1. Initiating
2. Planning
3. Executing
4. Monitoring & controlling
5. Closing
6. Integration
6.1. Develop project charter
6.1.1. Input
6.1.1.1. Project statement of work
6.1.1.2. Business case
6.1.1.3. EEF - Entreprise environmental factors
6.1.1.4. OPA - Organizational process assets
6.1.1.5. Agreement
6.1.2. Tools and techniques
6.1.2.1. Expert judgment
6.1.2.2. Facilitation techniques
6.1.3. Output
6.1.3.1. Project charter
6.2. Develop project management plan
6.2.1. Inputs
6.2.1.1. Project charter
6.2.1.2. EEF - Entreprise environmental factors
6.2.1.3. OPA - Organizational process assets
6.2.1.4. Outputs from other processes
6.2.2. Tools and techniques
6.2.2.1. Expert judgement
6.2.2.2. Facilitation techniques
6.2.3. Output
6.2.3.1. Project management plan
6.3. Direct and manager project work
6.3.1. Inputs
6.3.1.1. Project management plan
6.3.1.2. Approved changed requests
6.3.1.3. EEF - Entreprise Environmental factors
6.3.1.4. OPA - Organizational process assets
6.3.2. Tools and techniques
6.3.2.1. Expert judgement
6.3.2.2. PMIS - Project management information system
6.3.2.3. Meetings
6.3.3. Output
6.3.3.1. Deliverables
6.3.3.2. Change requests
6.3.3.3. Project management plan updates
6.3.3.4. Project document updates
6.3.3.5. Work performance data
6.4. Monitor and control project work
6.4.1. Input
6.4.1.1. Project management plan
6.4.1.2. EEF - Entreprise Environmental factors
6.4.1.3. OPA - Organizational process assets
6.4.1.4. Schedule forecast
6.4.1.5. Cost forecast
6.4.1.6. Validated changes
6.4.1.7. Work performance information
6.4.2. Tools and techniques
6.4.2.1. Expert judgement
6.4.2.2. Analytical techniques
6.4.2.3. PMIS - Project management information system
6.4.2.4. Meetings
6.4.3. Output
6.4.3.1. Change requests
6.4.3.2. Work performance reports
6.4.3.3. Project management plan updates
6.4.3.4. Project document updates
6.5. Perform integrated change control
6.5.1. Input
6.5.1.1. Project management plan
6.5.1.2. Change requests
6.5.1.3. EEF - Entreprise Environmental factors
6.5.1.4. OPA - Organizational process assets
6.5.1.5. Work performance reports
6.5.2. Tools and techniques
6.5.2.1. Expert judgement
6.5.2.2. Change control tools
6.5.2.3. Meetings
6.5.3. Output
6.5.3.1. Project management plan updates
6.5.3.2. Project document updates
6.5.3.3. Approved change requests
6.5.3.4. Change log
6.6. Close project or phase
6.6.1. Input
6.6.1.1. Project management plan
6.6.1.2. Accepted deliverables
6.6.1.3. OPA - Organizational process assets
6.6.2. Tools and techniques
6.6.2.1. Expert judgement
6.6.2.2. Meetings
6.6.2.3. Analytical techniques
6.6.3. Output
6.6.3.1. Final product, service or result transition
6.6.3.2. OPA - Organizational process assets updates
7. Time
7.1. Create schedule management plan
7.1.1. Input
7.1.1.1. Project charter
7.1.1.2. Project management plan
7.1.1.3. OPA - Organizational process assets
7.1.1.4. EEF - Entreprise environmental factors
7.1.2. Tools and techniques
7.1.2.1. Expert judgement
7.1.2.2. Meetings
7.1.2.3. Analytical techniques
7.1.3. Output
7.1.3.1. Schedule management plan
7.2. Define activities
7.2.1. Input
7.2.1.1. Scope Baseline
7.2.1.2. Schedule management plan
7.2.1.3. OPA - Organizational process assets
7.2.1.4. EEF - Entreprise environmental factors
7.2.2. Tools and techniques
7.2.2.1. Decomposition
7.2.2.2. Rolling wave planning
7.2.2.3. Expert judgement
7.2.3. Output
7.2.3.1. Activity list
7.2.3.2. Activity attributes
7.2.3.3. Milestones list
