Physical location, Communications

technology, Language, Knowledge management

 Project environments subject to various elements of ambiguity and change

(Agile/Adaptive Projects) have an inherent need to communicate evolving and emerging
details more frequently and quickly

 Plan Communications Management

Inputs Tools & Techniques Outputs
1 Project charter Expert judgment Communica ons managementplan
2 Project management plan Communica on requirementsanalysis Project management planupdates
3 Project documents Communication technology Project documents updates
4 Enterprise environmental factors Communication models
5 Organizational process assets Communication methods
6 Interpersonal and team skills
7 Data representation
8 Meetings

 The results of the Plan Communications Management process should be reviewed

regularly throughout the project and revised as needed to ensure continued applicability

 Communications channel (paths) = N(N-1)/2 N is No. of people

including one-to-one, one-to-many, and many-to-many communications

 Factors that can affect the choice of communication technology include

- Urgency of the need for information
- Availability and reliability of technology
- Ease of use
- Project environment
- Sensitivity and confidentiality of the information

 Communication models
- Sample basic sender/receiver communication model which has sequence of steps
represented in Encode by sender then Transmit message then Decode by receiver

- Sample interactive communication model which has same previous sequence of

steps in addition to Acknowledge and Feedback/response

- Sample interactive communication model is distinguished from Sample basic

sender/receiver communication model that is recognizes the need to ensure that the
message has been understood

2
 There are several communication methods that are used to share information
(Interactive communication, Push communication, and Pull communication)

 Interactive communication artifacts such as meetings, phone calls, instant messaging,

some forms of social media, and videoconferencing, Push communications artifacts
include letters, memos, reports, emails, faxes, voice mails, blogs, and press releases,
and include web portals, Pull communication intranet sites, e-learning, lessons learned
databases, or knowledge repositories

 Interpersonal and team skills that can be used for Communications Management Plan
(Communication styles assessment, Political awareness, and Cultural awareness)

 The key benefit of Manage Communications process is that it enables an efficient and
effective information flow between the project team and the stakeholders

 Manage Communications
Inputs Tools & Techniques Outputs
1 Project management plan Communication technology Project communications
2 Project documents Communication methods Project management plan updates
3 Work performance reports Communication skills Project documents updates
4 Enterprise environmental factors Project management informa on system Organiza onal processassets updates
5 Organizational process assets Project reporting
6 Interpersonal and team skills
7 Meetings

 Techniques and considerations for effective communications management include

- Sender-receiver models
- Choice of media
- Writing style
- Meeting management
- Presentations
- Facilitation
- Active listening

 Communication competence, Feedback, Nonverbal and Presentations are

communication techniques that can be used for communication skills

 Factors should take into account during successful presentations

- The audience, their expectations, and needs
- The needs and objectives of the project and project team

 The key benefit of Monitor Communications process is the optimal information flow as
defined in the communications management plan and the stakeholder engagement plan

3
 Monitor Communications
Inputs Tools & Techniques Outputs
1 Project management plan Expert judgment Work performance information
2 Project documents Project management information system Change requests
3 Enterprise environmental factors Data analysis Project management plan updates
4 Agreements Interpersonal and team skills Project documents updates
5 Organizational process assets Meetings

 The impact and consequences of project communications should be carefully evaluated

and monitored to ensure that the right message with the right content (the same
meaning for sender and receiver) is delivered to the right audience, through the right
channel, and at the right time

 The Monitor Communications process can trigger an iteration of the Plan

Communications Management and/or Manage Communications processes to improve
effectiveness of communication through additional and possibly amended
communications plans and activities

 Observation and conversation enable the project manager to identify issues within the
team, conflicts between people, or individual performance issues

4
 NOTE WELL.

10. PROJECT COMMUNICATIONS MANAGEMENT

 Communication may be verbal but oral which mean using words but without writing

 Communication may be formal but un-official which mean using format but without
officially stamp and signature

 Communication Blockers
- Expressions with others of different language or culture
- Noise
- Distance
- Language
- Hostility
- Culture
- Improper encoding

 Manage Communications process of ensuring timely & appropriate collecting, creation,

distributing, storage, retrieving, management, monitoring and the ultimate disposition of
project information

 The sender is responsible for the transmission of the message, ensuring that the
information being communicated is clear and complete, and confirming the
communication is correctly understood

 The receiver is responsible for ensuring that the information is received in its entirety,
understood (interpreted) correctly, and acknowledged or responded to appropriately

 According to the PMBOK guide, all email correspondence is informal

 Communication was between two officials, it cannot be considered official unless the
information is transmitted formally

5
 The PMBOK® Guide Notes

11. PROJECT RISK MANAGEMENT

 All projects are risky since they are unique undertakings with varying degrees of
complexity that aim to deliver benefits

 Organizations should choose to take project risk in a controlled and intentional manner
in order to create value while balancing risk and reward

 The effectiveness of Project Risk Management is directly related to project success

 Risk exists at two levels within every project

- Individual project risk is an uncertain event or condition that, if it occurs, has a
positive or negative effect on one or more project objectives
- Overall project risk is the effect of uncertainty on the project as a whole, arising from
all sources of uncertainty including individual risks, representing the exposure of
stakeholders to the implications of variations in project outcome, both positive and
negative

 Project Risk Management aims to exploit or enhance positive risks (opportunities) while
avoiding or mitigating negative risks (threats) but Overall project risk Management aims
to keep project risk exposure within an acceptable range by reducing drivers of negative
variation, promoting drivers of positive variation, and maximizing the probability of
achieving overall project objectives

 Project risk is an uncertain event or condition that, if it occurs, has a positive or negative
effect on one or more project objectives

 Risk Factors:
- Probability: How much percent risk may occur
- Impact: Range of possible outcomes (Time – Money)
- Timing: When the risk is expected to take place
- Frequency: How often this risk is expected to happen

