1. ------------------------------------- Andrea Nader A00827776 --------------------------------------
2. 10.1 communications planning
2.1. determining the information and communication needs of the stakeholders.
2.2. inputs
2.2.1. communication requirements
2.2.1.1. project organization
2.2.1.2. logistics
2.2.1.3. schedule
2.2.1.4. external information
2.2.2. communications technology
2.2.3. constraints
2.2.4. assumptions
2.3. tools and technologies
2.3.1. stakeholder analysis
2.3.1.1. information needed to develop methodologies
2.4. outputs
2.4.1. communications management plan
3. 9.1 Organizational planning
3.1. "involves identifying, documenting, and assigning project roles, responsibilities, and reporting relationships."
3.2. part of the earliest project phases
3.3. inputs
3.3.1. project interfaces
3.3.1.1. organizational
3.3.1.2. technical
3.3.1.3. interpersonal
3.3.2. staffing requirements
3.3.3. contraints
3.3.3.1. factors that limit the project team's options
3.4. tools and techniques
3.4.1. templates, human resource.practices, organizational theory, and stakeholder analysis
3.5. outputs
3.5.1. role and responsibility assignments
3.5.2. staffing management plan
3.5.3. organization chart and supporting detail
4. 8.1 Quality planning
4.1. identifying with standards are most relevant to the project
4.2. determining how to satisfy them
4.3. inputs
4.3.1. quality policy
4.3.2. cope statement
4.3.3. product description
4.3.4. standards and regulations
4.3.5. other process outputs
4.4. tools and techniques
4.4.1. benefit/cost analysis
4.4.2. benchmarking
4.4.2.1. comparing projects to generate ideas for improvement
4.4.3. flowcharting
4.4.3.1. diagram that shows relationship between elements
4.4.4. design of experiment
4.4.5. cost of quality
4.5. outputs
4.5.1. quality management plan
4.5.2. operational definitions
4.5.3. checklists
4.5.4. inputs to other processes
5. 7.3 cost budgeting
5.1. the overall cost estimates for the project
5.2. inputs to cost budgeting
5.2.1. cost estimates
5.2.2. roek breakdown structure
5.2.2.1. identifies the project elements to which costs will be divided
5.2.3. project schedule
5.2.4. risk management plan
5.3. tools and techniques for cost budgeting
5.3.1. cost estimates are mainly used to develop budgets for activities
5.4. outputs from cost budgeting
5.4.1. cost baseline
6. 11.2 Risk identification
6.1. determining risks that might affect the oriject
6.2. inputs
6.2.1. risk management plan
6.2.2. project planning outputs
6.2.2.1. project charter, WBS, product description, schedule, cost estimate, plan, etc.
6.2.3. risk categories
6.2.3.1. technical, quality, performance, organizational, management, external, etc.
6.2.4. historical information
6.3. outputs
6.3.1. risks
6.3.2. input to other oricesses
6.3.3. triggers
7. 12.1 Procurement planning
7.1. process of identifying which project needs can be best met by procuring service outside the organization.
7.2. how, what, when, and where to procure
7.3. inputs
7.3.1. scope statement
7.3.1.1. current project boundaries
7.3.2. product description
7.3.3. procurement resources
7.3.4. market conditions
7.3.5. constraints
7.3.5.1. factors that limit the buyers options
7.3.6. assumptions
7.4. tools and techniques
7.4.1. make-or-buy analysis
7.4.1.1. used to determine whether a product can be produced cost effectively with organization
7.4.2. expert judgement
7.4.2.1. consultant, professional, etc.
7.4.3. contract type selection
7.5. outputs
7.5.1. procurement management plan
7.5.1.1. how the remaining procurement processes will be managed
7.5.1.2. contracts, estimates, providers, etc.