7.3. Sequence activities
7.3.1. Input
7.3.1.1. Activity list
7.3.1.2. Activity attributes
7.3.1.3. Milestones list
7.3.1.4. Project scope statement
7.3.1.5. OPA - Organizational process assets
7.3.1.6. EEF - Entreprise environmental factors
7.3.1.7. Schedule management plan
7.3.2. Tools and techniques
7.3.2.1. Precedence Diagramming Method (PDM)
7.3.2.2. Dependency determination
7.3.2.3. Leads and lags
7.3.3. Output
7.3.3.1. Project schedule network diagrams
7.3.3.2. Project documents updates
7.4. Estimate activity resources
7.4.1. Input
7.4.1.1. Activity list
7.4.1.2. Activity attributes
7.4.1.3. OPA - Organizational process assets
7.4.1.4. EEF - Entreprise environmental factors
7.4.1.5. Schedule management plan
7.4.1.6. Resource calendars
7.4.1.7. Risk register
7.4.1.8. Activity cost estimates
7.4.2. Tools and techniques
7.4.2.1. Expert judgement
7.4.2.2. Alternative Analysis
7.4.2.3. Published estimating data
7.4.2.4. Bottom-up estimating
7.4.2.5. Project Management software
7.4.3. Output
7.4.3.1. Activity resource requirements
7.4.3.2. Resource breakdown structure
7.4.3.3. Project document updates
7.5. Estimate activity durations
7.5.1. Input
7.5.1.1. Activity list
7.5.1.2. Activity attributes
7.5.1.3. Activity resource requirements
7.5.1.4. Resource calendars
7.5.1.5. Project scope statement
7.5.1.6. OPA - Organizational process assets
7.5.1.7. EEF - Entreprise environmental factors
7.5.1.8. Schedule management plan
7.5.1.9. Risk register
7.5.1.10. Resource breakdown structure
7.5.2. Tools and techniques
7.5.2.1. Expert judgement
7.5.2.2. Analogous estimating
7.5.2.3. ParaMetric estimating
7.5.2.4. Three-point estimating
7.5.2.5. Reserve analysis
7.5.2.6. Group decision-making techniques
7.5.3. Output
7.5.3.1. Activity duration estimates
7.5.3.2. Project document updates
7.6. Develop schedule
7.6.1. Input
7.6.1.1. Activity list
7.6.1.2. Activity attributes
7.6.1.3. Project schedule network diagrams
7.6.1.4. Activity resource requirements
7.6.1.5. Resource calendars
7.6.1.6. Activity duration estimates
7.6.1.7. Project scope statement
7.6.1.8. OPA - Organizational process assets
7.6.1.9. EEF - Entreprise environmental factors
7.6.1.10. Schedule management plan
7.6.1.11. Risk register
7.6.1.12. Project staff assignements
7.6.1.13. Resource breakdown structure
7.6.2. Tools and techniques
7.6.2.1. Schedule network analysis
7.6.2.2. Critical path method
7.6.2.3. Critical chain method
7.6.2.4. Schedule compression
7.6.2.5. Scheduling tool
7.6.2.6. Resource optimization techniques
7.6.2.7. Modeling techniques
7.6.2.8. Leads and lags
7.6.3. Output
7.6.3.1. Schedule baseline
7.6.3.2. Project schedule
7.6.3.3. Schedule data
7.6.3.4. Project documents updates
7.6.3.5. Project calendars
7.6.3.6. Project management plan updates
7.7. Control schedule
7.7.1. Inputs
7.7.1.1. Project management plan
7.7.1.2. Project schedule
7.7.1.3. Work performance data
7.7.1.4. Project calendars
7.7.1.5. Schedule data
7.7.1.6. OPA - Organizational process assets
7.7.1.7. EEF - Entreprise environmental factors
7.7.2. Tools and techniques
7.7.2.1. Performance reviews
7.7.2.2. Project management software
7.7.2.3. Resources optimization techniques
7.7.2.4. Modeling techniques
7.7.2.5. Leads and lags
7.7.2.6. Schedule compression
7.7.2.7. Scheduling tool
7.7.3. Outputs
7.7.3.1. Work performance information
7.7.3.2. Schedule forecast
7.7.3.3. Change requests
7.7.3.4. Project documents updates
7.7.3.5. Project management plan updates
