1. Integration
1.1. Develop project charter
1.1.1. Input
1.1.1.1. Project statement of work
1.1.1.2. Business case
1.1.1.3. EEF - Entreprise environmental factors
1.1.1.4. OPA - Organizational process assets
1.1.1.5. Agreement
1.1.2. Tools and techniques
1.1.2.1. Expert judgment
1.1.2.2. Facilitation techniques
1.1.3. Output
1.1.3.1. Project charter
1.2. Develop project management plan
1.2.1. Inputs
1.2.1.1. Project charter
1.2.1.2. EEF - Entreprise environmental factors
1.2.1.3. OPA - Organizational process assets
1.2.1.4. Outputs from other processes
1.2.2. Tools and techniques
1.2.2.1. Expert judgement
1.2.2.2. Facilitation techniques
1.2.3. Output
1.2.3.1. Project management plan
1.3. Direct and manager project work
1.3.1. Inputs
1.3.1.1. Project management plan
1.3.1.2. Approved changed requests
1.3.1.3. EEF - Entreprise Environmental factors
1.3.1.4. OPA - Organizational process assets
1.3.2. Tools and techniques
1.3.2.1. Expert judgement
1.3.2.2. PMIS - Project management information system
1.3.2.3. Meetings
1.3.3. Output
1.3.3.1. Deliverables
1.3.3.2. Change requests
1.3.3.3. Project management plan updates
1.3.3.4. Project document updates
1.3.3.5. Work performance data
1.4. Monitor and control project work
1.4.1. Input
1.4.1.1. Project management plan
1.4.1.2. EEF - Entreprise Environmental factors
1.4.1.3. OPA - Organizational process assets
1.4.1.4. Schedule forecast
1.4.1.5. Cost forecast
1.4.1.6. Validated changes
1.4.1.7. Work performance information
1.4.2. Tools and techniques
1.4.2.1. Expert judgement
1.4.2.2. Analytical techniques
1.4.2.3. PMIS - Project management information system
1.4.2.4. Meetings
1.4.3. Output
1.4.3.1. Change requests
1.4.3.2. Work performance reports
1.4.3.3. Project management plan updates
1.4.3.4. Project document updates
1.5. Perform integrated change control
1.5.1. Input
1.5.1.1. Project management plan
1.5.1.2. Change requests
1.5.1.3. EEF - Entreprise Environmental factors
1.5.1.4. OPA - Organizational process assets
1.5.1.5. Work performance reports
1.5.2. Tools and techniques
1.5.2.1. Expert judgement
1.5.2.2. Change control tools
1.5.2.3. Meetings
1.5.3. Output
1.5.3.1. Project management plan updates
1.5.3.2. Project document updates
1.5.3.3. Approved change requests
1.5.3.4. Change log
1.6. Close project or phase
1.6.1. Input
1.6.1.1. Project management plan
1.6.1.2. Accepted deliverables
1.6.1.3. OPA - Organizational process assets
1.6.2. Tools and techniques
1.6.2.1. Expert judgement
1.6.2.2. Meetings
1.6.2.3. Analytical techniques
1.6.3. Output
1.6.3.1. Final product, service or result transition
1.6.3.2. OPA - Organizational process assets updates
2. Time
2.1. Create schedule management plan
2.1.1. Input
2.1.1.1. Project charter
2.1.1.2. Project management plan
2.1.1.3. OPA - Organizational process assets
2.1.1.4. EEF - Entreprise environmental factors
2.1.2. Tools and techniques
2.1.2.1. Expert judgement
2.1.2.2. Meetings
2.1.2.3. Analytical techniques
2.1.3. Output
2.1.3.1. Schedule management plan
2.2. Define activities
2.2.1. Input
2.2.1.1. Scope Baseline
2.2.1.2. Schedule management plan
2.2.1.3. OPA - Organizational process assets
2.2.1.4. EEF - Entreprise environmental factors
2.2.2. Tools and techniques
2.2.2.1. Decomposition
2.2.2.2. Rolling wave planning
2.2.2.3. Expert judgement
2.2.3. Output
2.2.3.1. Activity list
2.2.3.2. Activity attributes
2.2.3.3. Milestones list
2.3. Sequence activities
