1. PM Overview
1.1. Defining a project
1.1.1. Temporary activity Produces a unique result Complete when objectives met Meets stakeholders' expectations
1.2. Types of Projects
1.2.1. Product or enhancement Type of service Improved product or service Result or outcome
1.3. Portfolio/Program/Project/Subproject
1.3.1. Program Coordinated management of a group of projects, subprograms, and activities.
1.3.1.1. Portfolio Collection of programs, subprograms, projects, and operations managed as a group.
1.4. Balance project constraints
1.4.1. Scope Quality Schedule Budget Resources Risks
1.5. 47 PM Process Groups
1.5.1. Initiating Planning Executing Monitoring and Controlling Closing ...
1.6. Project Life Cycles
1.6.1. Generic Predictive Iterative Adaptive
1.6.1.1. Characteristics of Project Phases • Work is unique to that phase. • Specific controls and processes are used to accomplish each phase's goals. • Work is transferred at the end of a phase. At close of phase, project status is reassessed.
2. Project Management Processes
2.1. Knowledge Areas
2.1.1. Knowledge Areas Concepts, terms, and activities that make up a field.
2.1.1.1. 10 Knowledge Areas Integration Scope Time Cost Quality Human resources Communications Risk Procurement Stakeholders
2.2. Initiating
2.2.1. Initiating Process Group Define scope Obtain financial commitment Identify stakeholders Select project manager Produce project charter and stakeholder register
2.2.2. Initiating Outputs
2.2.2.1. Approved charter Stakeholder register
2.3. Plan
2.3.1. Planning Process Group • Establishes scope • Defines objectives • Develops course of action
2.3.1.1. Scope Schedule Communications Risks Cost Procurements Quality Stakeholder engagement Human resource
2.4. Execute
2.4.1. Executing Process Group Steps taken to complete the work defined in the project management plan.
2.4.1.1. Executing Process Group • Coordinating people and resources • Managing stakeholder expectations • Performing activities that follow project management plan
2.5. Monitor and Control
2.5.1. Tracking and reviewing project's process and performance Identifying areas to change Initiating changes
2.6. Close
2.6.1. Closing Process Group Steps taken to conclude activities in all process groups and ensure project is complete.
2.6.1.1. Reasons for Premature Closure • Aborted project • Cancelled project • Critical situation
2.6.1.1.1. Possible Closing Outcomes •Get customer approval to close project •Conduct reviews •Record impacts •Get customer approval to close project •Conduct reviews •Record impacts •Document lessons learned • Update process assets • Archive documents in PMIS (Project Management Information System) • Close procurement activities • Terminate relevant agreements Possible Closing Outcomes • Assess team members • Release project resources
3. Integration Management
3.1. Ties all processes together during a project.
3.1.1. Develop project charter
3.1.1.1. Develop Project Charter Process of developing a document that authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.
3.1.1.1.1. Inputs • Project statement of work • Business case • Agreements • Enterprise environmental factors • Organizational process assets
3.1.2. Develop project management plan
3.1.2.1. Project Management Plan Approved document that defines how the project is managed, executed, and controlled; part of the Planning Process group.
3.1.2.1.1. Inputs • Project charter • Outputs from other processes • Enterprise environmental factors • Organizational process assets
3.1.2.2. Parts of Project Management Plan • Scope management plan • Requirements management plan • Schedule management plan • Cost management plan • Quality management plan • Process improvement plan Human resource plan • Communication management plan • Risk management plan • Procurement management plan • Stakeholder management plan • Change management plan • Configuration management plan • Scope baseline • Schedule baseline • Cost baseline
3.1.3. Direct and manage project work
3.1.3.1. Direct and Manage Project Work Performing work in project management plan and implementing approved changes to achieve objectives.
3.1.3.1.1. Inputs • Project management plan • Approved change requests • Enterprise environmental factors • Organizational process assets
3.1.4. Monitor and control project work
3.1.4.1. Monitor and Control Project Work Tracking, reviewing, and reporting progress to meet objectives defined in the project management plan. Inputs
3.1.4.1.1. Inputs • Project management plan • Schedule forecasts •Cost forecasts • Validated changes • Work performance information • Enterprise environmental factors • Organizational process assets
3.1.5. Perform integrated change control
3.1.5.1. Reviews requests for changes and approves or rejects changes.
3.1.5.1.1. Inputs • Project management plan • Work performance reports • Change requests • Enterprise environmental factors • Organizational process assets
3.1.5.2. Documented changes must be approved or rejected by project sponsor, manager, or control board.
3.1.6. Close project or phase
3.1.6.1. Close Project or Phase Finalizing activities across all process groups to complete the project or phase.
3.1.6.1.1. Inputs .1 Project management plan .2 Accepted deliverables .3 Organizational process assets
4. Scope Management
4.1. Plan scope management
4.1.1. Plan Scope Management Documents how the project will be defined, validated, and controlled.
4.1.1.1. Plan Scope Management • Project manager oversees scope. • Changes are handled in controlled manner. • Project manager controls change factors. • Only work identified in scope is done; no gold plating.