7.7.3.6. Organization process assets updates
8. Scope
8.1. Create scope management plan
8.1.1. Input
8.1.1.1. Project management plan
8.1.1.2. Project charter
8.1.1.3. EEF - Entreprise environmental factors
8.1.1.4. OPA - Organizational process assets
8.1.2. Tools and techniques
8.1.2.1. Expert judgement
8.1.2.2. Meetings
8.1.3. Output
8.1.3.1. Scope managment plan
8.1.3.2. Requirement management plan
8.2. Collect requirements
8.2.1. Input
8.2.1.1. 1. Project charter
8.2.1.2. 2. Stakeholder register
8.2.1.3. 3. Scope management plan
8.2.1.4. 4. Requirements management plan
8.2.1.5. 5. Stakeholder management plan
8.2.2. Tools and techniques
8.2.2.1. 1. Interviews
8.2.2.2. 2. Focus group
8.2.2.3. 3. Facilitated workshops
8.2.2.4. 4. Group creativity techniques
8.2.2.5. 5. Group decision-making techniques
8.2.2.6. 6. Questionnaires and surveys
8.2.2.7. 7. Observations
8.2.2.8. 8. Prototypes
8.2.2.9. 9. Benchmarking
8.2.2.10. 10. Context diagram
8.2.2.11. 11. Document analysis
8.2.3. Output
8.2.3.1. Requirements documentation
8.2.3.1.1. Root business solved
8.2.3.1.2. Source of the requirement
8.2.3.1.3. The way each requirement addresses the problem
8.2.3.1.4. How the business processes interact with the requirement
8.2.3.1.5. Associated measurements for each requirement
8.2.3.1.6. Business legal ethical compliance
8.2.3.1.7. Constraints and assumptions
8.2.3.1.8. Anticipated impact
8.2.3.2. Requirements traceability matrix
8.3. Define scope
8.3.1. Input
8.3.1.1. Project charter
8.3.1.2. Requirements documentation
8.3.1.3. OPA - Organizational process assets
8.3.1.4. Scope management plan
8.3.2. Tools and techniques
8.3.2.1. Expert judgement
8.3.2.2. Product analysis
8.3.2.3. Facilitated workshops
8.3.2.4. Alternatives generation
8.3.3. Output
8.3.3.1. Project scope statement
8.3.3.2. Project documents updates
8.4. Create WBS
8.4.1. Input
8.4.1.1. Project scope statement
8.4.1.2. Requirement documentation
8.4.1.3. Scope management plan
8.4.1.4. OPA - Organizational process assets
8.4.1.5. EEF - Entreprise environmental factors
8.4.2. Tools and techniques
8.4.2.1. Decomposition
8.4.2.2. Expert judgement
8.4.3. Output
8.4.3.1. Scope baseline
8.4.3.1.1. Project scope statement
8.4.3.1.2. WBS
8.4.3.1.3. WBS dictonary
8.4.3.2. Project document updates
8.5. Validate scope
8.5.1. Input
8.5.1.1. Project management plan
8.5.1.2. Requirements documentation
8.5.1.3. Requirements traceability matrix
8.5.1.4. Verified deliverables
8.5.1.5. Work performance data
8.5.2. Tools and techniques
8.5.2.1. Inspection
8.5.2.2. Groupe decision-making techniques
8.5.3. Output
8.5.3.1. Accepted deliverables
8.5.3.2. Change requests
8.5.3.3. Project documents updates
8.5.3.4. Work performance information
8.6. Control scope
8.6.1. Input
8.6.1.1. Project management plan
8.6.1.2. Requirements documentation
8.6.1.3. Requirements traceability matrix
8.6.1.4. Work performance data
8.6.1.5. OPA - Organizational process assets
8.6.2. Tools and techniques
8.6.2.1. Variance analysis
8.6.3. Output
8.6.3.1. Change requests
8.6.3.2. Project management plan updates
8.6.3.3. Project documents updates
8.6.3.4. OPA - Organizational process assets updates
8.6.3.5. Work performance information
9. Cost
9.1. Plan cost management
9.1.1. Inputs
9.1.1.1. Project management plan
9.1.1.2. Project charter
9.1.1.3. EEF - Entreprise environmental factors
9.1.1.4. OPA - Organizational process assets
9.1.2. Tools and techniques
9.1.2.1. Expert judgement
9.1.2.2. Meetings