2.3.1. Input
2.3.1.1. Activity list
2.3.1.2. Activity attributes
2.3.1.3. Milestones list
2.3.1.4. Project scope statement
2.3.1.5. OPA - Organizational process assets
2.3.1.6. EEF - Entreprise environmental factors
2.3.1.7. Schedule management plan
2.3.2. Tools and techniques
2.3.2.1. Precedence Diagramming Method (PDM)
2.3.2.2. Dependency determination
2.3.2.3. Leads and lags
2.3.3. Output
2.3.3.1. Project schedule network diagrams
2.3.3.2. Project documents updates
2.4. Estimate activity resources
2.4.1. Input
2.4.1.1. Activity list
2.4.1.2. Activity attributes
2.4.1.3. OPA - Organizational process assets
2.4.1.4. EEF - Entreprise environmental factors
2.4.1.5. Schedule management plan
2.4.1.6. Resource calendars
2.4.1.7. Risk register
2.4.1.8. Activity cost estimates
2.4.2. Tools and techniques
2.4.2.1. Expert judgement
2.4.2.2. Alternative Analysis
2.4.2.3. Published estimating data
2.4.2.4. Bottom-up estimating
2.4.2.5. Project Management software
2.4.3. Output
2.4.3.1. Activity resource requirements
2.4.3.2. Resource breakdown structure
2.4.3.3. Project document updates
2.5. Estimate activity durations
2.5.1. Input
2.5.1.1. Activity list
2.5.1.2. Activity attributes
2.5.1.3. Activity resource requirements
2.5.1.4. Resource calendars
2.5.1.5. Project scope statement
2.5.1.6. OPA - Organizational process assets
2.5.1.7. EEF - Entreprise environmental factors
2.5.1.8. Schedule management plan
2.5.1.9. Risk register
2.5.1.10. Resource breakdown structure
2.5.2. Tools and techniques
2.5.2.1. Expert judgement
2.5.2.2. Analogous estimating
2.5.2.3. ParaMetric estimating
2.5.2.4. Three-point estimating
2.5.2.5. Reserve analysis
2.5.2.6. Group decision-making techniques
2.5.3. Output
2.5.3.1. Activity duration estimates
2.5.3.2. Project document updates
2.6. Develop schedule
2.6.1. Input
2.6.1.1. Activity list
2.6.1.2. Activity attributes
2.6.1.3. Project schedule network diagrams
2.6.1.4. Activity resource requirements
2.6.1.5. Resource calendars
2.6.1.6. Activity duration estimates
2.6.1.7. Project scope statement
2.6.1.8. OPA - Organizational process assets
2.6.1.9. EEF - Entreprise environmental factors
2.6.1.10. Schedule management plan
2.6.1.11. Risk register
2.6.1.12. Project staff assignements
2.6.1.13. Resource breakdown structure
2.6.2. Tools and techniques
2.6.2.1. Schedule network analysis
2.6.2.2. Critical path method
2.6.2.3. Critical chain method
2.6.2.4. Schedule compression
2.6.2.5. Scheduling tool
2.6.2.6. Resource optimization techniques
2.6.2.7. Modeling techniques
2.6.2.8. Leads and lags
2.6.3. Output
2.6.3.1. Schedule baseline
2.6.3.2. Project schedule
2.6.3.3. Schedule data
2.6.3.4. Project documents updates
2.6.3.5. Project calendars
2.6.3.6. Project management plan updates
2.7. Control schedule
2.7.1. Inputs
2.7.1.1. Project management plan
2.7.1.2. Project schedule
2.7.1.3. Work performance data
2.7.1.4. Project calendars
2.7.1.5. Schedule data
2.7.1.6. OPA - Organizational process assets
2.7.1.7. EEF - Entreprise environmental factors
2.7.2. Tools and techniques
2.7.2.1. Performance reviews
2.7.2.2. Project management software
2.7.2.3. Resources optimization techniques
2.7.2.4. Modeling techniques
2.7.2.5. Leads and lags
2.7.2.6. Schedule compression
2.7.2.7. Scheduling tool
2.7.3. Outputs
2.7.3.1. Work performance information
2.7.3.2. Schedule forecast
2.7.3.3. Change requests
2.7.3.4. Project documents updates