4.1.1.1.1. Inputs .1 Project management plan .2 Project charter .3 Enterprise environmental factors .4 Organizational process assets
4.2. Collect requirements
4.2.1. Collect Requirements Process of determining, documenting, and managing stakeholder needs and requirements to meet objectives.
4.2.1.1. Inputs .1 Scope management plan .2 Requirements management plan .3 Stakeholder management plan .4 Project charter .5 Stakeholder register
4.2.1.1.1. Tools & Techniques .1 Interviews .2 Focus groups .3 Facilitated workshops .4 Group creativity techniques .5 Group decision-making techniques .6 Questionnaires and surveys .7 Observations .8 Prototypes .9 Benchmarking .10 Context diagrams .11 Document analysis
4.3. Define scope
4.3.1. Define Scope Process of developing a detailed description of the project and product.
4.3.1.1. Inputs .1 Scope management plan (Plan to develop, monitor, and control project scope.) .2 Project charter (High-level description of the project.) .3 Requirements documentation .4 Organizational process assets
4.3.1.1.1. Tools & Techniques .1 Expert judgment .2 Product analysis .3 Alternatives generation .4 Facilitated workshops
4.4. Create a work breakdown structure
4.4.1. WBS (work breakdown structure) Chart that separates project scope into work packages.
4.4.1.1. Inputs .1 Scope management plan .2 Project scope statement .3 Requirements documentation .4 Enterprise environmental factors .5 Organizational process assets
4.4.1.1.1. Tools & Techniques .1 Decomposition .2 Expert judgment
4.5. Validate scope
4.5.1. Validate Scope Process of formalizing acceptance of the completed project deliverables.
4.5.1.1. Inputs .1 Project management plan •Scope baseline •Scope management plan .2 Requirements documentation .3 Requirements traceability matrix •Requirements, acceptance criteria, and links to origination; tracks them during project life cycle .4 Verified deliverables .5 Work performance data
4.5.1.1.1. Tools & Techniques .1 Inspection •Reviews •Audits .2 Group decision-making techniques
4.6. Control scope
4.6.1. Control Scope Process of monitoring the status of the project and product scope and managing changes to the scope baseline. • Monitor process performance • Control it through change requests • Submit change requests through Perform Integrated Change Control process
4.6.1.1. Inputs .1 Project management plan .2 Requirements documentation .3 Requirements traceability matrix .4 Work performance data .5 Organizational process assets
4.6.1.1.1. Tools & Techniques .1 Variance analysis • Difference between the baseline and actual performance.
5. Project Cost Management
5.1. Plan cost management
5.1.1. Plan Cost Management Process to establish policies, procedures, and documentation for planning, managing, expending, and controlling project costs.
5.1.1.1. Inputs .1 Project management plan .2 Project charter .3 Enterprise environmental factors .4 Organizational process assets
5.1.1.1.1. Tools & Techniques .1 Expert judgment .2 Analytical techniques .3 Meetings
5.2. Estimate costs
5.2.1. Estimate Costs Process of approximating the monetary responses needed to complete project activities.
5.2.1.1. Inputs .1 Cost management plan .2 Human resource management plan .3 Scope baseline •Project scope statement •WBS •WBS dictionary .4 Project schedule .5 Risk register .6 Enterprise environmental factors .7 Organizational process assets
5.2.1.1.1. Tools & Techniques .1 Expert judgment .2 Analogous estimating .3 Parametric estimating .4 Bottom-up estimating .5 Three-point estimating .6 Reserve analysis .7 Cost of quality .8 Project management software .9 Vendor bid analysis .10 Group decision-making techniques •Brainstorming •Delphi •Nominal