9.1.2.3. Analytical techniques
9.1.3. Outputs
9.1.3.1. Cost management plan
9.2. Estimate costs
9.2.1. Inputs
9.2.1.1. 1. Cost management plan
9.2.1.2. 2. Human resource management plan
9.2.1.3. 3. Scope baseline
9.2.1.4. 4. Project schedule
9.2.1.5. 5. Risk register
9.2.1.6. 6. EEF - Entreprise environmental factors
9.2.1.7. 7. OPA - Organizational process assets
9.2.2. Tools and techniques
9.2.2.1. 1. Expert judgement
9.2.2.2. 2. Analogous estimating
9.2.2.3. 3. Parametric estimating
9.2.2.4. 4. Bottom-up estimating
9.2.2.5. 5. Three-point estimating
9.2.2.6. 6. Reserve analysis
9.2.2.7. 7. Cost of quality
9.2.2.8. 8. Project management software
9.2.2.9. 9. Vendor bid analysis
9.2.2.10. 10. Group decision-making techniques
9.2.3. Outputs
9.2.3.1. Activity cost estimates
9.2.3.2. Basis of estimates
9.2.3.3. Project document updates
9.3. Determine budget
9.3.1. Inputs
9.3.1.1. 1. Cost management plan
9.3.1.2. 2. Scope baseline
9.3.1.3. 3. Activity cost estimates
9.3.1.4. 4. Basis of estimates
9.3.1.5. 5. Project schedule
9.3.1.6. 6. Resource calendars
9.3.1.7. 7. Risk register
9.3.1.8. 8. Agreements
9.3.1.9. 9. OPA - Organizational process assets
9.3.2. Tools and techniques
9.3.2.1. Cost aggregation
9.3.2.2. Reserve analysis
9.3.2.3. Expert judgement
9.3.2.4. Historical relationship
9.3.2.5. Funding limit reconciliation
9.3.3. Outputs
9.3.3.1. Cost baseline
9.3.3.2. Project funding requirements
9.3.3.3. Project documents updates
9.4. Control costs
9.4.1. Inputs
9.4.1.1. Project management plan
9.4.1.2. Project funding requirements
9.4.1.3. Work performance data
9.4.1.4. OPA - Organizational process assets
9.4.2. Tools and techniques
9.4.2.1. Earned value management
9.4.2.2. Forecasting
9.4.2.3. TCPI
9.4.2.4. Performance reviews
9.4.2.5. Project management software
9.4.2.6. Reserve analysis
9.4.3. Outputs
9.4.3.1. Work performance information
9.4.3.2. Cost forecasts
9.4.3.3. Change requests
9.4.3.4. Project management plan updates
9.4.3.5. Project documents updates
9.4.3.6. Organizational process assets updates
10. HR
10.1. Plan human resource management
10.1.1. Inputs
10.1.1.1. Project management plan
10.1.1.2. Activity resource requirements
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. Organizational charts and position descriptions
10.1.2.1.1. Hierarchical
10.1.2.1.2. Matrix
10.1.2.1.3. Text-oriented formats
10.1.2.2. Networking
10.1.2.3. Organizational theory
10.1.2.4. Expert judgement
10.1.2.5. Meetings
10.1.3. Outputs
10.1.3.1. Human resource management plan
10.2. Acquire project team
10.2.1. Inputs
10.2.1.1. Human resource management plan
10.2.1.2. EEF - Entreprise environmental factors
10.2.1.3. OPA - Organizational process assets
10.2.2. Tools and techniques
10.2.2.1. Pre-assignements
10.2.2.2. Negociation
10.2.2.3. Acquisition
10.2.2.4. Virtual teams
10.2.2.5. Multi-criteria decision analysis
10.2.3. Outputs
10.2.3.1. Project staff assignments
10.2.3.2. Resource calendars
10.2.3.3. Project management plan updates
10.3. Develop project team
10.3.1. Inputs
10.3.1.1. Human resource management plan
10.3.1.2. Project staff assignments
10.3.1.3. Resource calendars
10.3.2. Tools and techniques
10.3.2.1. Interpersonal skills
10.3.2.2. Training
10.3.2.3. Team-building activities
10.3.2.4. Ground rules
10.3.2.5. Colocation
10.3.2.6. Recognition and rewards (theories of motivation)
10.3.2.6.1. Maslow's hierarchy of needs
10.3.2.6.2. Expectancy theory (Vroom)
10.3.2.6.3. McGregor's theory X and Theory Y