 Risk Averse who doesn’t want to take risks Vs Risk Seeker who look for risks

 Risk Tolerance (Risk Appetite): Area of acceptable risks

 Thresholds: The point at which risk becomes unacceptable

 There are two main types of non-event risks (Variability risk & Ambiguity risk)

 Emergent risks (unknowable-unknowns risks) can be tackled through developing

project resilience

 Project resilience due to Emergent risks is created by it have (Right level of budget and
schedule contingency for emergent risks, Flexible project processes, Empowered
project team, Frequent review of early warning signs, Clear input from stakeholders)

1
 Integrated risk management build risk efficiency into the structure of programs and
portfolios, providing the greatest overall value for a given level of risk exposure

 In agile/adaptive environments, Risk is considered, identified, analyzed, and managed

when selecting the content of each iteration

 In agile/adaptive environments, Improved understanding risk exposure will keep project

requirements as a living documents (to be updated regularity) and also

 work may be reprioritized as the project progress

 Plan Risk Management

Inputs Tools & Techniques Outputs
1 Project charter Expert judgment Risk management plan
2 Project management plan Data analysis
3 Project documents Meetings
4 Enterprise environmental factors
5 Organizational process assets
 The Plan Risk Management process should begin when a project is conceived and
should be completed early in the project in addition to, it may be necessary to revisit
this process later in the project life cycle

 A common way to structure risk categories is with a risk breakdown structure (RBS),
which is a hierarchical representation of potential sources of risk

 Stakeholder risk appetite should be recorded in the risk management plan and
expressed as measurable risk thresholds around each project objective

 Definitions of risk probability and impact levels are specific to the project context and
reflect the risk appetite and thresholds of the organization and key stakeholders

 The number of probability and impact levels reflects the degree of detail required for the
Project Risk Management process

 Probability and impact matrix

 Tracking means how risk activities will be recorded and how risk management
processes will be audited

2
 Identify Risks
Inputs Tools & Techniques Outputs
1 Project management plan Expert judgment Risk register
2 Project documents Data gathering Risk report
3 Agreements Data analysis Project documents updates
4 Procurement documentation Interpersonal and team skills
5 Enterprise environmental factors Prompt lists
6 Organizational process assets Meetings

 Identify risks is an iterative process

 Data-gathering techniques that can be used for Identify risks process include
(Brainstorming, Checklists, Interviews)

 Data analysis techniques that can be used for Identify risks process include (Root
cause analysis, Assumption and constraint analysis, SWOT analysis, Document
analysis)

 Uncertainty or ambiguity in project documents, as well as inconsistencies within a

document or between different documents, may be indicators of risk on the project

 A skilled facilitator can help participants remain focused on the risk identification task,
follow the method associated with the technique accurately, ensure clear risk
descriptions, identify and overcome sources of bias, and resolve any disagreements
that may arise

 The risk categories in the lowest level of the risk breakdown structure can be used as
a prompt list (a predetermined list of risk categories that might give rise to individual
project risks) for individual project risks

 There are some common strategic frameworks are more suitable for identifying sources
of overall project risk such as
- PESTLE (political, economic, social, technological, legal, environmental)
- TECOP (technical, environmental, commercial, operational, political)
- VUCA (volatility, uncertainty, complexity, ambiguity)

 Risk triggers are events or conditions that indicate that a risk is about to occur

 Qualitative Risk Analysis is the process of prioritizing individual project risks for further
analysis or action by assessing their probability of occurrence and impact (Subjective
evaluation)

3
 Perform Qualitative Risk Analysis
Inputs Tools & Techniques Outputs
1 Project management plan Expert judgment Project documents updates
2 Project documents Data gathering
3 Enterprise environmental factors Data analysis
4 Organizational process assets Interpersonal and team skills
5 Risk categorization
6 Data representation
7 Meetings

 Often, in an agile development environment, the Perform Qualitative Risk Analysis

process is conducted before the start of each iteration

 Structured or semi-structured interviews can be used as a data gathering techniques

to assess the probability and impacts of individual project risks

 Urgency. The period of time within which a response to the risk is to be implemented in
order to be effective. A short period indicates high urgency
 Proximity. The period of time before the risk might have an impact on one or more
project objectives. A short period indicates high proximity
 Dormancy. The period of time that may elapse after a risk has occurred before its
impact is discovered. A short period indicates low dormancy
 Manageability. The ease with which the risk owner (or owning organization) can
manage the occurrence or impact of a risk. Where management is easy, manageability
is high
 Controllability. The degree to which the risk owner (or owning organization) is able to
control the risk’s outcome. Where the outcome can be easily controlled, controllability
is high
 Detectability. The ease with which the results of the risk occurring, or being about to
occur, can be detected and recognized. Where the risk occurrence can be detected
easily, detectability is high
 Connectivity. The extent to which the risk is related to other individual project risks.
Where a risk is connected to many other risks, connectivity is high.
 Strategic impact. The potential for the risk to have a positive or negative effect on the
organization’s strategic goals. Where the risk has a major effect on strategic goals,
strategic impact is high
 Propinquity. The degree to which a risk is perceived to matter by one or more
stakeholders. Where a risk is perceived as very significant, propinquity is high

4
 Quantitative Risk Analysis is the process of numerically analyzing the combined effect
of identified individual project risks and other sources of uncertainty on overall project
objectives (Objective & numerical evaluation)

 Perform Quantitative Risk Analysis

Inputs Tools & Techniques Outputs
1 Project management plan Expert judgment Project documents updates
2 Project documents Data gathering
3 Enterprise environmental factors Interpersonal and team skills
4 Organizational process assets Representations of uncertainty
5 Data analysis

 Perform Quantitative Risk Analysis is not required for all projects, but it is the only
reliable method to assess overall project risk through evaluating the aggregated effect
on project outcomes of all individual project risks and other sources of uncertainty

 Representation of uncertainty may take several forms such as triangular, normal,

lognormal, beta, uniform, or discrete distributions

 Monte Carlo analysis simulates the combined effects of individual project risks and
other sources of uncertainty to evaluate their potential impact on achieving project
objectives