5.3. Determine budget
5.3.1. Determine Budget Process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline.
5.3.1.1. Inputs .1 Cost management plan .2 Scope baseline .3 Activity cost estimates .4 Basis of estimates .5 Project schedule .6 Resource calendars .7 Risk register .8 Agreements .9 Organizational process assets
5.3.1.1.1. Tools & Techniques .1 Cost aggregation .2 Reserve analysis .3 Expert judgment .4 Historical relationships .5 Funding limit reconciliation
5.3.2. Project budget All funds used for project.
5.4. Control costs
5.4.1. Control Costs Process of monitoring the project status to update costs and managing changes to the cost baseline.
5.4.1.1. Inputs .1 Project management plan .2 Project funding requirements .3 Work performance data .4 Organizational process assets
5.4.1.1.1. Tools & Techniques .1 Earned value management •Scope •Schedule •Resource measurements .2 Forecasting formulas •Estimate at completion (EAC) •Estimate to completion (ETC) .3 To-complete performance index (TCPI) •A measure of cost performance that is required to be achieved with the remaining resources in order to meet a specified management goal .4 Performance reviews .5 Project management software •PV planned value •EV earned value •AC actual costs .6 Reserve analysis •Determine if contingency or management reserves are needed or if more needs to be requested.
6. Project Quality Management
6.1. Plan quality management
6.1.1. Plan Quality Management Identifying quality requirements for the project and its deliverables, and documenting how the project will demonstrate compliance with these requirements.
6.1.1.1. Inputs .1 Project management plan .2 Stakeholder register .3 Risk register .4 Requirements documentation .5 Enterprise environmental factors .6 Organizational process assets
6.1.1.1.1. Tools & Techniques .1 Cost-benefit analysis •Cost of implementing quality processes .2 Cost of quality •Costs incurred to ensure quality 3 Seven basic quality tools • Cause-and-effect diagrams •Flow charts •Checksheets •Pareto diagrams • Histograms •Control charts • Scatter diagrams .4 Benchmarking •Compare projects to identify best practices, lessons learned, and performance measures. .5 Design of experiments •Identifying factors that may influence variables of a product under development or in production. .6 Statistical sampling •Choosing part of population of interest for inspection. .7 Additional quality planning tools •Brainstorming •Force field analysis •Nominal group technique •Quality management and control tools .8 Meetings
6.2. Perform quality assurance
6.2.1. Perform Quality Assurance Process of auditing the quality requirements and the results from quality control measurements to ensure appropriate quality standards and operational definitions are used. Quality assurance Ensure processes are followed as documented.
6.2.1.1. Inputs .1 Quality management plan .2 Process improvement plan .3 Quality metrics .4 Quality control measurements .5 Project documents
6.2.1.1.1. Tools & Techniques .1 Quality management and control tools •Affinity diagrams •Process decision program charts (PDPC) •Interrelationship digraphs •Tree diagrams •Prioritization matrices •Activity network diagrams •Matrix diagrams .2 Quality audits •Conduct to see if team is following organizational and project policies, processes, and procedures. .3 Process analysis •Process analysis Identifies areas to improve.
6.3. Control quality
6.3.1. Prevention •Ensure errors do not occur. Inspection •Examine to verify an activity, component, product, result, or service conforms to specified requirements. Attribute sampling •Measures quality by noting the presence (or absence) of some characteristic (attribute) in each of the units under consideration. Variable sampling •Measures how well the product conforms to quality, within set limits. Tolerances •Quantified description of acceptable variation for a quality requirement. Control limits •Range of adequate limits to ensure product quality.
6.3.1.1. Control Quality Process of monitoring and recording the results of executing quality activities, which assesses performance and recommends necessary changes.
6.3.1.1.1. Inputs .1 Project management plan .2 Quality metrics •Description of a project or product attribute and how to measure it. .3 Quality checklists •Tool to verify that a set of required steps has been performed. .4 Work performance data •Measurements identified during activities being performed to carry out the project work. .5 Approved change requests •Defects repair •Updating working methods •Schedule changes .6 Deliverables •Product, result, or service that is inspected for quality. .7 Project documents • .8 Organizational process assets
7. Project Human Resource Management
7.1. Plan Human Resource Management
7.1.1. Plan Human Resource Management Process of identifying and documenting project roles, responsibilities and required skills, reporting relationships, and creating a staffing management plan.