10.3.2.6.4. Contingency theory (Fiedler)
10.3.2.6.5. Herzberg's motivation-hygiene theory
10.3.2.6.6. McClelland's three need theory / Achievement theory
10.3.2.6.7. Forms of power
10.3.2.7. Personnel assessment tools
10.3.3. Outputs
10.3.3.1. Team performance assessments
10.3.3.2. Organizational process assets updates
10.4. Manage project team
10.4.1. Inputs
10.4.1.1. Human resource management plan
10.4.1.2. Project staff assignments
10.4.1.3. Team performance assessments
10.4.1.4. Issue log
10.4.1.5. Work performance reports
10.4.1.6. OPA - Organizational process assets
10.4.2. Tools and techniques
10.4.2.1. Observation and conversation
10.4.2.2. Project performance appraisals
10.4.2.3. Conflict management
10.4.2.3.1. Methods of conflict management
10.4.2.3.2. Constructive / destructive roles
10.4.2.3.3. Interpersonal skills
10.4.3. Outputs
10.4.3.1. Change requests
10.4.3.2. Project management plan updates
10.4.3.3. Project documents updates
10.4.3.4. Entreprise environmental factors updates
10.4.3.5. Organizational process assets updates
11. Quality
11.1. Plan quality management
11.1.1. Inputs
11.1.1.1. Project management plan
11.1.1.1.1. Scope baseline
11.1.1.1.2. Cost baseline
11.1.1.1.3. Schedule baseline
11.1.1.2. Stakeholder register
11.1.1.3. Risk register
11.1.1.4. Requirements documentation
11.1.1.5. OPA - Organizational process assets
11.1.1.6. EEF - Entreprise environmental factors
11.1.2. Tools and techniques
11.1.2.1. Cost-benefit analysis
11.1.2.2. Cost of quality
11.1.2.3. Seven basic quality tools
11.1.2.3.1. 1. Cause-and-effet diagrams
11.1.2.3.2. 2. Flowcharting
11.1.2.3.3. 3. Checksheets
11.1.2.3.4. 4. Pareto diagrams
11.1.2.3.5. 5. Histograms
11.1.2.3.6. 6. Control charts
11.1.2.3.7. 7. Scatter diagrams
11.1.2.4. Benchmarking
11.1.2.5. Design of experiments
11.1.2.6. Statistical sampling
11.1.2.7. Additional quality planning tools
11.1.2.8. Meetings
11.1.3. Outputs
11.1.3.1. Quality management plan
11.1.3.2. Process improvement plan
11.1.3.3. Quality metrics
11.1.3.4. Quality checklists
11.1.3.5. Project documents updates
11.2. Perform quality assurance
11.2.1. Inputs
11.2.1.1. Quality management plan
11.2.1.2. Process improvement plan
11.2.1.3. Quality metrics
11.2.1.4. Quality control measurements
11.2.1.5. Project documents
11.2.2. Tools and techniques
11.2.2.1. Quality management and control tools
11.2.2.1.1. Affinity diagrams
11.2.2.1.2. PDPC - Process decision program charts
11.2.2.1.3. Interrelationship diagraphs
11.2.2.1.4. Tree diagrams
11.2.2.1.5. Prioritization matrices
11.2.2.1.6. Activity network diagrams
11.2.2.1.7. Matrix diagrams
11.2.2.2. Quality audits
11.2.2.3. Process analysis
11.2.3. Outputs
11.2.3.1. Change requests
11.2.3.2. Project management plan updates
11.2.3.3. Project documents updates
11.2.3.4. Organizational process assets updates
11.3. Control quality
11.3.1. Inputs
11.3.1.1. Project management plan
11.3.1.2. Quality metrics
11.3.1.3. Quality checklists
11.3.1.4. Work performance data
11.3.1.5. Approved change requests
11.3.1.6. Deliverables
11.3.1.7. Project documents
11.3.1.8. OPA - Organizational process assets
11.3.2. Tools and techniques
11.3.2.1. Seven basic quality tools
11.3.2.1.1. 1. Cause-and-effet diagrams
11.3.2.1.2. 2. Flowcharting
11.3.2.1.3. 3. Checksheets
11.3.2.1.4. 4. Pareto diagrams
11.3.2.1.5. 5. Histograms
11.3.2.1.6. 6. Control charts
11.3.2.1.7. 7. Scatter diagrams
11.3.2.2. Statistical sampling
11.3.2.3. Inspection
