1. Project Management
1.1. 3.3 Initiating Process Group
1.1.1. Performed to define a new project or a new phase of an existing project by obtaining authoriazation to start the project or phase.
1.1.2. 3.3.1 Develop Project Charter
1.1.2.1. Document that formally authorizes a project or a phase and documenting initial requirements that satisfy the stakeholder's needs and expectations.
1.1.2.2. Inputs
1.1.2.2.1. .1 Project Statement of Work
1.1.2.2.2. .2 Business Case
1.1.2.2.3. .3 Contract
1.1.2.2.4. .4 Enterprise Environmental Factors
1.1.2.2.5. .5 Organizational Process Assets
1.1.2.3. Tools/Techniques
1.1.2.3.1. .1 Expert Judgement
1.1.2.4. Outputs
1.1.2.4.1. .1 Project Charter
1.1.3. 3.3.2 Identify Stakeholders
1.1.3.1. Identifying all people or organizations impacted by the project, and documenting relevant information regarding their interest, involvement, and impact on project success.
1.1.3.1.1. Dimensions of communication
1.1.3.1.2. Skills
1.1.3.2. Inputs
1.1.3.2.1. .1 Project Charter
1.1.3.2.2. .2 Procurement Documents
1.1.3.2.3. 3 Enterprise Environmental Factors
1.1.3.2.4. .4 Organizational Process Assets
1.1.3.3. Tools/Techniques
1.1.3.3.1. .1 Stakeholder Analysis
1.1.3.3.2. .2 Expert Judgement
1.1.3.4. Outputs
1.1.3.4.1. .1 Stakeholder Register
1.1.3.4.2. .2 Stakeholder Management Strategy
1.2. 3.4 Planning Process Group
1.2.1. Performed to establish the total scope of the effort, define and revise the objectives, and develop the course of action required to attain those objectives.
