1. Project management integration
1.1. Develop project charter
1.1.1. Inputs
1.1.1.1. Project Statement of Work
1.1.1.1.1. Business Need: organization’s business need may be based on a market demand, organizational need, customer request, legal requirement, technological advance, ecological impact, social need.
1.1.1.1.2. Product Scope Description
1.1.1.1.3. Strategic Plan: organization’s strategic goals should be aligned with strategic plan
1.1.1.2. Business Case
1.1.1.2.1. Provide necessary information from a business standpoint to determine whether or not the project is worth the required investment.
1.1.1.2.2. Typical business need and cost-benefit analysis are contained in the business care to justify the project
1.1.1.3. Agreement
1.1.1.3.1. Agreements are used to define initial intentions for a project. Agreements may take the form of contracts, memorandums of understanding (MOUs), service level agreements (SLA), letter of agreements, letters of intent, verbal agreements, email, or other written agreements. Typically, a contract is used when a project is being performed for an external customer
1.1.1.4. Enterprise environmental factors
1.1.1.4.1. Organizational culture/structure, governmental and industry standards, including regulations
1.1.1.4.2. Existing human resources, personnel administration systems and policies
1.1.1.4.3. Company work authorization system, project management information system (PMIS)
1.1.1.5. Organizational process assets
1.1.1.5.1. Standard project life cycles, quality policies and procedures, financial controls, configuration management and change control processes, risk management processes, historical information.
1.1.2. Tools and Techniques
1.1.2.1. Expert Judgment
1.1.2.1.1. Other units within the organization
1.1.2.1.2. Consultants
1.1.2.1.3. Stakeholders, including customers or sponsors
1.1.2.1.4. Professional and technical associations
1.1.2.1.5. Industry groups
1.1.2.1.6. Subject matter experts (SME)
1.1.2.1.7. Project management office
1.1.2.2. Facilitation techniques
1.1.2.2.1. Brainstorming, conflict resolution, problem solving, and meeting management are examples of key techniques used by facilitators to help teams and individuals accomplish project activities.
1.1.3. Outputs
1.1.3.1. Project Charter
1.1.3.1.1. A document is issued by the Sponsor or Project Manager that formally authorizes the existence of a project, and provides the project manager with the authority to apply organizational resources to project activities.
1.2. Develop project management plan
1.2.1. Inputs
1.2.1.1. Project Charter
1.2.1.1.1. output of the Develop Charter process.
1.2.1.2. Outputs from Other Processes
1.2.1.2.1. any baselines and subsidiary plans that are an output from other planning processes are inputs to this process.
1.2.1.3. Enterprise Environmental Factors
1.2.1.3.1. governmental or industry standards; PMBOK for vertical market (e.g., construction); PMIS; organizational structure, culture, management practices, and sustainability; infrastructure (e.g., existing facilities and capital equipment); and personnel administration.
1.2.1.4. Organizational Process Assets
1.2.1.4.1. standardized guidelines, work instructions, proposal evaluation criteria, and performance measurement criteria; project management plan template; change control procedures; project files from previous projects; historical information and lessons learned knowledge base; configuration management knowledge base.
1.2.2. Tools and Techniques
1.2.2.1. Expert Judgment
1.2.2.1.1. Tailor the process to meet the project needs
1.2.2.1.2. Develop technical and management details to be included in the project management plan
1.2.2.1.3. Determine resources and skill levels needed to perform project work,
1.2.2.1.4. Define the level of configuration management to apply on the project,
1.2.2.1.5. Determine which project documents will be subject to the formal change control process
1.2.2.1.6. Priori2ze the work on the project to ensure the project resources are allocated to the appropriate work at the appropriate time
1.2.2.2. Facilitation Techniques
1.2.2.2.1. Brainstorming, conflict resolution, problem solving, and meeting management are key techniques used by facilitators to help teams and individuals achieve agreement to accomplish project activities
1.2.3. Outputs
1.2.3.1. Project management plan
1.2.3.1.1. is the document that describes how the project will be executed, monitored, and controlled. It integrates and consolidates all of the subsidiary plans and baselines from the planning processes.