11.3.2.4. Approved change requests review
11.3.3. Outputs
11.3.3.1. Quality control measurements
11.3.3.2. Validated changes
11.3.3.3. Verified deliverables
11.3.3.4. Work performance information
11.3.3.5. Change requests
11.3.3.6. Project management plan updates
11.3.3.7. Project documents updates
11.3.3.8. Organizational process assets updates
12. Communication
12.1. Plan communications management
12.1.1. Inputs
12.1.1.1. Project management plan
12.1.1.2. Stakeholder register
12.1.1.3. EEF - Entreprise environmental factors
12.1.1.4. OPA - Organizational process assets
12.1.2. Tools and techniques
12.1.2.1. Communication requirements analysis
12.1.2.1.1. Communication channels
12.1.2.1.2. Official channels of communication
12.1.2.2. Communication technology
12.1.2.3. Communication models
12.1.2.3.1. active
12.1.2.3.2. effective
12.1.2.3.3. Feedback
12.1.2.3.4. Nonverbal
12.1.2.3.5. Paralingual
12.1.2.3.6. Communication blockers
12.1.2.4. Communication methods
12.1.2.4.1. Informal
12.1.2.4.2. Formal
12.1.2.5. Meetings
12.1.3. Outputs
12.1.3.1. Communications management plan
12.1.3.2. Project documents updates
12.2. Manage communication
12.2.1. Inputs
12.2.1.1. Communications management plan
12.2.1.2. Work performance reports
12.2.1.3. EEF - Entreprise environmental factors
12.2.1.4. OPA - Organizational process assets
12.2.2. Tools and techniques
12.2.2.1. Communication technology
12.2.2.2. Communication models
12.2.2.2.1. active
12.2.2.2.2. effective
12.2.2.2.3. Feedback
12.2.2.2.4. Nonverbal
12.2.2.2.5. Paralingual
12.2.2.2.6. Communication blockers
12.2.2.3. Communication methods
12.2.2.3.1. Informal
12.2.2.3.2. Formal
12.2.2.4. Information management systems
12.2.2.5. Performance reporting
12.2.3. Outputs
12.2.3.1. Project communications
12.2.3.2. Project management plan updates
12.2.3.3. Project documents updates
12.2.3.4. Organizational process assets updates
12.3. Control communications
12.3.1. Inputs
12.3.1.1. Project management plan
12.3.1.2. Project communications
12.3.1.3. Issue log
12.3.1.4. Work performance data
12.3.1.5. OPA - Organizational process assets
12.3.2. Tools and techniques
12.3.2.1. Information management systems
12.3.2.2. Expert judgment
12.3.2.3. Meetings
12.3.3. Outputs
12.3.3.1. Work performance information
12.3.3.2. Change requests
12.3.3.3. Project management plan updates
12.3.3.4. Project documents updates
12.3.3.5. Organizational process assets updates
13. Risk
13.1. Plan risk management
13.1.1. Inputs
13.1.1.1. Project management plan
13.1.1.2. Project charter
13.1.1.3. Stakeholder register
13.1.1.4. EEF - Entreprise environmental factors
13.1.1.5. OPA - Organizational process assets
13.1.2. Tools and techniques
13.1.2.1. Analytical techniques
13.1.2.2. Expert judgment
13.1.2.3. Meetings
13.1.3. Outputs
13.1.3.1. Risk management plan
13.2. Identify risks
13.2.1. Inputs
13.2.1.1. 1. Risk management plan
13.2.1.2. 2. Cost management plan
13.2.1.3. 3. Schedule management plan
13.2.1.4. 4. Quality management plan
13.2.1.5. 5. Human resource management plan
13.2.1.6. 6. Scope baseline
13.2.1.7. 7. Activity cost estimates
13.2.1.8. 8. Activity duration estimates
13.2.1.9. 9. Stakeholder register
13.2.1.10. 10. Project documents
13.2.1.11. 11. Procurement documents
13.2.1.12. 12. EEF - Entreprise environmental factors
13.2.1.13. 13. OPA - Organizational process assets
13.2.2. Tools and techniques
13.2.2.1. Documentation reviews
13.2.2.2. Information gathering techniques
13.2.2.3. Checklist analysis