2.7.3.5. Project management plan updates
2.7.3.6. Organization process assets updates
3. Scope
3.1. Create scope management plan
3.1.1. Input
3.1.1.1. Project management plan
3.1.1.2. Project charter
3.1.1.3. EEF - Entreprise environmental factors
3.1.1.4. OPA - Organizational process assets
3.1.2. Tools and techniques
3.1.2.1. Expert judgement
3.1.2.2. Meetings
3.1.3. Output
3.1.3.1. Scope managment plan
3.1.3.2. Requirement management plan
3.2. Collect requirements
3.2.1. Input
3.2.1.1. 1. Project charter
3.2.1.2. 2. Stakeholder register
3.2.1.3. 3. Scope management plan
3.2.1.4. 4. Requirements management plan
3.2.1.5. 5. Stakeholder management plan
3.2.2. Tools and techniques
3.2.2.1. 1. Interviews
3.2.2.2. 2. Focus group
3.2.2.3. 3. Facilitated workshops
3.2.2.4. 4. Group creativity techniques
3.2.2.5. 5. Group decision-making techniques
3.2.2.6. 6. Questionnaires and surveys
3.2.2.7. 7. Observations
3.2.2.8. 8. Prototypes
3.2.2.9. 9. Benchmarking
3.2.2.10. 10. Context diagram
3.2.2.11. 11. Document analysis
3.2.3. Output
3.2.3.1. Requirements documentation
3.2.3.1.1. Root business solved
3.2.3.1.2. Source of the requirement
3.2.3.1.3. The way each requirement addresses the problem
3.2.3.1.4. How the business processes interact with the requirement
3.2.3.1.5. Associated measurements for each requirement
3.2.3.1.6. Business legal ethical compliance
3.2.3.1.7. Constraints and assumptions
3.2.3.1.8. Anticipated impact
3.2.3.2. Requirements traceability matrix
3.3. Define scope
3.3.1. Input
3.3.1.1. Project charter
3.3.1.2. Requirements documentation
3.3.1.3. OPA - Organizational process assets
3.3.1.4. Scope management plan
3.3.2. Tools and techniques
3.3.2.1. Expert judgement
3.3.2.2. Product analysis
3.3.2.3. Facilitated workshops
3.3.2.4. Alternatives generation
3.3.3. Output
3.3.3.1. Project scope statement
3.3.3.2. Project documents updates
3.4. Create WBS
3.4.1. Input
3.4.1.1. Project scope statement
3.4.1.2. Requirement documentation
3.4.1.3. Scope management plan
3.4.1.4. OPA - Organizational process assets
3.4.1.5. EEF - Entreprise environmental factors
3.4.2. Tools and techniques
3.4.2.1. Decomposition
3.4.2.2. Expert judgement
3.4.3. Output
3.4.3.1. Scope baseline
3.4.3.1.1. Project scope statement
3.4.3.1.2. WBS
3.4.3.1.3. WBS dictonary
3.4.3.2. Project document updates
3.5. Validate scope
3.5.1. Input
3.5.1.1. Project management plan
3.5.1.2. Requirements documentation
3.5.1.3. Requirements traceability matrix
3.5.1.4. Verified deliverables
3.5.1.5. Work performance data
3.5.2. Tools and techniques
3.5.2.1. Inspection
3.5.2.2. Groupe decision-making techniques
3.5.3. Output
3.5.3.1. Accepted deliverables
3.5.3.2. Change requests
3.5.3.3. Project documents updates
3.5.3.4. Work performance information
3.6. Control scope
3.6.1. Input
3.6.1.1. Project management plan
3.6.1.2. Requirements documentation
3.6.1.3. Requirements traceability matrix
3.6.1.4. Work performance data
3.6.1.5. OPA - Organizational process assets
3.6.2. Tools and techniques
3.6.2.1. Variance analysis
3.6.3. Output
3.6.3.1. Change requests
3.6.3.2. Project management plan updates
3.6.3.3. Project documents updates
3.6.3.4. OPA - Organizational process assets updates
3.6.3.5. Work performance information
4. Cost
4.1. Plan cost management
4.1.1. Inputs
4.1.1.1. Project management plan
4.1.1.2. Project charter
4.1.1.3. EEF - Entreprise environmental factors
4.1.1.4. OPA - Organizational process assets