 One typical display of sensitivity analysis is the tornado diagram which helps
determine which individual project risks or other sources of uncertainty have the most
potential impact on project outcomes

 The decision tree is evaluated by calculating the expected monetary value (EMV) of
each branch, allowing the optimal path to be selected

5
 Plan Risk Responses
Inputs Tools & Techniques Outputs
1 Project management plan Expert judgment Change requests
2 Project documents Data gathering Project management plan updates
3 Enterprise environmental factors Interpersonal and team skills Project documents updates
4 Organizational process assets Strategies for threats
5 Strategies for opportunities
6 Con ngent response strategies
7 Strategies for overall project risk
8 Data analysis
9 Decision making

 Effective and appropriate risk responses can minimize individual threats, maximize
individual opportunities, and reduce overall project risk exposure

 Unsuitable risk responses can have the converse effect

 Risk responses should be appropriate for the significance of the risk, cost-effective in
meeting the challenge, realistic within the project context, agreed upon by all parties
involved, and owned by a responsible person

 A contingency plan (or fallback plan) can be developed for implementation if the
selected strategy turns out not to be fully effective or if an accepted risk occurs

 Secondary risks are risks that arise as a direct result of implementing a risk response

 Response Strategy
Escalate Escalate
Avoid Exploit
Transfer Share
Threat Opportunity
Mitigate Enhance
Accept (active or Passive) Accept
Monitor

 Active acceptance strategy for threat is accepting of risk with establish a contingency
reserve, but passive acceptance strategy for threat is accepting of risk without
establish a contingency reserve (no proactive action or Periodic review)

 Acceptance strategy for opportunity is choosing to continue with the project as

currently defined without taking advantage of the opportunity available (appropriate for
low-priority opportunities)

 The same risk response strategies that are used to deal with individual project risks
can also be applied to overall project risk

6
 Residual risks that are expected to remain after planned responses have been taken, as
well as those that have been deliberately accepted, but Secondary risks is that arise as
a direct outcome of implementing a risk response

 Fallback plans using when a risk that has occurred and the primary response proves to
be inadequate or ineffective (These plans are specifically for the Residual Risks)

 Implement Risk Responses

Inputs Tools & Techniques Outputs
1 Project management plan Expert judgment Change requests
2 Project documents Interpersonal and team skills Project documents updates
3 Organizational process assets Project managementinforma on system
 The key benefit of Implement Risk Responses process is that it ensures that agreed-
upon risk responses are executed as planned in order to address overall project risk
exposure, minimize individual project threats, and maximize individual project
opportunities

 Monitor Risks
Inputs Tools & Techniques Outputs
1 Project management plan Data analysis Work performance informa on
2 Project documents Audits Change requests
3 Work performance data Meetings Project management plan updates
4 Work performance reports Project documents updates
5 Organiza onal process assetsupdates

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 NOTE WELL.

11. PROJECT RISK MANAGEMENT

 Emergent unknowable-unknown risks can be tackled through developing project
resilience (project Flexibility)

 Non-event risks like (Variability risk and Ambiguity risk)

 Workaround Plans is an unplanned response to emerging risks that were previously

unidentified or unexpected

 A watch list is an output of Perform Qualitative Risk Analysis

 SWOT analysis examines the degree to which organizational strengths may offset
threats and determines if weaknesses might hinder opportunities

 Ambiguity risks are managed by defining those areas where there is a deficit of
knowledge or understanding, then filling the gap by obtaining expert external input or
benchmarking against best practices

 When relying on risk identification checklists should be used in combination with the
other tools (are not exhaustive), since it is impossible to cover all scenarios in one
checklist

 It is impossible to build an exhaustive checklist

 Risks can be assessed in interviews or meetings with participants selected for their
familiarity with the types of risk recorded in the risk register

 Rate the risks as per Probability and impact matrix help finding risks need immediate
response risks need additional analysis and risks need to be put on the watch list

 Where the duration, cost, or resource requirement for a planned activity is uncertain,
the range of possible values can be represented in the model as a probability
distribution

 Escalated threats are managed at the program level, portfolio level and not on the
project level also are not monitored further by the project team after escalation,
although they may be recorded in the risk register for information

 In avoided threats, changing the project management plan to eliminate the threat
entirely

 In fixed price contract threats transfer to the seller (Contractor) and in joint ventures
contract opportunities is shared

8
 Conducting more tests, choosing a more stable supplier and preparing prototype are
examples of mitigation actions for threats

 Using new technologies, technology upgrades and assigning an organization’s most

talented resources to the project are examples for exploited opportunities

 As an avoiding strategic within the thresholds for overall project, the project may be
cancelled and as an exploiting strategic within the opportunities, addition of high
benefit elements of scope to the project to add value or benefits to stakeholders may
be added

9
 The PMBOK® Guide Notes

12. PROJECT PROCUREMENT MANAGEMENT

 Project agreements such as contracts, purchase orders, memoranda of agreements
(MOAs), or internal service level agreements (SLAs)

 The project manager is typically not authorized to sign legal agreements binding the
organization

 Organizations use different names for departments or divisions that deal with
procurement, such as purchasing, contracting, procurement, or acquisitions; however,
the responsibilities are likely to be similar

 A complex project may involve managing multiple contracts simultaneously or in

sequence. In such cases, each contract life cycle may begin and end during any phase
of the project life cycle

 The buyer is a key project stakeholder from the seller’s perspective

 The seller itself may become a buyer of lower-tiered products, services, and materials
from subcontractors and suppliers

 The seller may become part of an integrated project team after the contract is awarded

 Decentralized purchasing do by the project manager in small organizations

but, Centralized purchasing do by a separate department with the specific role to
purchase, negotiate, and sign contracts in more mature organizations

 Some projects have discovered that the use of webcams allowing analysis if a claim
arises and minimizes disputes relating to the construction work on site