13.2.2.4. Assumptions analysis
13.2.2.5. Diagramming techniques
13.2.2.6. SWOT
13.2.2.7. Expert judgment
13.2.3. Outputs
13.2.3.1. Risk register
13.3. Perform quantitative risk analysis
13.3.1. Inputs
13.3.1.1. Risk management plan
13.3.1.2. Scope baseline
13.3.1.3. Risk register
13.3.1.4. EEF - Entreprise environmental factors
13.3.1.5. OPA - Organizational process assets
13.3.2. Tools and techniques
13.3.2.1. Risk probability and impact assessment / probability and impact matrix
13.3.2.2. Risk data quality assessment
13.3.2.3. Risk categorization
13.3.2.4. Risk urgency assessment
13.3.2.5. Expert judgment
13.3.3. Outputs
13.3.3.1. Project document updates
13.4. Perform qualitative risk analysis
13.4.1. Inputs
13.4.1.1. Risk management plan
13.4.1.2. Cost management plan
13.4.1.3. Schedule management plan
13.4.1.4. Risk register
13.4.1.5. EEF - Entreprise environmental factors
13.4.1.6. OPA - Organizational process assets
13.4.2. Tools and techniques
13.4.2.1. Data gathering and representation techniques
13.4.2.1.1. Interviewing
13.4.2.1.2. Probability distributions
13.4.2.2. Quantitative risk analysis and modeling techniques
13.4.2.2.1. Sensitivity analysis
13.4.2.2.2. Expected monetary value analysis
13.4.2.2.3. Decision tree analysis
13.4.2.2.4. Tornado diagrams
13.4.2.2.5. Modeling and simulation (Monte Carlo)
13.4.2.3. Expert judgment
13.4.3. Outputs
13.4.3.1. Project document updates
13.5. Plan risks responses
13.5.1. Inputs
13.5.1.1. Risk management plan
13.5.1.2. Risk register
13.5.2. Tools and techniques
13.5.2.1. Strategies for negative risks or threats
13.5.2.1.1. Avoid
13.5.2.1.2. Transfer
13.5.2.1.3. Mitigate
13.5.2.1.4. Accept
13.5.2.2. Strategies for positive risks or opportunities
13.5.2.2.1. Exploit
13.5.2.2.2. Share
13.5.2.2.3. Enhance
13.5.2.2.4. Accept
13.5.2.3. Contingent response strategies
13.5.2.4. Expert judgment
13.5.3. Outputs
13.5.3.1. Project document updates
13.5.3.2. Project management plan updates
13.6. Control risks
13.6.1. Inputs
13.6.1.1. Project management plan
13.6.1.2. Risk register
13.6.1.3. Work performance data
13.6.1.4. Work performance reports
13.6.2. Tools and techniques
13.6.2.1. Risk reassessment
13.6.2.2. Risk audits
13.6.2.3. Variance and trends analysis
13.6.2.4. Technical performance measurement
13.6.2.5. Reserve analysis
13.6.2.6. Meetings
13.6.3. Outputs
13.6.3.1. Work performance information
13.6.3.2. Change requests
13.6.3.3. Project document updates
13.6.3.4. Project management plan updates
13.6.3.5. Organizational process assets updates
14. Procurement
14.1. Plan procurement management
14.1.1. Inputs
14.1.1.1. 1. Project management plan
14.1.1.2. 2. Requirements documentation
14.1.1.3. 3. Risk register
14.1.1.4. 4. Activity resource requirements
14.1.1.5. 5. Project schedule
14.1.1.6. 6. Activity cost estimates
14.1.1.7. 7. Stakeholders register
14.1.1.8. 8. EEF - Entreprise environmental factors
14.1.1.9. 9. OPA - Organizational process assets
14.1.2. Tools and techniques
14.1.2.1. Make-or-buy analysis
14.1.2.2. Expert judgment
14.1.2.3. Market research
14.1.2.4. Meetings
14.1.3. Outputs
14.1.3.1. 1. Procurement management plan
14.1.3.2. 2. Procurement statement of work
14.1.3.3. 3. Procurement documents
14.1.3.4. 4. Source selection criteria
14.1.3.5. 5. Make-or-buy decisions
14.1.3.6. 6. Change requests
14.1.3.7. 7. Project documents updates
14.2. Conduct procurement
14.2.1. Inputs
14.2.1.1. 1. Procurement management plan