1.2.2. 3.4.1 Develop Project Management Plan
1.2.2.1. Documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans.
1.2.2.2. Inputs
1.2.2.2.1. .1 Project Charter
1.2.2.2.2. .2 Outputs from Planning Process
1.2.2.2.3. .3 Enterprise Environmental Factors
1.2.2.2.4. .4 Organizational Process Assets
1.2.2.3. Tools/Techniques
1.2.2.3.1. .1 Expert Judgement
1.2.2.4. Outputs
1.2.2.4.1. .1 Project Management Plan
1.2.3. 3.4.2 Collect Requirements
1.2.3.1. Defining and documenting stakeholders' needs to meet the project objectives.
1.2.3.2. Inputs
1.2.3.2.1. .1 Project Charter
1.2.3.2.2. .2 Stakeholder Register
1.2.3.3. Tools/Techniques
1.2.3.3.1. .1 Interviews
1.2.3.3.2. .2 Focus Groups
1.2.3.3.3. .3 Facilitated Workshops
1.2.3.3.4. .4 Group Creativity Techniques
1.2.3.3.5. .5 Group Decision Making Techniques
1.2.3.3.6. .6 Questionnaires and Surveys
1.2.3.3.7. .7 Observations
1.2.3.3.8. .8 Prototypes
1.2.3.4. Outputs
1.2.3.4.1. .1 Requirements Documentation
1.2.3.4.2. .2 Requirements Management Plan
1.2.3.4.3. .3 Requirements Traceability Matrix
1.2.4. 3.4.3 Define Scope
1.2.4.1. Developing a detailed description of the project and product.
1.2.4.2. Inputs
1.2.4.2.1. .1 Project Charter
1.2.4.2.2. .2 Requirements Documentation
1.2.4.2.3. .3 Organizational Process Assets
1.2.4.3. Tools/Techniques
1.2.4.3.1. .1 Expert Judgement
1.2.4.3.2. .2 Product Analysis
1.2.4.3.3. .3 Alternatives Analysis
1.2.4.3.4. .4 Facilitated Workshops
1.2.4.4. Outputs
1.2.4.4.1. .1 Project Scope Statement
1.2.4.4.2. .2 Project Document Updates
1.2.5. 3.4.4 Create WBS
1.2.5.1. Subdividing project deliverables and project work into smaller, more manageable components.
1.2.5.2. Inputs
1.2.5.2.1. .1 Project Scope Statement
1.2.5.2.2. .2 Requirements Documentation
1.2.5.2.3. .3 Organizational Process Assets
1.2.5.3. Tools/Techniques
1.2.5.3.1. .1 Decomposition
1.2.5.4. Outputs
1.2.5.4.1. .1 WBS
1.2.5.4.2. .2 WBS Dictionary
1.2.5.4.3. .3 Scope Baseline
1.2.5.4.4. .4 Project Document Updates
1.2.6. 3.4.5 Define Activities
1.2.6.1. Identifying the specific actions to be performed to produce the project deliverables.
1.2.6.2. Inputs
1.2.6.2.1. .1 Scope Baseline
1.2.6.2.2. .2 Enterprise Environmental Factors
1.2.6.2.3. .3 Organizational Process Assets
1.2.6.3. Tools/Techniques
1.2.6.3.1. .1 Decomposition
1.2.6.3.2. .2 Rolling Wave Planning
1.2.6.3.3. .3 Templates
1.2.6.3.4. .4 Expert Judgement
1.2.6.4. Outputs
1.2.6.4.1. .1 Activity List
1.2.6.4.2. .2 Activity Attributes
1.2.6.4.3. .3 Milestone List
1.2.7. 3.4.6 Sequence Activities
1.2.7.1. Identifying and documenting relationships among the project activities.
1.2.7.2. Inputs
1.2.7.2.1. .1 Activity List
1.2.7.2.2. .2 Activity Attributes
1.2.7.2.3. .3 Milestone List
1.2.7.2.4. .4 Project Scope Statement
1.2.7.2.5. .5 Organizational Process Assets
1.2.7.3. Tools/Techniques
1.2.7.3.1. .1 Precedence diagramming method (PDM)
1.2.7.3.2. .2 Dependency determination
1.2.7.3.3. .3 Applying leads and lags
1.2.7.3.4. .4 Schedule network templates
1.2.7.4. Outputs
1.2.7.4.1. .1 Project Schedule Network Diagrams
1.2.7.4.2. .2 Project Document Updates
1.2.8. 3.4.7 Estimate Activity Resources
1.2.8.1. Estimating the type and quantities of material, people, equipment, or supplies required to perform each activity.