7.5.2. statement of work
8. 4.1 project plan development
8.1. Used to guide the projects execution
8.2. Use as a baseline
8.3. Facilitate communication
8.4. Define key management reviews as to content, extent, and timing
8.5. Inputs to project plan development
8.5.1. other planning outputs
8.5.1.1. base documents
8.5.2. historical information
8.5.3. organizational policies
8.5.3.1. quality management
8.5.3.2. personnel administration
8.5.3.3. financial controls
8.5.4. constraints
8.5.4.1. restrictions that could affect the project
8.5.5. assumptions
8.6. Tools and techniques for project plan development
8.6.1. project planning metholodgy
8.6.1.1. structure and guide for the project
8.6.2. stakeholder skills and knowledge
8.6.3. project management information systems
8.6.4. earned value management
8.7. outputs from project plan development
8.7.1. project plan
8.7.1.1. formal document of project execution
8.7.1.1.1. project charter
8.7.1.1.2. dates
8.7.1.1.3. management
8.7.1.1.4. schedule
8.7.1.1.5. baselines
8.7.1.1.6. costs
8.7.1.1.7. scope statement
8.7.1.1.8. etc.
9. 4.2 Project plan execution
9.1. inputs to project plan execution
9.1.1. project plan
9.1.2. supporting detail
9.1.3. organization policies
9.1.4. preventive action
9.1.5. corrective action
9.2. tools and techniques for project plan execution
9.2.1. general management skills
9.2.1.1. leadership
9.2.1.2. communication
9.2.1.3. negotiation
9.2.2. product skills and knowledge
9.2.3. work authorization system
9.2.4. status review meetings
9.2.5. project management information system
9.2.6. organizational procedures
9.3. outputs from project plan execution
9.3.1. work results
9.3.1.1. outcome of activities performed
9.3.1.2. which deliverables have been completed
9.3.2. change requests
10. 5.4 Scope verification
10.1. inputs to scope verification
10.1.1. work results
10.1.1.1. what has been completed
10.1.2. product documentation
10.1.3. work breakdown structure
10.1.4. scope statement
10.1.4.1. defines the scope with detail
10.1.5. project plan
10.2. tools and techniques for scope verification
10.2.1. inspection
10.2.1.1. measuring
10.2.1.2. examining
10.2.1.3. testing
10.3. outputs from scope verification
10.3.1. formal acceptance
10.3.1.1. documentation of client acceptance of the product
11. 6.3 Activity duration estimating
11.1. taking information on project scope and creating a schedule
11.2. inputs to activity duration estimating
11.2.1. activity list
11.2.2. constraints
11.2.3. assumptions
11.2.4. resource requirements
11.2.5. resource capabilities
11.2.6. historical information
11.2.7. identified risks
11.3. tools and techniques for activity duration estimating
11.3.1. expert judgement
11.3.2. analogous estimating
11.3.2.1. using the duration of similar activities to estimate
11.3.3. quantitatively based durations
11.3.3.1. multiplying each specific work category with estimated durations
11.3.4. reserve time
11.4. outputs from activity duration estimating
11.4.1. activity duration estimates
11.4.1.1. ex. 3 weeks + 4 days
11.4.2. basis of estimates
11.4.3. activity list updates
12. 6.5 Schedule control
12.1. schedule management
12.2. inputs to schedule control
12.2.1. project schedule
12.2.1.1. the baseline
12.2.2. performance results
12.2.2.1. which dates have been met and which have not
12.2.3. change requests
12.2.4. schedule management plan
12.3. tools and techniques for schedule control
12.3.1. schedule change control system
12.3.1.1. defines the procedure of any change in the schedule
12.3.2. performance measurement
12.3.3. additional planning
12.3.3.1. any changes made in the plan
12.3.4. project management software
12.3.5. variance analysis
12.4. outputs from schedule control
12.4.1. schedule updates
12.4.1.1. any modification made
12.4.2. corrective action
12.4.3. lesson learned
12.4.3.1. the reasoning behind any corrections