 Trial engagements means engage several candidate sellers for initial deliverables and
work products on a paid basis before making the full commitment to a larger portion of
the project scope

 Considerations for tailoring include but are not limited to (Complexity of procurement,
Physical location, Governance and regulatory environment, Availability of contractors)

 In agile environments, specific sellers may be used to extend the team

 In agile environments, a governing agreement such as a master services agreement

(MSA) may be used for the overall engagement, with the adaptive work being placed in
an appendix or supplement. This allows changes to occur on the adaptive scope without
impacting the overall contract

1
 Plan Procurement Management
Inputs Tools & Techniques Outputs
1 Project charter Expert judgment Procurement management plan
2 Business documents Data gathering Procurement strategy
3 Project management plan Data analysis Bid documents
4 Project documents Source selection analysis Procurement statement of work
5 Enterprise environmental factors Meetings Source selection criteria
6 Organizational process assets Make‐or‐buy decisions
7 Independent cost estimates
8 Change requests
9 Project documents updates
10 Organiza onal process assets updates

 Typical steps for preparing procurement management plan might be:

- Prepare the procurement statement of work (SOW) or terms of reference (TOR)
- Prepare a high-level cost estimate to determine the budget
- Advertise the opportunity
- Identify a short list of qualified sellers
- Prepare and issue bid documents
- Prepare and submit proposals by the seller
- Conduct a technical evaluation of the proposals including quality
- Perform a cost evaluation of the proposals
- Prepare the final combined quality and cost evaluation to select the winning proposal
- Finalize negotiations and sign contract between the buyer and the seller

Fixed-price contract
Firm fixed price (FFP), Fixed price incentive fee (FPIF), Fixed
price with economic price adjustments (FPEPA)

 Contract types Time and material contracts (T&M), also called time and means

Cost-reimbursable contracts
Cost plus fixed fee (CPFF), Cost plus incentive fee (CPIF), Cost
plus award fee (CPAF), Cost plus percentage

 Not favored use Cost plus percentage as a Contract types

 Fixed-price contracts are suitable when the type of work is predictable and the
requirements are well defined and not likely to change but Cost plus contracts are
suitable when the work is evolving, likely to change, or not well defined

 Commonly used source election methods (evaluation method) include the following
(Least cost, Qualifications only, Quality-based/highest technical proposal score, Quality
and cost-based, Sole source, Fixed budget)

 A procurement management plan can be formal or informal, can be highly detailed or

broadly framed, and is based upon the needs of each project

2
  For professional services, delivery methods include:
- Buyer/services provider with no subcontracting
- Buyer/services provider with subcontracting allowed
- Joint venture between buyer and services provider
- Buyer/services provider acts as the representative

 For industrial or commercial construction, project delivery methods include:

- Turnkey
- Design build (DB)
- Design bid build (DBB)
- Design build operate (DBO)
- Build own operate transfer (BOOT)
- Others

 Request for information (RFI) will typically be followed by a request for quotation (RFQ)
or request for proposal (RFP)

 The complexity and level of detail of the procurement documents should be consistent
with the value of the planned procurement and risks associated with the planned
procurement

 The statement of work (SOW) for each procurement is developed from the project scope
baseline

 Information included in a statement of work (SOW) can include (specifications, quantity

desired, quality levels, performance data, period of performance, work location, and
other requirements)

 The terms of reference (TOR) is sometimes used when contracting for services and
includes

 Tasks the contractor is required to perform as well as specified coordination

requirements;
- Standards the contractor will fulfill that are applicable to the project;
- Data that needs to be submitted for approval;
- Detailed list of all data and services that will be provided to the contractor by the
buyer for use in performing the contract, if applicable; and
- Definition of the schedule for initial submission and the review/approval time required

The source is selected based on the following criteria

- Capability and capacity
- Product cost and life cycle cost
- Delivery dates
- Technical expertise and approach
- Specific relevant experience
- Adequacy of the proposed approach and work plan in responding to the SOW
- Key staff’s qualifications, availability, and competence
- Financial stability of the firm
- Management experience

3
 - Suitability of the knowledge transfer program, including training

 Conduct Procurements
Inputs Tools & Techniques Outputs
1 Project management plan Expert judgment Selected sellers
2 Project documents Advertising Agreements
3 Procurement documentation Bidder conferences Change requests
4 Seller proposals Data analysis Project management plan updates
5 Enterprise environmental factors Interpersonal and team skills Project documents updates
6 Organizational process assets Organiza onal process assets updates

 If the seller is going to submit a price proposal, good practice is to require that it be
separate from the technical proposal

 Bidder conferences are meetings between the buyer and prospective sellers prior to
proposal submittal, used to ensure that all prospective bidders have a clear and common
understanding of the procurement and no bidders receive preferential treatment

 Control Procurements
Inputs Tools & Techniques Outputs
1 Project management plan Expert judgment Closed procurements
2 Project documents Claims administration Work performance information
3 Agreements Data analysis Procurement documentation updates
4 Procurement documentation Inspection Change requests
5 Approved change requests Audits Project management plan updates
6 Work performance data Project documents updates
7 Enterprise environmental factors Organiza onal process assets updates
8 Organizational process assets

 Contested changes and potential constructive changes (claims) are those requested
changes where the buyer and seller cannot reach an agreement on compensation for
the change or cannot agree that a change has occurred

 Claims become disputes and finally appeals if cannot be resolved

 Claims may have to be handled in accordance with alternative dispute resolution (ADR)
typically following procedures established in the contract If the parties themselves do not
resolve it

 Settlement of all claims and disputes through negotiation is the preferred method

 During closed procurement the buyer, usually through its authorized procurement
administrator, provides the seller with formal written notice that the contract has been
completed

4
 Before closed procurement process done there should be no outstanding claims or
invoices, and all final payments should have been made

 Before closed procurement process done the project management team should have
approved all deliverables prior to closure