7.1.1.1. Inputs .1 Project management plan .2 Activity resource requirements •Indicate number of resources and time per activity .3 Enterprise environmental factors .4 Organizational process assets
7.1.1.1.1. Tools & Techniques .1 Organization charts and position descriptions •Organization charts and position descriptions Hierarchical: Top-down format of graphical organizational chart. •Organization charts and position description Matrix-based: Grid with each of the resources assigned to a work package, also known as a responsibility assignment matrix (RAM). •Organization charts and position descriptions Text-oriented: Format that provides more details about activities, also known as position descriptions and role-responsibility-authority forms. .2 Networking •Luncheon or informal meetings •Trade conferences •Symposia .3 Organizational theory •Information on how team members and organizations behave .4 Expert judgment .5 Meetings
7.2. Acquire project team
7.2.1. Acquire Project Team Process of confirming human resource availability and obtaining the team necessary to complete project activities.
7.2.1.1. Inputs .1 Human resource management plan •Details on how roles and responsibilities, reporting relationships, and staff management will be addressed and structured. .2 Enterprise environmental factors .3 Organizational process assets
7.2.1.1.1. Tools & Techniques .1 Pre-assignment •Team members are named in advance of the project starting. .2 Negotiation •Work with functional managers, other project teams, and even external organizations. .3 Acquisition •Obtain resources from outside the organization. .4 Virtual teams •Obtain off-site resources. .5 Multi-criteria decision analysis •Use a decision matrix to provide a systematic analytical approach for establishing criteria to evaluate and rank ideas.
7.3. Develop project team
7.3.1. Develop Project Team Process of improving competencies, team member interaction, and overall team environment to enhance project performance.
7.3.1.1. Inputs .1 Human resource management plan •Details on developing the project team and the training strategies. .2 Project staff assignments .3 Resource calendars
7.3.1.1.1. Tools & Techniques .1 Interpersonal skills •Conflict resolution •Influence •Team building •Negotiation .2 Training •Online training •Classroom •On-the-job training (OJT) .3 Team-building activities Tuckman's Ladder of Team Development •Forming •Storming •Norming •Performing •Adjourning .4 Ground rules .5 Colocation •Bring team and key materials together in one place .6 Recognition and rewards •Motivational theories .7 Personnel assessment tools •Tools that help learn how team members function best
7.4. Manage project team
7.4.1. Manage Project Team Process of tracking team member performance, providing feedback, resolving issues, and managing team changes.
7.4.1.1. Inputs .1 Human resource management plan .2 Project staff assignments .3 Team performance assessments .4 Issue log .5 Work performance reports •How the project is performing against forecasts .6 Organizational process assets
7.4.1.1.1. Tools & Techniques .1 Observation and conversation •Monitors the team's performance regarding the schedule. .2 Project performance appraisals •Focuses on team members' roles and responsibilities. .3 Conflict management •Collaborate/problem solve •Compromise/reconcile •Force/direct •Smooth/accommodate •Withdraw/avoid .4 Interpersonal skills
8. Project Communications Managemen
8.1. Plan communications management
8.1.1. Plan Communications Management Process of developing a plan for project communications based on stakeholder's information needs and requirements, and available organizational assets.
8.1.1.1. Inputs .1 Project management plan .2 Stakeholder register •Document including identification, assessment, and classification of project stakeholders. .3 Enterprise environmental factors .4 Organizational process assets
8.1.1.1.1. Tools & Techniques .1 Communication requirements analysis •Techniques to determine project stakeholders' needs, such as interviews, workshops, and lessons learned. .2 Communication technology •Tools used to transfer information to stakeholders. .3 Communication models •Description of how project communication will be performed. .4 Communication methods •How information is transferred to stakeholders. .5 Meetings •Face-to-face •Teleconferencing
8.2. Manage communications
8.2.1. Manage Communications Process of creating, collecting, distributing, retrieving, storing, and the ultimate disposition of project information in accordance with the communications management plan.
8.2.1.1. Inputs .1 Communications management plan •Work performance reports Project information that helps generate decisions, actions, or awareness .2 Work performance reports .3 Enterprise environmental factors .4 Organizational process assets
8.2.1.1.1. Tools & Techniques Outputs .1 Communication technology •Tools used to transfer information to stakeholders. .2 Communication models •Description of how project communication will be performed. .3 Communication methods How information is transferred to stakeholders. .4 Information management systems •How information is collected and distributed between producers and consumers in physical or electronic formats. .5 Performance reporting •How project performance is shared with stakeholders.
8.3. Control communications
8.3.1. Control Communications Process of monitoring and controlling communications throughout the project to ensure the information needs of the project stakeholders are met.