4.1.2. Tools and techniques
4.1.2.1. Expert judgement
4.1.2.2. Meetings
4.1.2.3. Analytical techniques
4.1.3. Outputs
4.1.3.1. Cost management plan
4.2. Estimate costs
4.2.1. Inputs
4.2.1.1. 1. Cost management plan
4.2.1.2. 2. Human resource management plan
4.2.1.3. 3. Scope baseline
4.2.1.4. 4. Project schedule
4.2.1.5. 5. Risk register
4.2.1.6. 6. EEF - Entreprise environmental factors
4.2.1.7. 7. OPA - Organizational process assets
4.2.2. Tools and techniques
4.2.2.1. 1. Expert judgement
4.2.2.2. 2. Analogous estimating
4.2.2.3. 3. Parametric estimating
4.2.2.4. 4. Bottom-up estimating
4.2.2.5. 5. Three-point estimating
4.2.2.6. 6. Reserve analysis
4.2.2.7. 7. Cost of quality
4.2.2.8. 8. Project management software
4.2.2.9. 9. Vendor bid analysis
4.2.2.10. 10. Group decision-making techniques
4.2.3. Outputs
4.2.3.1. Activity cost estimates
4.2.3.2. Basis of estimates
4.2.3.3. Project document updates
4.3. Determine budget
4.3.1. Inputs
4.3.1.1. 1. Cost management plan
4.3.1.2. 2. Scope baseline
4.3.1.3. 3. Activity cost estimates
4.3.1.4. 4. Basis of estimates
4.3.1.5. 5. Project schedule
4.3.1.6. 6. Resource calendars
4.3.1.7. 7. Risk register
4.3.1.8. 8. Agreements
4.3.1.9. 9. OPA - Organizational process assets
4.3.2. Tools and techniques
4.3.2.1. Cost aggregation
4.3.2.2. Reserve analysis
4.3.2.3. Expert judgement
4.3.2.4. Historical relationship
4.3.2.5. Funding limit reconciliation
4.3.3. Outputs
4.3.3.1. Cost baseline
4.3.3.2. Project funding requirements
4.3.3.3. Project documents updates
4.4. Control costs
4.4.1. Inputs
4.4.1.1. Project management plan
4.4.1.2. Project funding requirements
4.4.1.3. Work performance data
4.4.1.4. OPA - Organizational process assets
4.4.2. Tools and techniques
4.4.2.1. Earned value management
4.4.2.2. Forecasting
4.4.2.3. TCPI
4.4.2.4. Performance reviews
4.4.2.5. Project management software
4.4.2.6. Reserve analysis
4.4.3. Outputs
4.4.3.1. Work performance information
4.4.3.2. Cost forecasts
4.4.3.3. Change requests
4.4.3.4. Project management plan updates
4.4.3.5. Project documents updates
4.4.3.6. Organizational process assets updates
5. HR
5.1. Plan human resource management
5.1.1. Inputs
5.1.1.1. Project management plan
5.1.1.2. Activity resource requirements
5.1.1.3. EEF - Entreprise environmental factors
5.1.1.4. OPA - Organizational process assets
5.1.2. Tools and techniques
5.1.2.1. Organizational charts and position descriptions
5.1.2.1.1. Hierarchical
5.1.2.1.2. Matrix
5.1.2.1.3. Text-oriented formats
5.1.2.2. Networking
5.1.2.3. Organizational theory
5.1.2.4. Expert judgement
5.1.2.5. Meetings
5.1.3. Outputs
5.1.3.1. Human resource management plan
5.2. Acquire project team
5.2.1. Inputs
5.2.1.1. Human resource management plan
5.2.1.2. EEF - Entreprise environmental factors
5.2.1.3. OPA - Organizational process assets
5.2.2. Tools and techniques
5.2.2.1. Pre-assignements
5.2.2.2. Negociation
5.2.2.3. Acquisition
5.2.2.4. Virtual teams
5.2.2.5. Multi-criteria decision analysis
5.2.3. Outputs
5.2.3.1. Project staff assignments
5.2.3.2. Resource calendars
5.2.3.3. Project management plan updates
5.3. Develop project team
5.3.1. Inputs
5.3.1.1. Human resource management plan
5.3.1.2. Project staff assignments
5.3.1.3. Resource calendars
5.3.2. Tools and techniques
5.3.2.1. Interpersonal skills
5.3.2.2. Training
5.3.2.3. Team-building activities
5.3.2.4. Ground rules
5.3.2.5. Colocation