1.2.8.1.1. Closely related to the Estimate Costs Process.
1.2.8.2. Inputs
1.2.8.2.1. .1 Activity List
1.2.8.2.2. .2 Activity Attributes
1.2.8.2.3. .3 Resource Calendars
1.2.8.2.4. .4 Enterprise Environmental Factors
1.2.8.2.5. .5 Organizational Process Assets
1.2.8.3. Tools/Techniques
1.2.8.3.1. .1 Expert Judgement
1.2.8.3.2. .2 Alternatives Analysis
1.2.8.3.3. .3 Published Estimating Data
1.2.8.3.4. .4 Bottom-Up Estimating
1.2.8.3.5. .5 Project Management Software
1.2.8.4. Outputs
1.2.8.4.1. .1 Activity Resource Requirements
1.2.8.4.2. .2 Resource Breakdown Structure
1.2.8.4.3. .3 Project Document Updates
1.2.9. 3.4.8 Estimate Activity Duration
1.2.9.1. Approximating the number of work periods needed to complete individual activities with estimated resources.
1.2.9.2. Inputs
1.2.9.2.1. .1 Activity List
1.2.9.2.2. .2 Activity Attributes
1.2.9.2.3. .3 Activity Resource Requirements
1.2.9.2.4. .4 Resource Calendars
1.2.9.2.5. .5 Project Scope Statement
1.2.9.2.6. .6 Enterprise Environmental Factors
1.2.9.2.7. .7 Organizational Process Assets
1.2.9.3. Tools/Techniques
1.2.9.3.1. .1 Expert judgment
1.2.9.3.2. .2 Analogous estimating
1.2.9.3.3. .3 Parametric estimating
1.2.9.3.4. .4 Three-point estimates
1.2.9.3.5. .5 Reserve analysis
1.2.9.4. Outputs
1.2.9.4.1. .1 Activity Duration Estimates
1.2.9.4.2. .2 Project Document Updates
1.2.10. 3.4.9 Develop Schedule
1.2.10.1. Analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule.
1.2.10.2. Inputs
1.2.10.2.1. .1 Activity List
1.2.10.2.2. .2 Activity Attributes
1.2.10.2.3. .3 Project Schedule Network Diagrams
1.2.10.2.4. .4 Activity Resource Requirements
1.2.10.2.5. .5 Resource Calendars
1.2.10.2.6. .6 Activity Duration Estimates
1.2.10.2.7. .7 Project Scope Statement
1.2.10.2.8. .8 Enterprise Environmental Factors
1.2.10.2.9. .9 Organizational Process Assets
1.2.10.3. Tools/Techniques
1.2.10.3.1. .1 Schedule network analysis
1.2.10.3.2. .2 Critical path method
1.2.10.3.3. .3 Critical chain method
1.2.10.3.4. .4 Resource leveling
1.2.10.3.5. .5 What-if scenario analysis
1.2.10.3.6. .6 Applying leads and lags
1.2.10.3.7. .7 Schedule compression
1.2.10.3.8. .8 Scheduling tool
1.2.10.4. Outputs
1.2.10.4.1. .1 Project Schedule
1.2.10.4.2. .2 Schedule Baseline
1.2.10.4.3. .3 Schedule Data
1.2.10.4.4. .4 Project Document Updates
1.2.11. 3.4.10 Estimate Costs
1.2.11.1. Developing an approximation of the monetary resources needed to complete project activities.
1.2.11.2. Inputs
1.2.11.2.1. .1 Scope Baseline
1.2.11.2.2. .2 Project Schedule
1.2.11.2.3. .3 Human Resource Plan
1.2.11.2.4. .4 Risk Register
1.2.11.2.5. .5 Enterprise Environmental Factors
1.2.11.2.6. .6 Organizational Process Assets
1.2.11.3. Tools/Techniques
1.2.11.3.1. .1 Expert judgement
1.2.11.3.2. .2 Analogous estimating
1.2.11.3.3. .3 Parametric estimating
1.2.11.3.4. .4 Bottom-up estimating
1.2.11.3.5. .5 Three-point estimates
1.2.11.3.6. .6 Reserve analysis
1.2.11.3.7. .7 Cost of quality
1.2.11.3.8. .8 Project management estimating software
1.2.11.3.9. .9 Vendor bid analysis
1.2.11.4. Ouputs
1.2.11.4.1. .1 Activity Cost Estimates
1.2.11.4.2. .2 Basis of Estimates
1.2.11.4.3. .3 Project Document Updates
1.2.12. 3.4.11 Determine Budget
1.2.12.1. Aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline.
1.2.12.2. Inputs
1.2.12.2.1. .1 Activity Cost Estimates
1.2.12.2.2. .2 Basis of Estimates
1.2.12.2.3. .3 Scope Baseline
1.2.12.2.4. .4 Project Schedule
1.2.12.2.5. .5 Resource Calendars
1.2.12.2.6. .6 Contracts
1.2.12.2.7. .7 Organizational Process Assets
1.2.12.3. Tools/Techniques
1.2.12.3.1. .1 Cost aggregation
1.2.12.3.2. .2 Reserve analysis
1.2.12.3.3. .3 Expert judgement
1.2.12.3.4. .4 Historical relationships
1.2.12.3.5. .5 Funding limit reconcilliation
1.2.12.4. Outputs
1.2.12.4.1. .1 Cost Performance Baseline
1.2.12.4.2. .2 Project Funding Requirements
1.2.12.4.3. .3 Project Document Updates
1.2.13. 3.4.12 Plan Quality
1.2.13.1. Identifying quality requirements and/or standards for the project and product, and documenting how the project will demonstrate compliance.
1.2.13.1.1. Quality and Grade
1.2.13.1.2. Precision and Accuracy
1.2.13.1.3. Importance of:
1.2.13.2. Inputs
1.2.13.2.1. .1 Scope Baseline
1.2.13.2.2. .2 Stakeholder Register
1.2.13.2.3. .3 Cost Performance Baseline
1.2.13.2.4. .4 Schedule Baseline
1.2.13.2.5. .5 Risk Register
1.2.13.2.6. .6 Enterprise Environmental Factors
1.2.13.2.7. .7 Organizational Process Assets
1.2.13.3. Tools/Techniques
1.2.13.3.1. .1 Cost-benefit analysis
1.2.13.3.2. .2 Cost of quality (COQ)
1.2.13.3.3. .3 Control charts
1.2.13.3.4. .4 Benchmarking
1.2.13.3.5. .5 Design of Experiments (DOE)
1.2.13.3.6. .6 Statistical sampling
1.2.13.3.7. .7 Flowcharting
1.2.13.3.8. .8 Proprietary quality management methodologies
1.2.13.3.9. .9 Additional quality planning tools
1.2.13.4. Ouputs
1.2.13.4.1. .1 Quality Management Plan
1.2.13.4.2. .2 Quality Metrics
1.2.13.4.3. .3 Quality Checklists
1.2.13.4.4. .4 Process Improvement Plan
1.2.13.4.5. .5 Project Document Updates
1.2.14. 3.4.13 Develop Human Resources Plan
1.2.14.1. Identifying and documenting project roles, responsibilities, and required skills, reporting relationships, and creating a staffing management plan.