1.3. Direct and Manage Project Execution
1.3.1. Inputs
1.3.1.1. Project Management Plan
1.3.1.2. Approved Change Requests
1.3.1.3. Enterprise Environmental Factors
1.3.1.4. Organizational Process Assets
1.3.2. Tools and Techniques
1.3.2.1. Expert Judgment
1.3.2.2. Project Management Information System
1.3.2.3. Meetings
1.3.3. Outputs
1.3.3.1. Deliverables
1.3.3.2. Work Performance Data
1.3.3.3. Change Requests
1.3.3.4. Project Management Plan Updates
1.3.3.5. Project Documents Updates
1.4. Monitor and Control Project Work
1.4.1. Inputs
1.4.1.1. Project Management Plan
1.4.1.2. Schedule Forecasts
1.4.1.3. Cost Forecasts
1.4.1.4. Validated change
1.4.1.5. Work Performance Information
1.4.1.6. Enterprise Environmental Factors
1.4.1.7. Organizational Process Assets
1.4.2. Tools and Techniques
1.4.2.1. Expert Judgment
1.4.2.2. Analytical Techniques
1.4.2.3. Project Management Information System
1.4.2.4. Meetings
1.4.3. Outputs
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 Documents Updates
1.5. Perform Integrated Change Control
1.5.1. Inputs
1.5.1.1. Project Management Plan
1.5.1.2. Work Performance Reports
1.5.1.3. Change Requests
1.5.1.4. Enterprise Environmental Factors
1.5.1.5. Organizational Process Assets
1.5.2. Tools and Techniques
1.5.2.1. Expert Judgment
1.5.2.2. Meetings
1.5.2.3. Change Control Tools
1.5.3. Outputs
1.5.3.1. Approved Change Requests
1.5.3.2. Change Log
1.5.3.3. Project Management Plan Updates
1.5.3.4. Project Documents Updates
1.6. Close Project or Phase
1.6.1. Inputs
1.6.1.1. Project Management Plan
1.6.1.2. Accepted Deliverables
1.6.1.3. Organizational Process Assets
1.6.2. Tools and Techniques
1.6.2.1. Expert Judgment
1.6.2.2. Analytical Techniques
1.6.2.3. Meetings
1.6.3. Outputs
1.6.3.1. Final Product, Service, or Result Transition
1.6.3.2. Organizational Process Assets Updates
2. Project scope management
2.1. Plan Scope Management
2.1.1. Inputs
2.1.1.1. Project Management Plan
2.1.1.2. Project Charter
2.1.1.3. Enterprise Environmental Factors
2.1.1.4. Organizational Process Assets
2.1.2. Tools and techniques
2.1.2.1. Expert Judgment
2.1.2.2. Meetings
2.1.3. Outputs
2.1.3.1. Scope Management Plan
2.1.3.2. Requirements Management Plan
2.2. Collect Requirements
2.2.1. Inputs
2.2.1.1. Scope Management Plan
2.2.1.2. Requirements Management Plan
2.2.1.3. Stakeholder Management Plan
2.2.1.4. Project Charter
2.2.1.5. Stakeholder Register
2.2.2. Tools and techniques
2.2.2.1. Interview
2.2.2.2. Focus Group
2.2.2.3. Facilitated Workshops
2.2.2.4. Group Creativity Techniques
2.2.2.5. Group Decision-Making techniques
2.2.2.6. Questionnaires and Surveys
2.2.2.7. Observations
2.2.2.8. Prototypes
2.2.2.9. Benchmarking
2.2.2.10. Context Diagrams
2.2.2.11. Document Analysis
2.2.3. Outputs
2.2.3.1. Requirements Documentation
2.2.3.2. Requirements Traceability Matrix
2.3. Define Scope
2.3.1. Inputs
2.3.1.1. Scope management plan
2.3.1.2. ProjectCharter
2.3.1.3. RequirementsDocumentation
2.3.1.4. OrganizationalProcessAssets
2.3.2. Tools and techniques
2.3.2.1. Expert Judgment
2.3.2.2. Product Analysis
2.3.2.3. Alternatives Generation
2.3.2.4. Facilitated Workshops
2.3.3. Outputs
2.3.3.1. Project Scope Statement
2.3.3.2. Project Documents Updates
2.4. Create WBS
2.4.1. Inputs
2.4.1.1. Scope Management Plan
2.4.1.2. Project Scope Statement