5.3.2.6. Recognition and rewards (theories of motivation)
5.3.2.6.1. Maslow's hierarchy of needs
5.3.2.6.2. Expectancy theory (Vroom)
5.3.2.6.3. McGregor's theory X and Theory Y
5.3.2.6.4. Contingency theory (Fiedler)
5.3.2.6.5. Herzberg's motivation-hygiene theory
5.3.2.6.6. McClelland's three need theory / Achievement theory
5.3.2.6.7. Forms of power
5.3.2.7. Personnel assessment tools
5.3.3. Outputs
5.3.3.1. Team performance assessments
5.3.3.2. Organizational process assets updates
5.4. Manage project team
5.4.1. Inputs
5.4.1.1. Human resource management plan
5.4.1.2. Project staff assignments
5.4.1.3. Team performance assessments
5.4.1.4. Issue log
5.4.1.5. Work performance reports
5.4.1.6. OPA - Organizational process assets
5.4.2. Tools and techniques
5.4.2.1. Observation and conversation
5.4.2.2. Project performance appraisals
5.4.2.3. Conflict management
5.4.2.3.1. Methods of conflict management
5.4.2.3.2. Constructive / destructive roles
5.4.2.3.3. Interpersonal skills
5.4.3. Outputs
5.4.3.1. Change requests
5.4.3.2. Project management plan updates
5.4.3.3. Project documents updates
5.4.3.4. Entreprise environmental factors updates
5.4.3.5. Organizational process assets updates
6. Quality
6.1. Plan quality management
6.1.1. Inputs
6.1.1.1. Project management plan
6.1.1.1.1. Scope baseline
6.1.1.1.2. Cost baseline
6.1.1.1.3. Schedule baseline
6.1.1.2. Stakeholder register
6.1.1.3. Risk register
6.1.1.4. Requirements documentation
6.1.1.5. OPA - Organizational process assets
6.1.1.6. EEF - Entreprise environmental factors
6.1.2. Tools and techniques
6.1.2.1. Cost-benefit analysis
6.1.2.2. Cost of quality
6.1.2.3. Seven basic quality tools
6.1.2.3.1. 1. Cause-and-effet diagrams
6.1.2.3.2. 2. Flowcharting
6.1.2.3.3. 3. Checksheets
6.1.2.3.4. 4. Pareto diagrams
6.1.2.3.5. 5. Histograms
6.1.2.3.6. 6. Control charts
6.1.2.3.7. 7. Scatter diagrams
6.1.2.4. Benchmarking
6.1.2.5. Design of experiments
6.1.2.6. Statistical sampling
6.1.2.7. Additional quality planning tools
6.1.2.8. Meetings
6.1.3. Outputs
6.1.3.1. Quality management plan
6.1.3.2. Process improvement plan
6.1.3.3. Quality metrics
6.1.3.4. Quality checklists
6.1.3.5. Project documents updates
6.2. Perform quality assurance
6.2.1. Inputs
6.2.1.1. Quality management plan
6.2.1.2. Process improvement plan
6.2.1.3. Quality metrics
6.2.1.4. Quality control measurements
6.2.1.5. Project documents
6.2.2. Tools and techniques
6.2.2.1. Quality management and control tools
6.2.2.1.1. Affinity diagrams
6.2.2.1.2. PDPC - Process decision program charts
6.2.2.1.3. Interrelationship diagraphs
6.2.2.1.4. Tree diagrams
6.2.2.1.5. Prioritization matrices
6.2.2.1.6. Activity network diagrams
6.2.2.1.7. Matrix diagrams
6.2.2.2. Quality audits
6.2.2.3. Process analysis
6.2.3. Outputs
6.2.3.1. Change requests
6.2.3.2. Project management plan updates
6.2.3.3. Project documents updates
6.2.3.4. Organizational process assets updates
6.3. Control quality
6.3.1. Inputs
6.3.1.1. Project management plan
6.3.1.2. Quality metrics
6.3.1.3. Quality checklists
6.3.1.4. Work performance data
6.3.1.5. Approved change requests
6.3.1.6. Deliverables
6.3.1.7. Project documents
6.3.1.8. OPA - Organizational process assets
6.3.2. Tools and techniques
6.3.2.1. Seven basic quality tools
6.3.2.1.1. 1. Cause-and-effet diagrams
6.3.2.1.2. 2. Flowcharting
6.3.2.1.3. 3. Checksheets
6.3.2.1.4. 4. Pareto diagrams
6.3.2.1.5. 5. Histograms