1.2.14.1.1. Project Management Team
1.2.14.2. Inputs
1.2.14.2.1. .1 Activity Resource Requirements
1.2.14.2.2. .2 Enterprise Environmental Factors
1.2.14.2.3. .3 Organizational Process Assets
1.2.14.3. Tools/Techniques
1.2.14.3.1. .1 Organization chart and position descriptions
1.2.14.3.2. .2 Networking
1.2.14.3.3. .3 Organizational theory
1.2.14.4. Ouputs
1.2.14.4.1. .1 Human Resource Plan
1.2.15. 3.4.14 Plan Communications
1.2.15.1. Determining project stakeholder information needs and defining a communication approach.
1.2.15.1.1. Improper planning leads to:
1.2.15.2. Inputs
1.2.15.2.1. .1 Stakeholder Register
1.2.15.2.2. .2 Stakeholder Management Strategy
1.2.15.2.3. .3 Enterprise Environmental Factors
1.2.15.2.4. .4 Organizational Process Assets
1.2.15.3. Tools/Techniques
1.2.15.3.1. .1 Communication requirements analysis
1.2.15.3.2. .2 Communicaiton technology
1.2.15.3.3. .3 Communication models
1.2.15.3.4. .4 Communication methods
1.2.15.4. Ouputs
1.2.15.4.1. .1 Communications Management Plan
1.2.15.4.2. .2 Project Document Updates
1.2.16. 3.4.15 Plan Risk Management
1.2.16.1. Defining how to conduct risk management activities for a project.
1.2.16.1.1. Risk is an uncertain event or condition that, if it occurs, has an effect on at least one project objective
1.2.16.1.2. Tolerance: Varying degrees of risk organizations and stakeholders are willing to accept.
1.2.16.1.3. Ensure that the degree, type, and visibility of risk management are commensurate with the risks and importance of the project
1.2.16.2. Inputs
1.2.16.2.1. .1 Project Scope Statement
1.2.16.2.2. .2 Cost Management Plan
1.2.16.2.3. .3 Schedule Management Plan
1.2.16.2.4. .4 Communications Management Plan
1.2.16.2.5. .5 Enterprise Environmental Factors
1.2.16.2.6. .6 Organizational Process Assets
1.2.16.3. Tools/Techniques
1.2.16.3.1. .1 Planning meetings and analysis
1.2.16.4. Ouputs
1.2.16.4.1. .1 Risk Management Plan
1.2.17. 3.4.16 Identify Risks
1.2.17.1. Determining which risks may affect the project and documenting their characteristics.
1.2.17.1.1. Participants
1.2.17.2. Inputs
1.2.17.2.1. .1 Risk Management Plan
1.2.17.2.2. .2 Activity Cost Estimates
1.2.17.2.3. .3 Activity Duration Estimates
1.2.17.2.4. .4 Scope Baseline
1.2.17.2.5. .5 Stakeholder Register
1.2.17.2.6. .6 Cost Management Plan
1.2.17.2.7. .7 Schedule Management Plan
1.2.17.2.8. .8 Quality Management Plan
1.2.17.2.9. .9 Project Documents
1.2.17.2.10. .10 Enterprise Environmental Factors
1.2.17.2.11. .11 Organizational Process Assets
1.2.17.3. Tools/Techniques
1.2.17.3.1. .1 Documentation reviews
1.2.17.3.2. .2 Information gathering techniques
1.2.17.3.3. .3 Checklist analysis
1.2.17.3.4. .4 Assumptions analysis
1.2.17.3.5. .5 Diagramming techniques
1.2.17.3.6. .6 SWOT analysis
1.2.17.3.7. .7 Expert judgment
1.2.17.4. Ouputs
1.2.17.4.1. .1 Risk Register
1.2.18. 3.4.17 Perform Qualitative Risk Analysis
1.2.18.1. Prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact.
1.2.18.1.1. Assess the priority of identified risks using
1.2.18.2. Inputs
1.2.18.2.1. .1 Risk Register
1.2.18.2.2. .2 Risk Management Plan
1.2.18.2.3. .3 Project Scope Statement
1.2.18.2.4. .4 Organizational Process Assets
1.2.18.3. Tools/Techniques
1.2.18.3.1. .1 Risk probability and impact assessment
1.2.18.3.2. .2 Probability and impact matrix
1.2.18.3.3. .3 Risk data quality assessment
1.2.18.3.4. .4 Risk categorization
1.2.18.3.5. .5 Risk urgency assessment
1.2.18.3.6. .6 Expert judgment
1.2.18.4. Outputs
1.2.18.4.1. .1 Risk Register Updates
1.2.19. 3.4.18 Perform Quantitative Risk Analysis
1.2.19.1. Numerically analyzing the effect of identified risks on overall project objectives.
1.2.19.1.1. Perform on risks prioritized by the Quantitative Risk Analysis
1.2.19.1.2. Assign numerical rating to risks individually or evaluate aggregate effect of all risks
1.2.19.1.3. quantitative approach to making decisions in the presence of uncertainty
1.2.19.1.4. May not be required to develop effective risk responses.
1.2.19.1.5. Repeat
1.2.19.2. Inputs
1.2.19.2.1. .1 Risk Register
1.2.19.2.2. .2 Risk Management Plan
1.2.19.2.3. .3 Cost Management Plan
1.2.19.2.4. .4 Schedule Management Plan
1.2.19.2.5. .5 Organizational Process Assets
1.2.19.3. Tools/Techniques
1.2.19.3.1. .1 Data gathering and representation techniques
1.2.19.3.2. .2 Quantitative risk analysis and modeling techniques
1.2.19.3.3. .3 Expert judgment
1.2.19.4. Ouputs
1.2.19.4.1. .1 Risk Register Updates
1.2.20. 3.4.19 Plan Risk Responses
1.2.20.1. Developing options and actions to enhance opportunities and to reduce threats to project objectives.
1.2.20.1.1. Identification and assignment of one person to take responsibility for each agreed-to and funded risk response