2.4.1.3. Requirements Documentation
2.4.1.4. Enterprise Environmental Factors
2.4.1.5. Organizational Process Assets
2.4.2. Tools and techniques
2.4.2.1. Decomposition
2.4.2.2. Expert judgment
2.4.3. Outputs
2.4.3.1. Scope Baseline
2.4.3.2. Project Document updates
2.5. Validate Scope
2.5.1. Inputs
2.5.1.1. Project Management Plan
2.5.1.2. Requirements Documentation
2.5.1.3. Requirements Traceability Matrix
2.5.1.4. Verified Deliverables
2.5.1.5. Work Performance Data
2.5.2. Tools and techniques
2.5.2.1. Inspection
2.5.2.2. Group Decision-Making Techniques
2.5.3. Outputs
2.5.3.1. Accepted Deliverables
2.5.3.2. Change Requests
2.5.3.3. Work Performance Information
2.5.3.4. Project Documents Updates
2.6. Control Scope
2.6.1. Inputs
2.6.1.1. Project Management Plan
2.6.1.2. Requirements Documentation
2.6.1.3. Requirements Traceability Matrix
2.6.1.4. Work Performance Data
2.6.1.5. Organizational Process Assets
2.6.2. Tools and techniques
2.6.2.1. Variance Analysis
2.6.3. Outputs
2.6.3.1. Work Performance Information
2.6.3.2. Change Requests
2.6.3.3. Project Management Plan Updates
2.6.3.4. Project Documents Updates
2.6.3.5. Organizational Process Assets Updates
3. Project Time Management
3.1. Plan Schedule Management
3.1.1. Inputs
3.1.1.1. Project Management Plan
3.1.1.2. Project Charter
3.1.1.3. Enterprise Environmental Factors
3.1.1.4. Organizational Process Assets
3.1.2. Tools and techniques
3.1.2.1. Expert Judgment
3.1.2.2. Analytical Techniques
3.1.2.3. Meetings
3.1.3. Outputs
3.1.3.1. Schedule Management Plan
3.2. Define Activities
3.2.1. Inputs
3.2.1.1. Schedule Management Plan
3.2.1.2. Scope Baseline
3.2.1.3. Enterprise Environmental Factors
3.2.1.4. Organizational Process Assets
3.2.2. Tools and techniques
3.2.2.1. Decomposition
3.2.2.2. Rolling Wave Planning
3.2.2.3. Expert Judgment
3.2.3. Outputs
3.2.3.1. Activity List
3.2.3.2. Milestone List
3.2.3.3. Activity AOributes
3.3. Sequence Activities
3.3.1. Inputs
3.3.1.1. Schedule Management Plan
3.3.1.2. Activity List
3.3.1.3. Activity Attributes
3.3.1.4. Milestone List
3.3.1.5. Project Scope Statement
3.3.1.6. Enterprise Environmental Factors
3.3.1.7. Organizational Process Assets
3.3.2. Tools and techniques
3.3.2.1. Precedence Diagramming Method
3.3.2.2. Dependency Determination
3.3.2.3. Leads and Lags
3.3.3. Outputs
3.3.3.1. Project Schedule Network Diagrams
3.3.3.2. Project Documents Updates
3.4. Estimate Activity Resources
3.4.1. Inputs
3.4.1.1. Schedule Management Plan
3.4.1.2. Activity List
3.4.1.3. Activity Attributes
3.4.1.4. Resource Calendars
3.4.1.5. Risk Register
3.4.1.6. Activity Cost Estimates
3.4.1.7. Enterprise Environmental Factors
3.4.1.8. Organizational Process Assets
3.4.2. Tools and techniques
3.4.2.1. Expert Judgment
3.4.2.2. Alternative Analysis
3.4.2.3. Published Estimating Data
3.4.2.4. Bottom-Up Estimating
3.4.2.5. Project Management Software
3.4.3. Outputs
3.4.3.1. Activity Resource Requirements
3.4.3.2. Resource Breakdown Structure
3.4.3.3. Project Documents Updates
3.5. Estimate Activity Durations
3.5.1. Inputs
3.5.1.1. Schedule Management Plan
3.5.1.2. Activity List
3.5.1.3. Activity Attributes
3.5.1.4. Activity Resource Requirements
3.5.1.5. Resource Calendars
3.5.1.6. Project Scope Statement
3.5.1.7. Risk Register
3.5.1.8. Resource Breakdown Structure