5
 NOTE WELL.

12. PROJECT PROCUREMENT MANAGEMENT

 The project manager does not have to be a trained expert in procurement management
laws and regulations but should be familiar enough with the procurement process to
make intelligent decisions regarding contracts and contractual relationships

 Fixed Price is favored by most buying organizations (Buyer has little risk)

 In cost plus incentive fee contract, both the buyer and seller share costs based upon
a renegotiated cost sharing formula

 Cost plus award fee is Not subject to appeals

 The procurement statement of (SOW) was deficient or ambiguous

6
 The PMBOK® Guide Notes

13. PROJECT STAKEHOLDER MANAGEMENT

 Stakeholders may impact by or can impact the project in a positive or negative way

 Stakeholders may have a limited or significant ability to influence on the project’s

work or expected outcomes

 The ability of the project manager and team to correctly identify and engage all
stakeholders in an appropriate way can mean the difference between project success
and failure

 Stakeholder Management are described only once, the activities of identification, but
prioritization, and engagement should be reviewed and updated routinely

 Co-creation places greater emphasis on including stakeholders who are most

affected by the work or outcomes of the project in the team as partners

 Identify Stakeholders
Inputs Tools & Techniques Outputs
1 Project charter Expert judgment Stakeholder register
2 Business documents Data gathering Change requests
3 Project management plan Data analysis Project management plan updates
4 Project documents Data representation Project documents updates
5 Agreements Meetings
6 Enterprise environmental factors
7 Organizational process assets

 Brain writing is a refinement of brainstorming that allows individual participants time

to consider the question(s) individually before the group creativity session is held

 Stakeholders’ stakes include Interest, Rights, Ownership, Knowledge and

Contribution

 Power/interest grid, Salience model, Stakeholder cube, Directions of influence, and

Prioritization are the methods which used to represent data during identify
stakeholders (stakeholder classification models)
1 2 3

1
 Plan Stakeholder Engagement is the process of developing approaches to involve
project stakeholders based on their needs, expectations, interests, and potential
impact on the project

 Plan Stakeholder Engagement

Inputs Tools & Techniques Outputs
1 Project charter Expert judgment Stakeholder engagement plan
2 Project management plan Data gathering
3 Project documents Data analysis
4 Agreements Decision making
5 Enterprise environmental factors Data representation
6 Organizational process assets Meetings
 A stakeholder engagement assessment matrix as tools and techniques in plan
stakeholder engagement processes supports comparison between the current
engagement levels of stakeholders and the desired engagement levels required for
successful project delivery, the engagement level of stakeholders can be classified
as follows

C: Current
D: Desired

 Managing stakeholder engagement helps to ensure that stakeholders clearly

understand the project goals, objectives, benefits, and risks for the project, as well as
how their contribution will enhance project success

 Manage Stakeholder Engagement

Inputs Tools & Techniques Outputs
1 Project management plan Expert judgment Change requests
2 Project documents Communication skills Project management planupdates
3 Enterprise environmental factors Interpersonal and team skills Project documents updates
4 Organizational process assets Ground rules
5 Meetings
 Feedback as tools and techniques in manage stakeholder engagement processes
may be collected in the following ways
- Conversations; both formal and informal
- Issue identification and discussion
- Meetings
- Progress reporting
- Surveys

 Types of meetings that are beneficial as part of manage stakeholder engagement

process include (Decision making, Issue resolution, Lessons learned and
retrospectives, Project kick-off, Sprint planning, and Status updates)

2
 Monitor Stakeholder Engagement
Inputs Tools & Techniques Outputs
1 Project management plan Data analysis Work performanceinforma on
2 Project documents Decision making Change requests
3 Work performance data Data representation Project management planupdates
4 Enterprise environmental factors Communication skills Project documents updates
5 Organizational process assets Interpersonal and team skills
6 Meetings

 Data analysis techniques that can be used as a tools and techniques in monitor
stakeholder engagement processes include (Alternatives analysis, Root cause
analysis, Stakeholder analysis)

 Decision-making techniques that can be used as a tools and techniques in monitor

stakeholder engagement processes include (Multicriteria decision analysis, Voting)

 A data representation technique that can be used as a tools and techniques in

monitor stakeholder engagement processes include (stakeholder engagement
assessment matrix)

 Communication techniques that can be used as a tools and techniques in monitor

stakeholder engagement processes include (Feedback, Presentations)

 Interpersonal skills that can be used as a tools and techniques in monitor stakeholder
engagement processes include (Active listening, Cultural awareness, Leadership,
Networking, Political awareness)

3
 NOTE WELL.

13. PROJECT STAKEHOLDER MANAGEMENT

 The engagement stakeholders level classification (Unaware, Resistant, Neutral,
Supportive, Leading)

 Communications management plan and Stakeholder engagement plan considered

as inputs during Identify Stakeholders process due to probability for using during
elaboration or iterative the target process

 The key benefit of manage stakeholder engagement process is that it allows the
project manager to increase support and minimize resistance from stakeholders

 Types of performance reports as an output provided to stakeholders (status report,

progress report, trend report, forecasting report, earned value)

 The ability of stakeholders to influence the project is typically highest during the initial
stages and gets progressively lower as the project progresses

 Focus group is one of the effective tools tool that helps the project manager collect
stakeholder information

 Internal stakeholders
- Sponsor
- Resource manager
- Project management office (PMO)
- Portfolio steering committee
- Program manager
- Project managers of other projects
- Team members
 External stakeholders
- Customers
- End users
- Suppliers
- Shareholders
- Regulatory bodies
- Competitors

 The stakeholder engagement plan is developed during the Plan Stakeholder

Engagement process. However, but might get updated during the Manage
Stakeholder Engagement process

 All key stakeholders’ concerns must be addressed

 Power/interest grid may be also called power/influence grid, or impact/influence grid

 Focusing only on positive & neglect negative stakeholders will increase the
probability of failure of the project