1.2.20.1.2. Addresses risks by their priority
1.2.20.1.3. as needed, insert resources and activities into the
1.2.20.1.4. Responses must be
1.2.20.2. Inputs
1.2.20.2.1. .1 Risk Register
1.2.20.2.2. .2 Risk Management Plan
1.2.20.3. Tools/Techniques
1.2.20.3.1. .1 Strategies for negative risks or threats
1.2.20.3.2. .2 Strategies for positive risks or opportunities
1.2.20.3.3. .3 Contingent response strategies
1.2.20.3.4. .4 Expert judgment
1.2.20.4. Ouputs
1.2.20.4.1. .1 Risk Register Updates
1.2.20.4.2. .2 Risk-Related Contract Decisions
1.2.20.4.3. .3 Project Management Plan Updates
1.2.20.4.4. .4 Project Document Updates
1.2.21. 3.4.20 Plan Procurement
1.2.21.1. Documenting project purchasing decisions, specifying the approach, and identifying potential sellers.
1.2.21.1.1. Contract
1.2.21.1.2. Seller
1.2.21.1.3. Buyer
1.2.21.2. Inputs
1.2.21.2.1. .1 Scope Baseline
1.2.21.2.2. .2 Requirements Documentation
1.2.21.2.3. .3 Teaming Agreement
1.2.21.2.4. .4 Risk Register
1.2.21.2.5. .5 Risk-Related Contract Decisions
1.2.21.2.6. .6 Activity Resource Requirements
1.2.21.2.7. .7 Project Schedule
1.2.21.2.8. .8 Activity Cost Estimates
1.2.21.2.9. .9 Cost Performance Baseline
1.2.21.2.10. .10 Enterprise Environmental Factors
1.2.21.2.11. .11 Organizational Process Assets
1.2.21.3. Tools/Techniques
1.2.21.3.1. .1 Make-or-buy analysis
1.2.21.3.2. .2 Expert Judgment
1.2.21.3.3. .3 Contract types
1.2.21.4. Outputs
1.2.21.4.1. .1 Procurement Management Plan
1.2.21.4.2. .2 Procurement Statements of Work
1.2.21.4.3. .3 Make-or-Buy Decisions
1.2.21.4.4. .4 Procurement Documents
1.2.21.4.5. .5 Source Selection Criteria
1.2.21.4.6. .6 Change Requests
1.3. 3.5 Executing Process Group
1.3.1. Performed to complete the work defined in the project management plan to satisfy the project specifications.
1.3.2. 3.5.1 Direct and Manage Project Execution
1.3.2.1. Performing the work defined in the project management plan to achieve the project's objectives.
1.3.2.2. Inputs
1.3.2.2.1. .1 Project Management Plan
1.3.2.2.2. .2 Approved Change Requests
1.3.2.2.3. .3 Enterprise Environmental Factors
1.3.2.2.4. .4 Organizational Process Assets
1.3.2.3. Tools/Techniques
1.3.2.3.1. .1 Expert Judgement
1.3.2.3.2. .2 Project Management Information System
1.3.2.4. Outputs
1.3.2.4.1. .1 Deliverables
1.3.2.4.2. .2 Work Performance Information
1.3.2.4.3. .3 Change Requests
1.3.2.4.4. .4 Project Management Plan Updates
1.3.2.4.5. .5 Project Document Updates
1.3.3. 3.5.2 Perform Quality Assurance
1.3.3.1. Auditing the quality requirements and the results from quality control measurements to ensure appropriate quality standards and operational definitions are used.
1.3.3.1.1. Umbrella for continuous process improvement; an iterative means for improving the quality of all processes.
1.3.3.2. Inputs
1.3.3.2.1. .1 Project Management Plan
1.3.3.2.2. .2 Quality Metrics
1.3.3.2.3. .3 Work Peformance Information
1.3.3.2.4. .4 Quality Control Measurements
1.3.3.3. Tools/Techniques
1.3.3.3.1. .1 Plan Quality and Perform Quality Control
1.3.3.3.2. .2 Quality Audits
1.3.3.3.3. .3 Process Analysis
1.3.3.4. Outputs
1.3.3.4.1. .1 Organizational Process Assets Updates
1.3.3.4.2. .2 Change Requests
1.3.3.4.3. .3 Project Management Plan Updates
1.3.3.4.4. .4 Project Document Updates
1.3.4. 3.5.3 Acquire Project Team
1.3.4.1. Confirming human resource availability and obtaining the team necessary to complete project assignments.
1.3.4.1.1. Factors:
1.3.4.2. Inputs
1.3.4.2.1. .1 Project Management Plan
1.3.4.2.2. .2 Enterprise Environmental Factors
1.3.4.2.3. .3 Organizational Process Assets
1.3.4.3. Tools/Techniques
1.3.4.3.1. .1 Pre-assignment
1.3.4.3.2. .2 Negotiation
1.3.4.3.3. .3 Acquisition
1.3.4.3.4. .4 Virtual teams
1.3.4.4. Outputs
1.3.4.4.1. .1 Project Staff Assignments
1.3.4.4.2. .2 Resource Calendars
1.3.4.4.3. .3 Project Management Plan Updates
1.3.5. 3.5.4 Develop Project Team
1.3.5.1. Improving the competencies, team interaction, and the overall team environment to enhance project performance.
1.3.5.1.1. Teamwork is critical
1.3.5.1.2. Objectives include:
1.3.5.2. Inputs
1.3.5.2.1. .1 Project Staff Assignments
1.3.5.2.2. .2 Project Management Plan
1.3.5.2.3. .3 Resource Calendars
1.3.5.3. Tools/Techniques
1.3.5.3.1. .1 Interpersonal skills
1.3.5.3.2. .2 Training
1.3.5.3.3. .3 Team building activities
1.3.5.3.4. .4 Ground rules
1.3.5.3.5. .5 Co-location
1.3.5.3.6. .6 Recognition and rewards
1.3.5.4. Outputs
1.3.5.4.1. .1 Team Performance Assessments
1.3.5.4.2. .2 Enterprise Environmental Factors Updates
1.3.6. 3.5.5 Manage Project Team
1.3.6.1. Tracking team member performance, providing feedback, resolving issues, and managing changes to optimize project performance.