3.5.1.9. Enterprise Environmental Factors
3.5.1.10. Organizational Process Assets
3.5.2. Tools and techniques
3.5.2.1. Expert Judgment
3.5.2.2. Analogous Estimating
3.5.2.3. Parametric Estimating
3.5.2.4. Three-Point Estimating
3.5.2.5. Group Decision-Making Techniques
3.5.2.6. Reserve Analysis
3.5.3. Outputs
3.5.3.1. Activity Duration Estimates
3.5.3.2. Project Documents Updates
3.6. Develop Schedule
3.6.1. Inputs
3.6.1.1. Schedule Management Plan
3.6.1.2. Activity List
3.6.1.3. Activity Attributes
3.6.1.4. Project Schedule Network Diagrams
3.6.1.5. Activity Resource Requirements
3.6.1.6. Resource Calendars
3.6.1.7. Activity Duration Estimates
3.6.1.8. Project Scope Statement
3.6.1.9. Risk Register
3.6.1.10. Project Staff Assignments
3.6.1.11. Resource Breakdown Structure
3.6.1.12. Enterprise Environmental Factors
3.6.1.13. Organizational Process Assets
3.6.2. Tools and techniques
3.6.2.1. Schedule Network Analysis
3.6.2.2. Critical Path Method
3.6.2.3. Critical Chain Method
3.6.2.4. Resource Optimization Techniques
3.6.2.5. Modeling Techniques
3.6.2.6. Leads and Lags
3.6.2.7. Schedule Compression
3.6.2.8. Scheduling Tool
3.6.3. Outputs
3.6.3.1. Schedule Baseline
3.6.3.2. Project Schedule
3.6.3.3. Schedule Data
3.6.3.4. Project Calendars
3.6.3.5. Project Management Plan Updates
3.6.3.6. Project Documents Updates
3.7. Control Schedule
3.7.1. Inputs
3.7.1.1. Project Management Plan
3.7.1.2. Project Schedule
3.7.1.3. Work Performance Data
3.7.1.4. Project Calendars
3.7.1.5. Schedule Data
3.7.1.6. Organizational Process Assets
3.7.2. Tools and techniques
3.7.2.1. Performance Reviews
3.7.2.2. Project Management Software
3.7.2.3. Resource Optimization Techniques
3.7.2.4. Modeling Techniques
3.7.2.5. Leads and Lags
3.7.2.6. Schedule Compression
3.7.2.7. Scheduling Tool
3.7.3. Outputs
3.7.3.1. Work Performance Information
3.7.3.2. Schedule Forecasts
3.7.3.3. Change Requests
3.7.3.4. Project Management Plan Updates
3.7.3.5. Project Documents Updates
3.7.3.6. Organizational Process Assets Updates
4. Project Cost Management
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. Enterprise Environmental Factors
4.1.1.4. Organizational Process Assets
4.1.2. Tools and techniques
4.1.2.1. Expert Judgment
4.1.2.2. Analytical Techniques
4.1.2.3. Meetings
4.1.3. Outputs
4.1.3.1. Cost Management Plan
4.2. Estimate Costs
4.2.1. Inputs
4.2.1.1. Cost Management Plan
4.2.1.2. Human Resource Management Plan
4.2.1.3. Scope Baseline
4.2.1.4. Project Schedule
4.2.1.5. Risk Register
4.2.1.6. Enterprise Environmental Factors
4.2.1.7. Organizational Process Assets
4.2.2. Tools and techniques
4.2.2.1. Expert Judgment
4.2.2.2. Analogous Estimating
4.2.2.3. Parametric Estimating
4.2.2.4. Bottom-Up Estimating
4.2.2.5. Three-Point Estimating
4.2.2.6. Reserve Analysis
4.2.2.7. Cost of Quality (COQ)
4.2.2.8. Project Management Software
4.2.2.9. Vendor Bid Analysis
4.2.2.10. 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 Documents Updates
4.3. Determine Budget
4.3.1. Inputs
4.3.1.1. Cost Management Plan
4.3.1.2. Scope Baseline
4.3.1.3. Activity Cost Estimates
4.3.1.4. Basis of Estimates
4.3.1.5. Project Schedule
4.3.1.6. Resource Calendars
4.3.1.7. Risk Register
4.3.1.8. Agreements
4.3.1.9. 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 Judgment
4.3.2.4. Historical Relationships