 Project stakeholders typically exist at different levels and have varying degrees of
authority

4
 Questionnaires and surveys as data gathering techniques are written sets of
questions designed to quicker accumulate information from stakeholder than
Interviews, phone conversations and focus groups

 The stakeholder engagement plan can be formal or informal, highly detailed or

broadly framed

 Organizational communication requirements are part of organizational process

assets and not enterprise environmental factors

 As a project manager you should communicate with stakeholder by firefly way not
equally way

 Brain writing is also known as a cascade session, idea writing, individual

brainstorming, and non-oral brainstorming

 Brain writing has the advantage of parallel idea generation

5
 NOTE WELL.

14. GENERAL
 If the product is unknown, the risk is very high, then the best contract type is cost
plus incentive fee to get the best outcome

 At end of initiation or soon later the project management plan is delivered

 Change management plan is the best to prevent cost overrun

 Risk reassessment means Identify new risks, close outdated risks and reassess
current risks

 Project manager is a team member, the team leader. When you are managing a
project that has 10 team members. It means the project (not you) has you plus
another 9 When you have 10 team members it means the project has you plus 10 ie
the total number is 11

 Lesson learned collected at closure to update organization knowledge base (At the
end of a project or phase, the information is transferred to an organizational process
asset called lessons learned repository)

 If you are implementing the scope change requested by customer without approval
for impact of each change. it means you still measure the variance against the 1st
baseline which should be updated, you did not follow the change management plan
and Cost inflation and/or fake schedule delay penalty occurs in these situations as
there is no change management

 Corrective action in respect to schedule delay recovery may result in some activities
negative schedule variance but at the same time all activities with positive total float

 Corrective action chosen and why plus the variance reasons are part of lesson
learned

 Crashing after crashing results in more and more requirements of communication

efforts. That is why PM does not prefer it

 In order to confirm the project status and persuade the sponsor, you presented work
performance report (dashboard of tables and charts) that includes Trends, variances,
EV performance, risks status, issues status, changes status, percent complete and
works implemented

 Ground rules, defined in the team charter set the expected behavior for project team
members, as well as other stakeholders, with regard to stakeholder engagement

 The Develop Project Charter is the first project management process where the key
project stakeholders get engaged for the first time

 Exclusions helps manage stakeholders’ expectation and can reduce scope creep

1
 Project customers are important stakeholders but usually they lack the knowledge on
internal stakeholders, and hence cannot provide accurate feedback

 Including reserves, or contingency allowances may lead to overstating the cost

estimate

 The negative consequence of collect lessons-learned information in the final days of

the project or, worse, after the project is complete is It makes compiling and obtaining
project information difficult

 In order to facilitate configuration and change management, manual or automated

tools may be used

 Present Value = Future Value / (1 + interest rate)^(Period)

 Any contract that need to be terminated must be terminated in accordance with the
termination clause of that contract

 The "Develop Project Charter" and the "Close Project or Phase" process are used
once or at predefined points in the project

 The stakeholders may get involved as early as project initiation to provide inputs
about required quality of deliverables so that Control Quality can assess the
performance and recommend necessary changes

 A quality audit should be a structured process performed by an independent entity

 The ability of stakeholders to influence the project is typically highest during the initial
stages and gets progressively lower as the project progresses. The project manager
should more actively manage the project stakeholders during the project initiation
and planning phases in comparison to the later stages of the project

 Six competing project constraints are scope, quality, schedule, budget, resources
and risk

 Projects drive change may involve creating a transition state where multiple steps are
made along a continuum to achieve the desired result of the change driven by the
project (the future state)

 Student Syndrome or procrastination refers to the phenomena where people start to

apply themselves only at the latest possible moment before the deadline

 In adaptive life cycles, when multiple teams are concurrently developing a large
number of features, the interconnected dependencies between the features become
a major risk item

 Sunk cost is defined as a cost that has already been incurred and which cannot be
recovered

 A scatter diagram plots several occurrences of two variables to help project team
understand the quality impact better

 According to the theory of constraints, a system's throughput is limited by at least

one constraint

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 Fixed price contracts spanning over one year in duration or the payments are made
in a different currency have economic price adjustments provision built into the
contract

 Storyboarding is an agile prototyping technique that shows sequence or navigation

through a series of images or illustrations

 Comparing with beta distribution triangular distribution does not consider risk
because put all parameters (P&M&O) in the same level (Linear curve)

 Rework is an example of internal failure cost

 Only you must reject change order, if the change will impact the statement of works
(SOW) or any component of project charter due to it include business need,
description product scope and plan strategy

 During closure of project, project manager obtains financial, legal, and administrative
to communicate formal project closure and ensure transfer of liability

 Process Decision Program Charts (PDPC) used to understand a goal in relation to

the steps for getting for the goal

 Statement of Work (SOW). A narrative description of products, services, or results to

be delivered by the project which contain business need, strategic plan, and product
scope description

 Rule of Seven states that seven data points trending in one direction (up or down) or
seven data points on one side of the mean indicate that the process isn’t random

 Project benefits management plan is the documented explanation defining the

processes for creating, maximizing, and sustaining the benefits provided by a project

 Facilitation is the ability to effectively guide a group event to a successful decision,

solution, or conclusion. It`s using in interpersonal and team skills as a tools &
techniques to develop project charter Process. Another options is not an
interpersonal and team skills

 Agreements are used to define initial intentions for a project

 In an iterative life cycle (not incremental life cycle), the project scope is generally
determined early in the project life cycle, but time and cost estimates are routinely
modified as the project team’s understanding of the product increases

 Incremental life cycle to be considered complete only after the final iteration

 To increase the chances of success, the process of stakeholder identification and

engagement should commence as soon as possible after the project charter has
been approved

 Project schedule shows the timeline for needed resources as an inputs to Plan
Resource Management