1.3.6.1.1. Project Management Team
1.3.6.1.2. Skills
1.3.6.2. Inputs
1.3.6.2.1. .1 Project Staff Assignments
1.3.6.2.2. .2 Project Management Plan
1.3.6.2.3. .3 Team Performance Assessments
1.3.6.2.4. .4 Performance Reports
1.3.6.2.5. .5 Organizational Process Assets
1.3.6.3. Tools/Techniques
1.3.6.3.1. .1 Observation and conversation
1.3.6.3.2. .2 Project performance appraisals
1.3.6.3.3. .3 Conflict management
1.3.6.3.4. .4 Issue log
1.3.6.3.5. .5 Interpersonal skills
1.3.6.4. Outputs
1.3.6.4.1. .1 Enterprise Environmental Factors
1.3.6.4.2. .2 Organizational Process Assets Updates
1.3.6.4.3. .3 Change Requests
1.3.6.4.4. .4 Project Management Plan Updates
1.3.7. 3.5.6 Distribute Information
1.3.7.1. Making relevant information available to project stakeholders and planned.
1.3.7.2. Inputs
1.3.7.2.1. .1 Project Management Plan
1.3.7.2.2. .2 Performance Reports
1.3.7.2.3. .3 Organizational Process Assets
1.3.7.3. Tools/Techniques
1.3.7.3.1. Techniques
1.3.7.3.2. .1 Communication methods
1.3.7.3.3. .2 Information distribution tools
1.3.7.4. Outputs
1.3.7.4.1. .1 Ogranizational Process Assets Updates
1.3.8. 3.5.7 Manage Stakeholder Expectations
1.3.8.1. Communicating and working with stakeholders to meet their needs and addressing issues as they occur.
1.3.8.1.1. Activities:
1.3.8.2. Inputs
1.3.8.2.1. .1 Stakeholder Register
1.3.8.2.2. .2 Stakeholder Management Strategy
1.3.8.2.3. .3 Project Management Plan
1.3.8.2.4. .4 Issue Log
1.3.8.2.5. .5 Change Log
1.3.8.2.6. .6 Organizational Process Assets
1.3.8.3. Tools/Techniques
1.3.8.3.1. .1 Communication methods
1.3.8.3.2. .2 Interpersonal skills
1.3.8.3.3. .3 Management skills
1.3.8.4. Outputs
1.3.8.4.1. .1 Organizational Process Assets Updates
1.3.8.4.2. .2 Change Requests
1.3.8.4.3. .3 Project Management Plan Updates
1.3.8.4.4. .4 Project Document Updates
1.3.9. 3.5.8 Conduct Procurement
1.3.9.1. Obtaining seller responses, selecting a seller, and awarding a contract.
1.3.9.2. Inputs
1.3.9.2.1. .1 Project Management Plan
1.3.9.2.2. .2 Procurement Documents
1.3.9.2.3. .3 Source Selection Criteria
1.3.9.2.4. .4 Qualified Seller List
1.3.9.2.5. .5 Seller Proposals
1.3.9.2.6. .6 Project Documents
1.3.9.2.7. .7 Make-or-Buy Decisions
1.3.9.2.8. .8 Teaming Agreements
1.3.9.2.9. .9 Organizational Process Assets
1.3.9.3. Tools/Techniques
1.3.9.3.1. .1 Bidder conferences
1.3.9.3.2. .2 Proposal evaluation techniques
1.3.9.3.3. .3 Independent estimates
1.3.9.3.4. .4 Expert judgment
1.3.9.3.5. .5 Advertising
1.3.9.3.6. .6 Internet search
1.3.9.3.7. .7 Procurement negotiations
1.3.9.4. Outputs
1.3.9.4.1. .1 Selected Sellers
1.3.9.4.2. .2 Procurement Contract Award
1.3.9.4.3. .3 Resource Calendars
1.3.9.4.4. .4 Change Requests
1.3.9.4.5. .5 Project Management Plan Updates
1.3.9.4.6. .6 Project Document Updates
1.4. 3.6 Monitoring and Controlling Process Group
1.4.1. Provides the project team insight inot the health of the project and identifies any areas requiring additional attention.
1.4.2. 3.6.1 Monitor and Control Project Work
1.4.2.1. Tracking, reviewing, and regulating the progress to meet the performance objectives defined in the project management plan.
1.4.2.2. Inputs
1.4.2.2.1. .1 Project Management Plan
1.4.2.2.2. .2 Performance Reports
1.4.2.2.3. .3 Enterprise environmental factors
1.4.2.2.4. .4 Organizational Process Assets
1.4.2.3. Tools/Techniques
1.4.2.3.1. .1 Expert Judgement
1.4.2.4. Outputs
1.4.2.4.1. .1 Change Requests
1.4.2.4.2. .2 Project Management Plan Updates
1.4.2.4.3. .3 Project Document Updates
1.4.3. 3.6.2 Perform Integrated Change Control
1.4.3.1. Reviewing all change requiests, approving changes, and managing changes to the deliverables, organization process assets, project documents, and the project management plan.