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. OrganizaHonal Process Assets
4.4.2. Tools and techniques
4.4.2.1. Earned Value Management
4.4.2.2. Forecasting
4.4.2.3. To-Complete Performance Index
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. Project Quality Management
5.1. Plan Quality Management
5.1.1. Inputs
5.1.1.1. Project Management Plan
5.1.1.2. Organizational Process Assets
5.1.1.3. Risk Register
5.1.1.4. Stakeholder Register
5.1.1.5. Requirements Documentation
5.1.1.6. Enterprise Environmental Factors
5.1.2. Tools and techniques
5.1.2.1. Cost-Benefit Analysis
5.1.2.2. Cost of Quality
5.1.2.3. Seven Basic Quality Tools
5.1.2.4. Benchmarking
5.1.2.5. Design of Experiments
5.1.2.6. Statistical Sampling
5.1.2.7. Additional Quality Planning Tools
5.1.2.8. Meetings
5.1.3. Outputs
5.1.3.1. Quality Management Plan
5.1.3.2. Process Improvement Plan
5.1.3.3. Quality Metrics
5.1.3.4. Quality Checklists
5.1.3.5. Project Documents Updates
5.2. Perform Quality Assurance
5.2.1. Inputs
5.2.1.1. Quality Management Plan
5.2.1.2. Process Improvement Plan
5.2.1.3. Quality Metrics
5.2.1.4. Quality Control Measurements
5.2.1.5. Project Documents
5.2.2. Tools and techniques
5.2.2.1. Quality Management and Control Tools
5.2.2.2. Quality Audits
5.2.2.3. Process Analysis
5.2.3. Outputs
5.2.3.1. Change Requests
5.2.3.2. Project Management Plan Updates
5.2.3.3. Project Documents Updates
5.2.3.4. Organizational Process Assets Updates
5.3. Control Quality
5.3.1. Inputs
5.3.1.1. Project Management Plan
5.3.1.2. Quality Metrics
5.3.1.3. Quality Checklists
5.3.1.4. Work Performance Data
5.3.1.5. Approved Change Requests
5.3.1.6. Deliverables
5.3.1.7. Project Documents
5.3.1.8. Organizational Process Assets
5.3.2. Tools and techniques
5.3.2.1. Seven Basic Quality Tools
5.3.2.2. Statistical Sampling
5.3.2.3. Inspection
5.3.2.4. Approved Change Requests Review
5.3.3. Outputs
5.3.3.1. Quality Control Measurements
5.3.3.2. Validated Changes
5.3.3.3. Verified Deliverables
5.3.3.4. Work Performance Information
5.3.3.5. Change Requests
5.3.3.6. Project Management Plan Updates
5.3.3.7. Project Documents Updates
5.3.3.8. Organizational Process Assets Updates
6. Project Management Framework
6.1. Initiating process group
6.2. Planning process group
6.3. Executing process group
6.4. Monitoring & controlling process group
6.5. Closing process group
7. Project Human Resource Management
7.1. Plan Human Resource Management
7.1.1. Inputs
7.1.1.1. Project Management Plan
7.1.1.2. Activity Resource Requirements
7.1.1.3. Enterprise Environmental Factors
7.1.1.4. Organizational Process Assets
7.1.2. Tools and techniques
7.1.2.1. Organization Charts and Position Descriptions
7.1.2.2. Networking
7.1.2.3. Organizational Theory
7.1.2.4. Expert Judgment
7.1.2.5. Meetings
7.1.3. Outputs
7.1.3.1. Human Resource Management Plan
7.2. Acquire Project Team
7.2.1. Inputs
7.2.1.1. Human Resource Management Plan
7.2.1.2. Enterprise Environmental Factors
7.2.1.3. OrganizaQonal Process Assets
7.2.2. Tools and techniques
7.2.2.1. Pre-assignment
7.2.2.2. Negotiation
7.2.2.3. Acquisition
7.2.2.4. Virtual teams
7.2.2.5. Multi-Criteria Decision Analysis
7.2.3. Outputs
7.2.3.1. Project Staff Assignments
7.2.3.2. Resource Calendars
7.2.3.3. Project Management Plan Updates
7.3. Develop Project Team
7.3.1. Inputs