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 Basis of estimates indicates how the various estimates (duration, cost, and
resources) were derived and can be used to calculate the impact of the change in
time, budget, and resources and make a decision on how to respond to variances

 Leasing is the best option with acquire project resources at a long-term

 Level of precision is the degree to which cost estimates will be rounded up or

down based on the scope of the activities and magnitude of the project but
Level of accuracy is the acceptable range used in determining realistic cost
estimates is specified, and may include an amount for contingencies

 A cost-benefit analysis is a financial analysis tool used to estimate the strengths

and weaknesses of alternatives in order to determine the best alternative in terms
of benefits provided. It`s will help the project manager determine if the planned
quality activities are cost effective

 Pull communication is used for large complex information sets, or for large
audiences, and requires the recipients to access content at their own discretion
subject to security procedures

 The team charter is a document that establishes the team values, agreements,
and operating guidelines for the team

 At the end of project or phase the information in the lessons learned is transferred
to an organizational process asset

 Regression analysis is a technique analyzes the interrelationships between

different project variables that contributed to the project outcomes to improve
performance on future projects

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 The benefits management plan is used to measure whether the benefits of the
project were achieved as planned but The business case is used to determine if
the expected outcomes from the economic feasibility study used to justify the
project occurred

 Monitor Communications is the process of ensuring the information needs of the

project and its stakeholders are met

 Test and evaluation documents are used to evaluate achievement of the quality
objectives

 The scope baseline using to comparing planned scope to actual results from to
determine if a change, corrective action, or preventive action is necessary

 The Control Resources process should be performed continuously in all project

phases and throughout the project life cycle

 Procurement Audits (not Reviews) : is the review of contracts and contracting

processes for completeness, accuracy, and effectiveness

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 NOTE WELL.

COMMON ACRONYMS-The PMBOK® Guide

1 AC Actual cost 48 OPA Organizational process assets

2 ADR Alternative dispute resolution 49 PBP Payback period
3 AON Activity‐on‐Node 50 PDCA Plan‐do‐check‐act
4 AT Actual time 51 PDM Precedence diagramming method
5 BAC Budget at completion 52 PDPC Process decision program charts
6 BCR Benefit‐cost ratio 53 PESTLE Political, economic, social, technological, legal, environmental
7 BOOT Build own operate transfer 54 PM Project Manager
8 CBA Cost benefit analysis 55 PMB Performance Measurement Baseline
9 CCB Change Control Board 56 PMBOK Project Management Body of Knowledge
10 COQ Cost of quality 57 PMO Project management office
11 CPAF Cost plus award fee 58 PV Planned value
12 CPFF Cost plus fixed fee 59 QFD Quality function deployment
13 CPI Cost performance index 60 RACI Responsible, accountable, consult, and inform
14 CPIF Cost plus incentive fee 61 RAM Responsibility assignment matrix
15 CPM Critical path method 62 RBS Risk breakdown structure
16 CV Cost variance 63 RCA Root cause analysis
17 DB Design build 64 RFI Request for information
18 DBB Design bid build 65 RFP Request for proposal
19 DBO Design build operate 66 RFQ Request for quotation
20 DfX Design for X 67 ROI Return on investment
21 DOE Design of experiments 68 ROM Rough order of magnitude
22 EAC Estimate at completion 69 SF Start‐to‐finish
23 EEF Enterprise environmental factors 70 SIPOC Suppliers, inputs, process, outputs, and customers
24 EF Early finish date 71 SLAs Service level agreements
25 EI Emotional intelligence 72 SME Subject matter expert
26 EMV Expected monetary value 73 SOW Statement of work
27 ES Earned schedule 74 SPI Schedule performance index
28 ES Early start date 75 SS Start‐to‐start
29 ETC Estimate to complete 76 SV Schedule variance
30 EV Earned Value 77 SWOT Strengths, weaknesses, opportunities, and threats
31 EVM Earned value management 78 T&M Time and material contracts
32 FF Finish‐to‐finish 79 TCPI To‐complete performance index
33 FFP Firm fixed price 80 TECOP Technical, environmental, commercial, operational, political
34 FPEPA Fixed price with economic price adjustments 81 TOC Theory of constraints
35 FPIF Fixed price incentive fee 82 TOR Terms of reference
36 FS Finish to start 83 TPM Total productive maintenance
37 IFB Invitation for bid 84 TQM Total quality management
38 IRR Internal rate of return 85 VAC Variance at completion
39 JAD Joint application design/development 86 VOC Voice of the customer
40 JIT Just in‐time 87 VUCA Volatility, uncertainty, complexity, ambiguity
41 LF Late finish date 88 WBS Work breakdown structure
42 LOE level of effort Correct grammar and spelling
43 LS Late Start date Concise expression and elimination of excess words
44 MOUs Memorandums of understanding 87 5Cs Clear purpose and expression directed to the needs of the reader
45 MSA Master services agreement Coherent logical flow of ideas
46 NPV Net present value Controlling flow of words and ideas
47 OBS Organizational breakdown structure

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 The PMBOK® Guide Notes

THE DOMAIN OF THE PROJECT MANAGER AS PER

PROCESS

I. INITIATING PROCESS

The first domain on the PMP is called Initiating. The aim of this domain is to test your ability to
perform the tasks needed to initiate a project or a phase of a project. Before a project can
start, it needs to be determined that the idea for the project and its main objectives are
feasible. The project manager then needs to perform several tasks to ensure the project can
be completed effectively and get approval to start the project. There are 8 tasks within the
initiating domain. They are

 Perform project assessment based upon available information, lesson learned from
previous project, and meeting with relevant stakeholders in order to support the
evaluation of feasibility of new product or services within the given assumptions and/or
constrain

 Identify key deliverables based on the business requirements in order to manage

customer expectation and direct the achievement of the project goals

 Perform stakeholder analysis using appropriate tools and techniques in order to align
expectation and gain support for the project

 Identify high level risks, assumption, and constrains based on current environmental,
organization factors, historical data, and expert judgment in order to propose and
implementation strategy