1.4.3.2. Inputs
1.4.3.2.1. .1 Project Management Plan
1.4.3.2.2. .2 Work Performance Information
1.4.3.2.3. .3 Change Requests
1.4.3.2.4. .4 Enterprise Environmental Factors
1.4.3.2.5. .5 Organizational Process Assets
1.4.3.3. Tools/Techniques
1.4.3.3.1. .1 Expert Judgement
1.4.3.3.2. .2 Change Control Meetings
1.4.3.4. Outputs
1.4.3.4.1. .1 Change Requests Status Updates
1.4.3.4.2. .2 Project Management Plan Updates
1.4.3.4.3. .3 Project Document Updates
1.4.4. 3.6.3 Verify Scope
1.4.4.1. Formalizing acceptance of the completed project deliverables.
1.4.4.2. Inputs
1.4.4.2.1. .1 Project Management Plan
1.4.4.2.2. .2 Requirements Documentation
1.4.4.2.3. .3 Requirements Traceability Matrix
1.4.4.2.4. .4 Validated Deliverables
1.4.4.3. Tools/Techniques
1.4.4.3.1. .1 Inspection
1.4.4.4. Outputs
1.4.4.4.1. .1 Accepted Deliverables
1.4.4.4.2. .2 Change Requests
1.4.4.4.3. .3 Project Document Updates
1.4.5. 3.6.4 Control Scope
1.4.5.1. Monitoring the status of the project and product scope and managing changes to the scope baseline.
1.4.5.2. Inputs
1.4.5.2.1. .1 Project Management Plan
1.4.5.2.2. .2 Work Performance Information
1.4.5.2.3. .3 Requirements Documentation
1.4.5.2.4. .4 Requirements Traceability Matrix
1.4.5.2.5. .5 Organizational Process Assets
1.4.5.3. Tools/Techniques
1.4.5.3.1. .1 Variance Analysis
1.4.5.4. Outputs
1.4.5.4.1. .1 Work Performance Measurements
1.4.5.4.2. .2 Organizational Process Assets Updates
1.4.5.4.3. .3 Change Requests
1.4.5.4.4. .4 Project Management Plan Updates
1.4.5.4.5. .5 Project Document Updates
1.4.6. 3.6.5 Control Schedule
1.4.6.1. Monitoring the status of the project to update project progress and managing changes to the schedule baseline.
1.4.6.2. Inputs
1.4.6.2.1. .1 Project Management Plan
1.4.6.2.2. .2 Project Schedule
1.4.6.2.3. .3 Work Performance Information
1.4.6.2.4. .4 Organizational Process Assets
1.4.6.3. Tools/Techniques
1.4.6.3.1. .1 Performance reviews
1.4.6.3.2. .2 Variance analysis
1.4.6.3.3. .3 Project management software
1.4.6.3.4. .4 Resource leveling
1.4.6.3.5. .5 What-if scenario analysis
1.4.6.3.6. .6 Adjusting leads and lags
1.4.6.3.7. .7 Schedule compression
1.4.6.3.8. .8 Scheduling tool
1.4.6.4. Outputs
1.4.6.4.1. .1 Work Performance Measurements
1.4.6.4.2. .2 Organizational Process Assets Updates
1.4.6.4.3. .3 Change Requests
1.4.6.4.4. .4 Project Management Plan Updates
1.4.6.4.5. .5 Project Document Updates
1.4.7. 3.6.6 Control Costs
1.4.7.1. Monitoring the status of the project to update the project budget and managing changes to the cost baseline.
1.4.7.2. Inputs
1.4.7.2.1. .1 Project Management Plan
1.4.7.2.2. .2 Project Funding Requirements
1.4.7.2.3. .3 Work Performance Information
1.4.7.2.4. .4 Organizational Process Assets
1.4.7.3. Tools/Techniques
1.4.7.3.1. .1 Earned value management
1.4.7.3.2. .2 Forecasting
1.4.7.3.3. .3 To-complete performance index (TCPI)
1.4.7.3.4. .4 Performance reviews
1.4.7.3.5. .5 Variance analysis
1.4.7.3.6. .6 Project management software
1.4.7.4. Outputs
1.4.7.4.1. .1 Work Performance Measurements
1.4.7.4.2. .2 Budget Forecasts
1.4.7.4.3. .3 Organizational Process Assets Updates
1.4.7.4.4. .4 Change Requests
1.4.7.4.5. .5 Project Management Plan Updates
1.4.7.4.6. .6 Project Document Updates
1.4.8. 3.6.7 Perform Quality Control
1.4.8.1. Monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes.
1.4.8.1.1. Differences between
1.4.8.2. Inputs
1.4.8.2.1. .1 Project Management Plan
1.4.8.2.2. .2 Quality Metrics
1.4.8.2.3. .3 Quality Checklists
1.4.8.2.4. .4 Work Performance Measurements
1.4.8.2.5. .5 Approved Change Requests
1.4.8.2.6. .6 Deliverables
1.4.8.2.7. .7 Organizational Process Assets
1.4.8.3. Tools/Techniques
1.4.8.3.1. .1 Cause and effect diagrams
1.4.8.3.2. .2 Control charts
1.4.8.3.3. .3 Flowcharting
1.4.8.3.4. .4 Histogram
1.4.8.3.5. .5 Pareto chart
1.4.8.3.6. .6 Run chart
1.4.8.3.7. .7 Scatter diagram
1.4.8.3.8. .8 Statistical sampling
1.4.8.3.9. .9 Inspection
1.4.8.3.10. .10 Approved change requests review
1.4.8.4. Outputs
1.4.8.4.1. .1 Quality Control Measurements
1.4.8.4.2. .2 Validated Changes
1.4.8.4.3. .3 Validated Deliverables
1.4.8.4.4. .4 Organizational Process Assets
1.4.8.4.5. .5 Change Requests
1.4.8.4.6. .6 Project Management Plan Updates
1.4.8.4.7. .7 Project Document Updates
1.4.9. 3.6.8 Report Performance
1.4.9.1. Collecting and distributing performance information including status reports, progress measurements, and forecasts.