7.3.1.1. Human Resource Management Plan
7.3.1.2. Project Staff Assignments
7.3.1.3. Resource Calendars
7.3.2. Tools and techniques
7.3.2.1. Interpersonal Skills
7.3.2.2. Training
7.3.2.3. Team-Building Activities
7.3.2.4. Ground Rules
7.3.2.5. Colocation
7.3.2.6. Recognition and Rewards
7.3.2.7. Personnel Assessment Tools
7.3.3. Outputs
7.3.3.1. Team Performance Assessments
7.3.3.2. Enterprise Environmental Factors Updates
7.4. Manage Project Team
7.4.1. Inputs
7.4.1.1. Human Resource Management Plan
7.4.1.2. Project Staff Assignments
7.4.1.3. Team Performance Assessments
7.4.1.4. Issue Log
7.4.1.5. Work Performance Reports
7.4.1.6. Organizational Process Assets
7.4.2. Tools and techniques
7.4.2.1. Observation and Conversation
7.4.2.2. Project Performance Appraisals
7.4.2.3. Conflict Management
7.4.2.4. Interpersonal Skills
7.4.3. Outputs
7.4.3.1. Change Requests
7.4.3.2. Project Management Plan Updates
7.4.3.3. Project Documents Updates
7.4.3.4. Enterprise Environmental Factors Updates
7.4.3.5. Organizational Process Assets Updates
8. Project Communications Management
8.1. Plan Communications Management
8.1.1. Inputs
8.1.1.1. Project Management Plan
8.1.1.2. Stakeholder Register
8.1.1.3. Enterprise Environmental Factors
8.1.1.4. Organizational Process Assets
8.1.2. Tools and techniques
8.1.2.1. CommunicationRequirementsAnalysis
8.1.2.2. Communication Technology
8.1.2.3. Communication Models
8.1.2.4. Communication Methods
8.1.2.5. Meeting
8.1.3. Outputs
8.1.3.1. Communications Management Plan
8.1.3.2. Project Documents Updates
8.2. Manage Communications
8.2.1. Inputs
8.2.1.1. Communications Management Plan
8.2.1.2. Work Performance Reports
8.2.1.3. Enterprise Environmental Factors
8.2.1.4. Organizational Process Assets
8.2.2. Tools and techniques
8.2.2.1. Communication Technology
8.2.2.2. Communication Models
8.2.2.3. Communication Methods
8.2.2.4. Information Management Systems
8.2.2.5. Performance Reporting
8.2.3. Outputs
8.2.3.1. Project Communications
8.2.3.2. Project Management Plan Updates
8.2.3.3. Project Documents Updates
8.2.3.4. Organizational Process Assets Updates
8.3. Control Communications
8.3.1. Inputs
8.3.1.1. Project Management Plan
8.3.1.2. Project Communications
8.3.1.3. Issue Log
8.3.1.4. Work Performance Data
8.3.1.5. Organizational Process Assets
8.3.2. Tools and techniques
8.3.2.1. Information Management Systems
8.3.2.2. Expert Judgment
8.3.2.3. Meetings
8.3.3. Outputs
8.3.3.1. Work Performance Information
8.3.3.2. Change Requests
8.3.3.3. Project Management Plan Updates
8.3.3.4. Project Documents Updates
8.3.3.5. Organizational Process Assets Updates
9. Project Risk Management
9.1. Plan Risk Management
9.1.1. Inputs
9.1.1.1. Project Management Plan
9.1.1.2. Project Charter
9.1.1.3. Stakeholder Register
9.1.1.4. Enterprise Environmental Factors
9.1.1.5. Organizational Process Assets
9.1.2. Tools and techniques
9.1.2.1. Analytical Techniques
9.1.2.2. Expert Judgment
9.1.2.3. Meetings
9.1.3. Outputs
9.1.3.1. Risk Management Plan
9.2. Identify Risks
9.2.1. Inputs
9.2.1.1. Risk Management Plan
9.2.1.2. Cost Management Plan
9.2.1.3. Schedule Management Plan
9.2.1.4. Quality Management Plan
9.2.1.5. Human Resource Management Plan
9.2.1.6. Scope Baseline
9.2.1.7. Activity Cost Estimates
9.2.1.8. Activity Duration Estimates
9.2.1.9. Stakeholder Register