 Participate in development of the project charter by compiling and analyzing gathered

information in order to ensure project stakeholders are in agreement on its elements

 Obtain project charter approval from the sponsor, in order to formalize the authority
assigned to the project manager and gain commitment and acceptance for the project

 Conduct benefit analysis with relevant stakeholders to validate project alignment with
organizational strategy and expected business value

 Inform stakeholders of the approved project charter to ensure common understanding

of the key deliverables, milestones, and their roles and responsibilities

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 II. PLANNING PROCESS

The second domain on the PMP is called Planning. The aim of this domain is to test your
ability to perform tasks needed to outline a clear course of action for achieving the objectives
of the project. For example: creating a schedule, determining how finances will be managed,
determining how change will be managed and so forth. All the planning information is stored in
the project management plan. There are 13 tasks within the planning domain

 Review and assess detailed project requirements, constrain, and assumptions with
stakeholders based on the project charter, lesson learned, and by using requirement
gathering techniques in order to establish detailed project deliverables

 Develop scope management plan based on approved project scope and using scope
management techniques in order to define, maintain, and manage the scope of the
project

 Develop the cost management plan on the project scope, schedule, resources,
approved project charter and other information, using estimating techniques, in order
to manage project costs

 Develop the project schedule based on the approved project deliverables and
milestone, scope, and resource management plans in order to manage timely
completion of the project

 Develop the human resource management plan by defining the roles and
responsibilities of the project team members in order to create a project organizational
structure and provide guidance regarding how resources will be assigned and
managed

 Develop the communication management plan based on the project organizational

structure and stakeholder requirements, in order to define and manage the flow of
project information

 Develop the procurement management plan based on the project scope, budget, and
schedule, in order to ensure that the required project resources will be available

 Develop the quality management plan and define the quality standards for the project
and its products, based on the project scope, risks, and requirements, in order to
prevent the occurrence of defects and control the cost of quality

 Develop the change management plan by defining how changes will be addressed and
controlled in order to track and mange change

 Plan of risk management by developing a risk management plan, identifying,

analyzing, prioritizing project risk, creating the risk register and defining risk response
strategies in order to manage uncertainty and opportunity throughout the project life
cycle

 Present the project management plan to relevant stakeholder according to applicable

policies and procedures in order to obtain approval to proceed with project execution

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 Conduct kick-off meeting, communicating the start of the project, key milestones, and
other relevant information in order to informed and engage stakeholder and gain
commitment

 Develop the stakeholder management plan by analyzing needs, interests, and

potential impact in order to effectively manage stakeholder’s expectations and engage
them in project decision

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 III. EXECUTING PROCESS

The third domain on the PMP is called Executing. The aim of this domain is to test your ability
to perform the tasks needed to carry out the course of action set out in the project
management plan. The project manager needs to coordinate resources, ensure they
understand and implement the plan, manage how project information is communicated and
manage the relationship with stakeholders. There are 7 tasks within the executing domain.
They are:

 Acquire and manage project resources by following the human resources and
procurement management plans in order to meet project requirements

 Manage task execution based on the project management plan by leading and
developing the project team in order to achieve project deliverables

 Implement the quality management plan using the appropriate tools and techniques in
order to ensure that work is performed in accordance with required quality standards

 Implement approved changes and corrective action by following the change

management plan in order to meet project requirement

 Implement approved risk actions by following the risk management plan in order to
minimize the impact of the threats and advantage of opportunities on the project

 Manage the flow information by following the communication plan in order to keep
stakeholders engaged and informed

 Maintain stakeholder relationships by following the stakeholder management plan in

order to receive continued support and manage expectations

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IV. MONITORING AND CONTROLLING PROCESS

The fourth domain on the PMP is called Monitoring and Controlling. The aim of this domain is
to test your ability to perform the tasks needed to track and review the progress and
performance of the project. The project manager needs to do everything necessary to make
sure the project is on track and that deliverables meet the expected standard. There are
7 tasks within the monitoring and control domain. They are:

 Measuring project performance using appropriate tools and techniques in order to

identify and quantify any variances and corrective actions

 Managing changes to project following change management plan in order to ensure

that project goals remain aligned with business needs

 Verifying that project deliverables conform to the standards in the quality management
plan by using appropriate tools and techniques to meet project requirements and
business needs

 Monitoring and assessing risks by determining whether exposure has changed and
evaluating the effectiveness of response strategies in order to manage the impact of
risks and opportunities to the project

 Reviewing issue logs, update if necessary, and determine corrective actions by using
appropriate tools and techniques in order to minimize the impact on the project.

 Capturing and analyzing lessons learned using lessons learned management

techniques in order to enable continuous improvement

 Monitoring procurement activities according to the procurement plan in order to verify

compliance with project objectives.

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 V. CLOSING PROCESS

The fifth and last domain on the PMP is aptly called Closing. The aim of this domain is to test
your ability to perform tasks needed to finalize all activities and formally close the project. The
project manager needs to ensure that the client accepts the deliverables and document
lessons learnt for future projects. There are 7 tasks within the closing domain. They are:

 Obtain final approval of project deliverables from relevant stakeholders in order to

confirm that project scope and deliverables were achieved

 Transfer ownership of project deliverables to assigned stakeholders in accordance

with the project plan in order to facilitate project closure.

 Obtain financial, legal and administrative closure using generally accepted practices
and policies in order to communicate formal project closure and ensure transfer of
liability

 Prepare and share final project report according to the communications management
plan in order to document and convey project performance and assist in project
evaluation

 Collate lessons learned that were documented throughout the project and conduct a
comprehensive project review in order to update the organization’s knowledge base

 Archive project documents and materials using generally accepted practices in order
to comply with statutory requirements and for potential use in future projects and
audits

 Obtain feedback from relevant stakeholders using appropriate tools and techniques
and based on the stakeholder management plan in order to evaluate their satisfaction.