6.3.2.1.6. 6. Control charts
6.3.2.1.7. 7. Scatter diagrams
6.3.2.2. Statistical sampling
6.3.2.3. Inspection
6.3.2.4. Approved change requests review
6.3.3. Outputs
6.3.3.1. Quality control measurements
6.3.3.2. Validated changes
6.3.3.3. Verified deliverables
6.3.3.4. Work performance information
6.3.3.5. Change requests
6.3.3.6. Project management plan updates
6.3.3.7. Project documents updates
6.3.3.8. Organizational process assets updates
7. Communication
7.1. Plan communications management
7.1.1. Inputs
7.1.1.1. Project management plan
7.1.1.2. Stakeholder register
7.1.1.3. EEF - Entreprise environmental factors
7.1.1.4. OPA - Organizational process assets
7.1.2. Tools and techniques
7.1.2.1. Communication requirements analysis
7.1.2.1.1. Communication channels
7.1.2.1.2. Official channels of communication
7.1.2.2. Communication technology
7.1.2.3. Communication models
7.1.2.3.1. active
7.1.2.3.2. effective
7.1.2.3.3. Feedback
7.1.2.3.4. Nonverbal
7.1.2.3.5. Paralingual
7.1.2.3.6. Communication blockers
7.1.2.4. Communication methods
7.1.2.4.1. Informal
7.1.2.4.2. Formal
7.1.2.5. Meetings
7.1.3. Outputs
7.1.3.1. Communications management plan
7.1.3.2. Project documents updates
7.2. Manage communication
7.2.1. Inputs
7.2.1.1. Communications management plan
7.2.1.2. Work performance reports
7.2.1.3. EEF - Entreprise environmental factors
7.2.1.4. OPA - Organizational process assets
7.2.2. Tools and techniques
7.2.2.1. Communication technology
7.2.2.2. Communication models
7.2.2.2.1. active
7.2.2.2.2. effective
7.2.2.2.3. Feedback
7.2.2.2.4. Nonverbal
7.2.2.2.5. Paralingual
7.2.2.2.6. Communication blockers
7.2.2.3. Communication methods
7.2.2.3.1. Informal
7.2.2.3.2. Formal
7.2.2.4. Information management systems
7.2.2.5. Performance reporting
7.2.3. Outputs
7.2.3.1. Project communications
7.2.3.2. Project management plan updates
7.2.3.3. Project documents updates
7.2.3.4. Organizational process assets updates
7.3. Control communications
7.3.1. Inputs
7.3.1.1. Project management plan
7.3.1.2. Project communications
7.3.1.3. Issue log
7.3.1.4. Work performance data
7.3.1.5. OPA - Organizational process assets
7.3.2. Tools and techniques
7.3.2.1. Information management systems
7.3.2.2. Expert judgment
7.3.2.3. Meetings
7.3.3. Outputs
7.3.3.1. Work performance information
7.3.3.2. Change requests
7.3.3.3. Project management plan updates
7.3.3.4. Project documents updates
7.3.3.5. Organizational process assets updates
8. Risk
8.1. Plan risk management
8.1.1. Inputs
8.1.1.1. Project management plan
8.1.1.2. Project charter
8.1.1.3. Stakeholder register
8.1.1.4. EEF - Entreprise environmental factors
8.1.1.5. OPA - Organizational process assets
8.1.2. Tools and techniques
8.1.2.1. Analytical techniques
8.1.2.2. Expert judgment
8.1.2.3. Meetings
8.1.3. Outputs
8.1.3.1. Risk management plan
8.2. Identify risks
8.2.1. Inputs
8.2.1.1. 1. Risk management plan
8.2.1.2. 2. Cost management plan
8.2.1.3. 3. Schedule management plan
8.2.1.4. 4. Quality management plan
8.2.1.5. 5. Human resource management plan
8.2.1.6. 6. Scope baseline
8.2.1.7. 7. Activity cost estimates
8.2.1.8. 8. Activity duration estimates
8.2.1.9. 9. Stakeholder register
8.2.1.10. 10. Project documents
8.2.1.11. 11. Procurement documents
8.2.1.12. 12. EEF - Entreprise environmental factors
8.2.1.13. 13. OPA - Organizational process assets
8.2.2. Tools and techniques
8.2.2.1. Documentation reviews