9.2.1.10. Project Documents
9.2.1.11. Procurement Documents
9.2.1.12. Enterprise Environmental Factors
9.2.1.13. Organizational Process Assets
9.2.2. Tools and techniques
9.2.2.1. Documentation Reviews
9.2.2.2. Information Gathering Techniques
9.2.2.3. Checklist Analysis
9.2.2.4. Assumptions Analysis
9.2.2.5. Diagramming Techniques
9.2.2.6. SWOT Analysis
9.2.2.7. Expert Judgment
9.2.3. Outputs
9.2.3.1. Risk Register
9.3. Perform Qualitative Risk Analysis
9.3.1. Inputs
9.3.1.1. Risk Management Plan
9.3.1.2. Scope Baseline
9.3.1.3. Risk Register
9.3.1.4. Enterprise Environmental Factors
9.3.1.5. Organizational process assest
9.3.2. Tools and techniques
9.3.2.1. Risk Probability and Impact Assessment
9.3.2.2. Probability and Impact Matrix
9.3.2.3. Risk Data Quality Assessment
9.3.2.4. Risk CategorizaJon
9.3.2.5. Risk Urgency Assessment
9.3.2.6. Expert Judgment
9.3.3. Outputs
9.3.3.1. Project Documents Updates
9.4. Perform Quantitative Risk Analysis
9.4.1. Inputs
9.4.1.1. Risk Management Plan
9.4.1.2. Cost Management Plan
9.4.1.3. Schedule Management Plan
9.4.1.4. Risk Register
9.4.1.5. Enterprise Environmental Factors
9.4.1.6. OrganizaJonal Process Assets
9.4.2. Tools and techniques
9.4.2.1. Data Gathering and Representation Techniques
9.4.2.2. Quantitative Risk Analysis and Modeling Techniques
9.4.2.3. Expert Judgment
9.4.3. Outputs
9.4.3.1. Project Documents Updates
9.5. Plan Risk Responses
9.5.1. Inputs
9.5.1.1. Risk Management Plan
9.5.1.2. Risk Register
9.5.2. Tools and techniques
9.5.2.1. Strategies for Negative Risk or Threats
9.5.2.2. Strategies for Positive Risks or Opportunities
9.5.2.3. Contingent Response Strategies
9.5.2.4. Expert Judgment
9.5.3. Outputs
9.5.3.1. Project Management Plan Updates
9.5.3.2. Project Documents Updates
9.6. Control Risks
9.6.1. Inputs
9.6.1.1. Project Management Plan
9.6.1.2. Risk Register
9.6.1.3. Work Performance Data
9.6.1.4. Work Performance Reports
9.6.2. Tools and techniques
9.6.2.1. Risk Reassessment
9.6.2.2. Risk Audits
9.6.2.3. Variance and Trend Analysis
9.6.2.4. Technical Performance Measurement
9.6.2.5. Reserve Analysis
9.6.2.6. Meetings
9.6.3. Outputs
9.6.3.1. Work Performance Information
9.6.3.2. Change Requests
9.6.3.3. Project Management Plan Updates
9.6.3.4. Project Documents Updates
9.6.3.5. Actual outcomes of the project’s risks and of the risk responses
9.6.3.6. OrganizaJonal Process Assets Updates
10. Project Procurement Management
10.1. Plan Procurements
10.1.1. Inputs
10.1.1.1. Project Management Plan
10.1.1.2. Requirements Documentation
10.1.1.3. Risk Register
10.1.1.4. Activity Resource Requirements
10.1.1.5. Project Schedule
10.1.1.6. Activity Cost Estimates
10.1.1.7. Stakeholder Register
10.1.1.8. Enterprise Environmental Factors
10.1.1.9. Organizational process assets
10.1.2. Tools and techniques
10.1.2.1. Make-or-Buy Analysis
10.1.2.2. Expert Judgment
10.1.2.3. Market Research
10.1.2.4. Meetings
10.1.3. Outputs
10.1.3.1. Procurement Management Plan
10.1.3.2. Procurement Statement of Work
10.1.3.3. Procurement Documents
10.1.3.4. Source Selection Criteria
10.1.3.5. Make-or-Buy Decisions
10.1.3.6. Change Requests
10.1.3.7. Project Documents Updates
10.2. Conduct Procurements
10.2.1. Inputs
10.2.1.1. Procurement Management Plan
10.2.1.2. Procurement Documents
10.2.1.3. Source Selection Criteria