8.3.1.1. Inputs .1 Project management plan .2 Project communications •Schedule updates •Project performance •Cost incurred .3 Issue log .4 Work performance data •Information about shared communications, how effective they were, and if they had the correct level of detail .5 Organizational process assets
8.3.1.1.1. Tools & Techniques .1 Information management systems •How information is collected and distributed between producers and consumers in physical or electronic formats .2 Expert judgment .3 Meetings
9. Project Risk Management
9.1. Plan Risk Management
9.1.1. Plan Risk Management Process of defining how to conduct risk management activities for a project.
9.1.1.1. Inputs .1 Project management plan .2 Project charter .3 Stakeholder register .4 Enterprise environmental factors .5 Organizational process assets
9.1.1.1.1. Tools & Techniques .1 Analytical techniques •How to analyze potential outcomes based on variations of project or environmental variables and their relationship with other variables. .2 Expert judgment .3 Meetings
9.2. Identify Risks
9.2.1. Identify Risks Process of determining which risks may affect the project and documenting their characteristics.
9.2.1.1. Inputs .1 Risk management plan •How team will identify risks .2 Cost management plan .3 Schedule management plan .4 Quality management plan .5 Human resource management plan .6 Scope baseline .7 Activity cost estimates .8 Activity duration estimates .9 Stakeholder register .10 Project documents .11 Procurement documents .12 Enterprise environmental factors .13 Organizational process assets •Provide guidance and processes for how to handle risks
9.2.1.1.1. Tools & Techniques .1 Documentation reviews .2 Information gathering techniques •Brainstorming •Delphi technique (Obtaining anonymous information to reduce bias) Interviewing stakeholders and experts •Root cause analysis .3 Checklist analysis •Uses the risk breakdown structure (RBS) to examine risk categories and identify risks. .4 Assumptions analysis •Examines identified assumptions to identify risks. .5 Diagramming techniques • Cause and effect diagram (Ishikawa or fishbone diagram) • System or process flow charts • Influence diagram .6 SWOT analysis •Strengths •Weaknesses •Opportunities •Threats .7 Expert judgment
9.3. Perform Qualitative Analysis
9.3.1. Perform Qualitative Risk Analysis Process of prioritizing risks for further analysis by assessing and combining their probability of occurrence and impact.
9.3.1.1. Inputs .1 Risk management plan .2 Scope baseline .3 Risk register .4 Enterprise environmental factors .5 Organizational process assets
9.3.1.1.1. Tools & Techniques .1 Risk probability and impact assessment •What is the probability of this occurring? •What is the impact if it does? .2 Probability and impact matrix .3 Risk data quality assessment •How to evaluate the degree to which the data about the risk is useful for risk management. .4 Risk categorization •Technique to separate risks in separate categories. .5 Risk urgency assessment •Analysis of risks to determine which ones need to be addressed immediately. .6 Expert judgment
9.4. Perform Quantitative Analysis
9.4.1. Perform Quantitative Risk Analysis Process of numerically analyzing the effect of identified risks on overall project objectives.
9.4.1.1. Inputs .1 Risk management plan .2 Cost management plan .3 Schedule management plan .4 Risk register .5 Enterprise environmental factors .6 Organizational process assets
9.4.1.1.1. Tools & Techniques .1 Data gathering and representation techniques •Interviewing (Gather information to quantify the probability and impact of risks on the project.) •Divide information into probabilities: Pessimistic Realistic Optimistic .2 Quantitative risk analysis and modeling techniques •Sensitivity analysis (Tornado diagrams) Determines which risks have the most potential impact on the project. •Expected monetary value analysis (Decision tree diagrams) Technique to calculate the average outcome when the future includes scenarios that may or may not happen. •Modeling and simulation (Monte Carlo) Project model that translates the uncertainties into their potential impact on objectives expressed for the total project. .3 Expert judgment
9.5. Plan Risk Responses
9.5.1. Plan Risk Responses Process of developing options and actions to enhance opportunities and to reduce threats to project objectives.
9.5.1.1. Inputs .1 Risk management plan .2 Risk register
9.5.1.1.1. Tools & Techniques .1 Strategies for negative risks or threats •Avoid risk •Transfer responsibility of risk to third party •Mitigate risk by reducing likelihood of it happening •Accept possibility of risk; if it happens, implement solution .2 Strategies for positive risks or opportunities •Exploit the risk to ensure it happens •Enhance the risk by influencing factors that make it happen •Share the risk with a third party •Accept the risk .3 Contingent response strategies •Responses used if a specific trigger occurs. .4 Expert judgment
9.6. Control risks
9.6.1. Control Risks Process of implementing risk response plans, tracking identified risks, monitoring residual risks, identifying new risks, and evaluating risk process effectiveness throughout the project.