8.2.2.2. Information gathering techniques
8.2.2.3. Checklist analysis
8.2.2.4. Assumptions analysis
8.2.2.5. Diagramming techniques
8.2.2.6. SWOT
8.2.2.7. Expert judgment
8.2.3. Outputs
8.2.3.1. Risk register
8.3. Perform quantitative risk analysis
8.3.1. Inputs
8.3.1.1. Risk management plan
8.3.1.2. Scope baseline
8.3.1.3. Risk register
8.3.1.4. EEF - Entreprise environmental factors
8.3.1.5. OPA - Organizational process assets
8.3.2. Tools and techniques
8.3.2.1. Risk probability and impact assessment / probability and impact matrix
8.3.2.2. Risk data quality assessment
8.3.2.3. Risk categorization
8.3.2.4. Risk urgency assessment
8.3.2.5. Expert judgment
8.3.3. Outputs
8.3.3.1. Project document updates
8.4. Perform qualitative risk analysis
8.4.1. Inputs
8.4.1.1. Risk management plan
8.4.1.2. Cost management plan
8.4.1.3. Schedule management plan
8.4.1.4. Risk register
8.4.1.5. EEF - Entreprise environmental factors
8.4.1.6. OPA - Organizational process assets
8.4.2. Tools and techniques
8.4.2.1. Data gathering and representation techniques
8.4.2.1.1. Interviewing
8.4.2.1.2. Probability distributions
8.4.2.2. Quantitative risk analysis and modeling techniques
8.4.2.2.1. Sensitivity analysis
8.4.2.2.2. Expected monetary value analysis
8.4.2.2.3. Decision tree analysis
8.4.2.2.4. Tornado diagrams
8.4.2.2.5. Modeling and simulation (Monte Carlo)
8.4.2.3. Expert judgment
8.4.3. Outputs
8.4.3.1. Project document updates
8.5. Plan risks responses
8.5.1. Inputs
8.5.1.1. Risk management plan
8.5.1.2. Risk register
8.5.2. Tools and techniques
8.5.2.1. Strategies for negative risks or threats
8.5.2.1.1. Avoid
8.5.2.1.2. Transfer
8.5.2.1.3. Mitigate
8.5.2.1.4. Accept
8.5.2.2. Strategies for positive risks or opportunities
8.5.2.2.1. Exploit
8.5.2.2.2. Share
8.5.2.2.3. Enhance
8.5.2.2.4. Accept
8.5.2.3. Contingent response strategies
8.5.2.4. Expert judgment
8.5.3. Outputs
8.5.3.1. Project document updates
8.5.3.2. Project management plan updates
8.6. Control risks
8.6.1. Inputs
8.6.1.1. Project management plan
8.6.1.2. Risk register
8.6.1.3. Work performance data
8.6.1.4. Work performance reports
8.6.2. Tools and techniques
8.6.2.1. Risk reassessment
8.6.2.2. Risk audits
8.6.2.3. Variance and trends analysis
8.6.2.4. Technical performance measurement
8.6.2.5. Reserve analysis
8.6.2.6. Meetings
8.6.3. Outputs
8.6.3.1. Work performance information
8.6.3.2. Change requests
8.6.3.3. Project document updates
8.6.3.4. Project management plan updates
8.6.3.5. Organizational process assets updates
9. Procurement
9.1. Plan procurement management
9.1.1. Inputs
9.1.1.1. 1. Project management plan
9.1.1.2. 2. Requirements documentation
9.1.1.3. 3. Risk register
9.1.1.4. 4. Activity resource requirements
9.1.1.5. 5. Project schedule
9.1.1.6. 6. Activity cost estimates
9.1.1.7. 7. Stakeholders register
9.1.1.8. 8. EEF - Entreprise environmental factors
9.1.1.9. 9. OPA - Organizational process assets
9.1.2. Tools and techniques
9.1.2.1. Make-or-buy analysis
9.1.2.2. Expert judgment
9.1.2.3. Market research
9.1.2.4. Meetings
9.1.3. Outputs
9.1.3.1. 1. Procurement management plan
9.1.3.2. 2. Procurement statement of work
9.1.3.3. 3. Procurement documents
9.1.3.4. 4. Source selection criteria
9.1.3.5. 5. Make-or-buy decisions
9.1.3.6. 6. Change requests
9.1.3.7. 7. Project documents updates
9.2. Conduct procurement
9.2.1. Inputs
9.2.1.1. 1. Procurement management plan