14.2.1.2. 2. Procurement documents
14.2.1.3. 3. Source selection criteria
14.2.1.4. 4. Seller proposals
14.2.1.5. 5. Project documents
14.2.1.6. 6. Make-or-buy decisions
14.2.1.7. 7. Procurement statement of work
14.2.1.8. 8. OPA - Organizational process assets
14.2.2. Tools and techniques
14.2.2.1. Bidder conference
14.2.2.2. Proposal evaluation techniques
14.2.2.3. Independant estimates
14.2.2.4. Expert judgment
14.2.2.5. Advertising
14.2.2.6. Analytical techniques
14.2.2.7. Procurement negociations
14.2.3. Outputs
14.2.3.1. Selected sellers
14.2.3.2. Agreements
14.2.3.3. Resources calendars
14.2.3.4. Change requests
14.2.3.5. Project management plan updates
14.2.3.6. Project documents updates
14.3. Control procurements
14.3.1. Inputs
14.3.1.1. Procurement management plan
14.3.1.2. Procurement documents
14.3.1.3. Agreements
14.3.1.4. Approved change requests
14.3.1.5. Work performance reports
14.3.1.6. Work performance data
14.3.2. Tools and techniques
14.3.2.1. Contract change control system
14.3.2.2. Procurement performance reviews
14.3.2.3. Inspections and audits
14.3.2.4. Performance reporting
14.3.2.5. Payment systems
14.3.2.6. Claims administration
14.3.2.7. Record management system
14.3.3. Outputs
14.3.3.1. Work performance info
14.3.3.2. Change requests
14.3.3.3. Project management plan updates
14.3.3.4. Project documents updates
14.3.3.5. Organizational process assets updates
14.4. Close procurement
14.4.1. Inputs
14.4.1.1. Project management plan
14.4.1.2. Procurement documents
14.4.2. Tools and techniques
14.4.2.1. Procurement audits
14.4.2.2. Procurement negociations
14.4.2.3. Records management system
14.4.3. Outputs
14.4.3.1. Closed procurements
14.4.3.2. Organizational process assets updates
15. Stakeholder
15.1. Identify stakeholders
15.1.1. Inputs
15.1.1.1. Project charter
15.1.1.2. Procurement documents
15.1.1.3. EEF - Entreprise environmental factors
15.1.1.4. OPA - Organizational process assets
15.1.2. Tools and techniques
15.1.2.1. Stakeholder analysis
15.1.2.2. Expert judgment
15.1.2.3. Meetings
15.1.3. Outputs
15.1.3.1. Stakeholder register
15.2. Plan stakeholders management
15.2.1. Inputs
15.2.1.1. Project management plan
15.2.1.2. Stakeholder register
15.2.1.3. EEF - Entreprise Environmental factors
15.2.1.4. OPA - Organizational process assets
15.2.2. Tools and techniques
15.2.2.1. Expert judgement
15.2.2.2. Meetings
15.2.2.3. Analytical techniques
15.2.3. Outputs
15.2.3.1. Stakeholder management plan
15.2.3.2. Project documents updates
15.3. Manage stakeholders engagement
15.3.1. Inputs
15.3.1.1. Stakeholder management plan
15.3.1.2. Communications management plan
15.3.1.3. Change log
15.3.1.4. OPA - Organizational process assets
15.3.2. Tools and techniques
15.3.2.1. Communication methods
15.3.2.2. Interpersonal skills
15.3.2.3. Management skills
15.3.3. Outputs
15.3.3.1. Issue log
15.3.3.2. Change requests
15.3.3.3. Project management plan updates
15.3.3.4. Project documents updates
15.3.3.5. Organizational process assets
15.4. Control stakeholder engagement
15.4.1. Inputs
15.4.1.1. Project management plan
15.4.1.2. Issue log
15.4.1.3. Work performance data
15.4.1.4. Project documents
15.4.2. Tools and techniques
15.4.2.1. Information management systems
15.4.2.2. Expert judgement
15.4.2.3. Meetings
15.4.3. Outputs
15.4.3.1. Work performance info
15.4.3.2. Change requests
15.4.3.3. Project management plan updates
15.4.3.4. Project document updates
15.4.3.5. Organizational process assets updates