10.2.1.4. Seller Proposals
10.2.1.5. Project Documents
10.2.1.6. Make-or-Buy Decisions
10.2.1.7. Procurement Statement of Work
10.2.1.8. Organizational Process Assets
10.2.2. Tools and techniques
10.2.2.1. Bidder Conferences
10.2.2.2. Proposal Evaluation Techniques
10.2.2.3. Independent Estimates
10.2.2.4. Expert Judgment
10.2.2.5. Advertising
10.2.2.6. Analytical Techniques
10.2.2.7. Procurement Negotiations
10.2.3. Outputs
10.2.3.1. Selected Sellers
10.2.3.2. Agreements
10.2.3.3. Resource Calendars
10.2.3.4. Change Requests
10.2.3.5. Project Management Plan Updates
10.2.3.6. Project Documents Updates
10.3. Control Procurements
10.3.1. Inputs
10.3.1.1. Project Management Plan
10.3.1.2. Procurement Documents
10.3.1.3. Agreements
10.3.1.4. Approved Change Requests
10.3.1.5. Work Performance Reports
10.3.1.6. Work Performance Data
10.3.2. Tools and techniques
10.3.2.1. Contract Change Control System
10.3.2.2. Procurement Performance Reviews
10.3.2.3. Inspections and Audits
10.3.2.4. Performance Reporting
10.3.2.5. Payment Systems
10.3.2.6. Claims Administration
10.3.2.7. Records management system
10.3.3. Outputs
10.3.3.1. Work Performance Information
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 Updates
10.4. Close Procurements
10.4.1. Inputs
10.4.1.1. Project Management Plan
10.4.1.2. Procurement Documents
10.4.2. Tools and techniques
10.4.2.1. Procurement Audits
10.4.2.2. Procurement Negotiations
10.4.2.3. Records Management System
10.4.3. Outputs
10.4.3.1. Closed Procurements
10.4.3.2. Organizational Process Assets Updates
11. Project Stakeholder Management
11.1. IdenIfy Stakeholders
11.1.1. Inputs
11.1.1.1. Project charter
11.1.1.2. Procurement documents
11.1.1.3. Enterprise environmental factors
11.1.1.4. Organizational process assets
11.1.2. Tools and techniques
11.1.2.1. Stakeholder analysis
11.1.2.2. Expert judgment
11.1.2.3. Meetings
11.1.3. Outputs
11.1.3.1. Stakeholder register
11.2. Plan Stakeholder Management
11.2.1. Inputs
11.2.1.1. Project Management Plan
11.2.1.2. Stakeholder Register
11.2.1.3. Enterprise Environmental Factors
11.2.1.4. OrganizaIonal Process Assets
11.2.2. Tools and techniques
11.2.2.1. Expert Judgment
11.2.2.2. Meetings
11.2.2.3. AnalyIcal Techniques
11.2.3. Outputs
11.2.3.1. Stakeholder Management Plan
11.2.3.2. Project document updates
11.3. Manage Stakeholder Engagement
11.3.1. Inputs
11.3.1.1. Stakeholder Management Plan
11.3.1.2. CommunicaIons Management Plan
11.3.1.3. Change Log
11.3.1.4. Organizational process assets
11.3.2. Tools and techniques
11.3.2.1. CommunicaIon Methods
11.3.2.2. Interpersonal Skills
11.3.2.3. Management Skills
11.3.3. Outputs
11.3.3.1. Issue Log
11.3.3.2. Change Requests
11.3.3.3. Project Management Plan Updates
11.3.3.4. Project Documents Updates
11.3.3.5. OrganizaIonal Process Assets Updates
11.4. Control Stakeholder Engagement
11.4.1. Inputs
11.4.1.1. Project Management Plan
11.4.1.2. Issue Log
11.4.1.3. Work Performance Data
11.4.1.4. Project Documents
11.4.2. Tools and techniques
11.4.2.1. InformaIon Management Systems
11.4.2.2. Expert Judgment
11.4.2.3. Meetings
11.4.3. Outputs
11.4.3.1. Work Performance InformaIon
11.4.3.2. Change Requests
11.4.3.3. Project Management Plan Updates
11.4.3.4. Project Documents Updates
11.4.3.5. OrganizaIonal Process Assets Updates