9.2.1.2. 2. Procurement documents
9.2.1.3. 3. Source selection criteria
9.2.1.4. 4. Seller proposals
9.2.1.5. 5. Project documents
9.2.1.6. 6. Make-or-buy decisions
9.2.1.7. 7. Procurement statement of work
9.2.1.8. 8. OPA - Organizational process assets
9.2.2. Tools and techniques
9.2.2.1. Bidder conference
9.2.2.2. Proposal evaluation techniques
9.2.2.3. Independant estimates
9.2.2.4. Expert judgment
9.2.2.5. Advertising
9.2.2.6. Analytical techniques
9.2.2.7. Procurement negociations
9.2.3. Outputs
9.2.3.1. Selected sellers
9.2.3.2. Agreements
9.2.3.3. Resources calendars
9.2.3.4. Change requests
9.2.3.5. Project management plan updates
9.2.3.6. Project documents updates
9.3. Control procurements
9.3.1. Inputs
9.3.1.1. Procurement management plan
9.3.1.2. Procurement documents
9.3.1.3. Agreements
9.3.1.4. Approved change requests
9.3.1.5. Work performance reports
9.3.1.6. Work performance data
9.3.2. Tools and techniques
9.3.2.1. Contract change control system
9.3.2.2. Procurement performance reviews
9.3.2.3. Inspections and audits
9.3.2.4. Performance reporting
9.3.2.5. Payment systems
9.3.2.6. Claims administration
9.3.2.7. Record management system
9.3.3. Outputs
9.3.3.1. Work performance info
9.3.3.2. Change requests
9.3.3.3. Project management plan updates
9.3.3.4. Project documents updates
9.3.3.5. Organizational process assets updates
9.4. Close procurement
9.4.1. Inputs
9.4.1.1. Project management plan
9.4.1.2. Procurement documents
9.4.2. Tools and techniques
9.4.2.1. Procurement audits
9.4.2.2. Procurement negociations
9.4.2.3. Records management system
9.4.3. Outputs
9.4.3.1. Closed procurements
9.4.3.2. Organizational process assets updates
10. Stakeholder
10.1. Identify stakeholders
10.1.1. Inputs
10.1.1.1. Project charter
10.1.1.2. Procurement documents
10.1.1.3. EEF - Entreprise environmental factors
10.1.1.4. OPA - Organizational process assets
10.1.2. Tools and techniques
10.1.2.1. Stakeholder analysis
10.1.2.2. Expert judgment
10.1.2.3. Meetings
10.1.3. Outputs
10.1.3.1. Stakeholder register
10.2. Plan stakeholders management
10.2.1. Inputs
10.2.1.1. Project management plan
10.2.1.2. Stakeholder register
10.2.1.3. EEF - Entreprise Environmental factors
10.2.1.4. OPA - Organizational process assets
10.2.2. Tools and techniques
10.2.2.1. Expert judgement
10.2.2.2. Meetings
10.2.2.3. Analytical techniques
10.2.3. Outputs
10.2.3.1. Stakeholder management plan
10.2.3.2. Project documents updates
10.3. Manage stakeholders engagement
10.3.1. Inputs
10.3.1.1. Stakeholder management plan
10.3.1.2. Communications management plan
10.3.1.3. Change log
10.3.1.4. OPA - Organizational process assets
10.3.2. Tools and techniques
10.3.2.1. Communication methods
10.3.2.2. Interpersonal skills
10.3.2.3. Management skills
10.3.3. Outputs
10.3.3.1. Issue log
10.3.3.2. Change requests
10.3.3.3. Project management plan updates
10.3.3.4. Project documents updates
10.3.3.5. Organizational process assets
10.4. Control stakeholder engagement
10.4.1. Inputs
10.4.1.1. Project management plan
10.4.1.2. Issue log
10.4.1.3. Work performance data
10.4.1.4. Project documents
10.4.2. Tools and techniques
10.4.2.1. Information management systems
10.4.2.2. Expert judgement
10.4.2.3. Meetings
10.4.3. Outputs
10.4.3.1. Work performance info
10.4.3.2. Change requests
10.4.3.3. Project management plan updates
10.4.3.4. Project document updates
10.4.3.5. Organizational process assets updates