1.4.9.2. Inputs
1.4.9.2.1. .1 Project Management Plan
1.4.9.2.2. .2 Work Performance Information
1.4.9.2.3. .3 Work Performance Measurements
1.4.9.2.4. .4 Budget Forecasts
1.4.9.2.5. .5 Organizational Process Assets
1.4.9.3. Tools/Techniques
1.4.9.3.1. .1 Variance analysis
1.4.9.3.2. .2 Forecasting methods
1.4.9.3.3. .3 Communication methods
1.4.9.3.4. .4 Reporting systems
1.4.9.3.5. Graphic capabilities
1.4.9.4. Outputs
1.4.9.4.1. .1 Performance Reports
1.4.9.4.2. .2 Organizational Process Assets Updates
1.4.9.4.3. .3 Change Requests
1.4.10. 3.6.9 Monitor and Control Risks
1.4.10.1. Implementing risk respone plans, tracking identified risks, monitoring residual risks, identifying new risks, and evaluating risk process effectiveness throughout the project.
1.4.10.1.1. determine if:
1.4.10.2. Inputs
1.4.10.2.1. .1 Risk Register
1.4.10.2.2. .2 Project Management Plan
1.4.10.2.3. .3 Work Performance Information
1.4.10.2.4. .4 Performance Reports
1.4.10.3. Tools/Techniques
1.4.10.3.1. .1 Risk reassessment
1.4.10.3.2. .2 Risk audits
1.4.10.3.3. .3 Variance and trend analysis
1.4.10.3.4. .4 Technical performance measurement
1.4.10.3.5. .5 Reserve analysis
1.4.10.3.6. .6 Status meetings
1.4.10.4. Outputs
1.4.10.4.1. .1 Risk Register Updates
1.4.10.4.2. .2 Organizational Process Assets Updates
1.4.10.4.3. .3 Change Requests
1.4.10.4.4. .4 Project Management Plan Updates.
1.4.10.4.5. .5 Project Document Updates
1.4.11. 3.6.10 Administer Procurements
1.4.11.1. Managing procurement relationships, monitoring contract performance, and making changes and corrections as needed.
1.4.11.1.1. Buyer and seller administer
1.4.11.1.2. Many organizations treat contracts separate from project organization
1.4.11.1.3. Related to other project phases:
1.4.11.1.4. Financial management component
1.4.11.1.5. Review and document seller performance
1.4.11.2. Inputs
1.4.11.2.1. .1 Procurement Documents
1.4.11.2.2. .2 Project management Plan
1.4.11.2.3. .3 Contracts
1.4.11.2.4. .4 Performance Report
1.4.11.2.5. .5 Approved Changed Requests
1.4.11.2.6. .6 Work Performance Information
1.4.11.3. Tools/Techniques
1.4.11.3.1. .1 Contract change control system
1.4.11.3.2. .2 Procurement preformance reviews
1.4.11.3.3. .3 Inspections and audits
1.4.11.3.4. .4 Performance reporting
1.4.11.3.5. .5 Payment systems
1.4.11.3.6. .6 Claims administration
1.4.11.3.7. .7 Records management system
1.4.11.4. Outputs
1.4.11.4.1. .1 Procurement Documentation
1.4.11.4.2. .2 Organizational Process Assets Updates
1.4.11.4.3. .3 Change Requests
1.4.11.4.4. .4 Project Management Plan Updates
1.5. 3.7 Closing Process Group
1.5.1. Performed to finalize all activities across all Project Management Process Groups to fomally complete the project, phase, or contractual obligations.
1.5.2. 3.7.1 Close Project or Phase
1.5.2.1. Finalizing all activities across all of the managmet Process Groups to formally complete the project or phase.
1.5.2.2. Inputs
1.5.2.2.1. .1 Project Management Plan
1.5.2.2.2. .2 Accepted Deliverables
1.5.2.2.3. .3 Organizational Process Assets
1.5.2.3. Tools/Techniques
1.5.2.3.1. .1 Expert Judgement
1.5.2.4. Outputs
1.5.2.4.1. .1 Final Product, Service, or Results Transition
1.5.2.4.2. .2 Organizational Process Assets Updates
1.5.3. 3.7.2 Close Procurements
1.5.3.1. Completing each project procurement.
1.5.3.1.1. Verification that all work and deliverables were acceptable
1.5.3.1.2. Early Termination
1.5.3.2. Inputs
1.5.3.2.1. .1 Project Management Plan
1.5.3.2.2. .2 Procurement Documentation
1.5.3.3. Tools/Techniques
1.5.3.3.1. .1 Procurement audits
1.5.3.3.2. .2 Negotiated settlements
1.5.3.3.3. .3 Records management system
1.5.3.4. Outputs
1.5.3.4.1. .1 Close Procurements
1.5.3.4.2. .2 Organizational Process Assets Updates