9.6.1.1. Inputs .1 Project management plan .2 Risk register .3 Work performance data .4 Work performance reports
9.6.1.1.1. Tools & Techniques .1 Risk reassessment .2 Risk audits •Evaluate effectiveness of risk responses and risk management processes. .3 Variance and trend analysis •Examines what was planned vs. what actually happened. •Examines how a project is performing over time vs. a one-time snapshot. .4 Technical performance measurement Evaluates how a project's technical performance has performed against project scope. .5 Reserve analysis .6 Meetings
10. Project Procurement Management
10.1. Plan procurement management
10.1.1. Plan Procurement Management Process of documenting project procurement decisions, specifying the approach, and identifying potential sellers.
10.1.1.1. Inputs .1 Project management plan .2 Requirements documentation •How individual requirements meet the business need for the project. .3 Risk register •List of project risks and risk responses. .4 Activity resource requirements .5 Project schedule .6 Activity cost estimates .7 Stakeholder register .8 Enterprise environmental factors .9 Organizational process assets
10.1.1.1.1. Tools & Techniques .1 Make-or-buy analysis •Gathering and organizing data about product requirements and analyzing them against available alternatives. .2 Expert judgment .3 Market research •Gathering information to identify market capabilities. .4 Meetings
10.2. Conduct procurements
10.2.1. Conduct Procurements Process of obtaining seller responses, selecting a seller, and awarding a contract.
10.2.1.1. Inputs .1 Procurement management plan .2 Procurement documents •Details on managing the process and audit trail for contracts .3 Source selection criteria •Information to compare proposals and select bidder. .4 Seller proposals •Team evaluates bidders to award a contract. .5 Project documents .6 Make-or-buy decisions •Whether the product will be done in-house or outside the company. .7 Procurement statement of work •Provides a detailed description of the scope of work. .8 Organizational process assets
10.2.1.1.1. Tools & Techniques .1 Bidder conference •Meetings with prospective sellers prior to preparation of bid or proposal to ensure prospective vendors have common understanding of the procurement. .2 Proposal evaluation techniques •How to review proposals provided by suppliers to support contract award decisions. .3 Independent estimates •Estimate from uninterested third party to compare proposals. .4 Expert judgment .5 Advertising .6 Analytical techniques .7 Procurement negotiations •Negotiations between buyer and seller to clarify scope, requirements, terms, payments, and schedule.
10.3. Control procurements
10.3.1. Control Procurements Process of managing procurement relationships, monitoring contract performance, and making changes and corrections to contracts as appropriate.
10.3.1.1. Inputs .1 Project management plan .2 Procurement documents .3 Agreements .4 Approved change requests .5 Work performance reports .6 Work performance data
10.3.1.1.1. Tools & Techniques .1 Contract change control system .2 Procurement performance reviews .3 Inspections and audits .4 Performance reporting •Teams' analysis of seller's data, comparing performance to contract. .5 Payment systems .6 Claims administration .7 Records management system
10.4. Close procurements
10.4.1. Close Procurements Process to ensure procurements are closed and documentation is stored for future reference.
10.4.1.1. Inputs .1 Project management plan .2 Procurement documents
10.4.1.1.1. Tools & Techniques .1 Procurement audits .2 Procurement negotiations •Procurement negotiations Options for negotiating outstanding claims or disputes. •Alternative dispute resolution (ADR) •Litigation .3 Records management system
11. Project Stakeholder Management
11.1. Identify stakeholders
11.1.1. Identify Stakeholders Process of identifying the people, groups, or organizations that could impact or be impacted by the project.
11.1.1.1. Inputs .1 Project charter •List of internal and external stakeholders. Team members Sponsor Affected organizations .2 Procurement documents .3 Enterprise environmental factors .4 Organizational process assets
11.1.1.1.1. Tools & Techniques .1 Stakeholder analysis •Gathering and analyzing quantitative and qualitative information to determine whose interests should be taken into account throughout the project. .2 Expert judgment .3 Meetings
11.1.1.1.2. Classifications • Power/interest • Power/influence •Influence/impact • Salience
11.2. Plan stakeholder management
11.2.1. Plan Stakeholder Management Process of developing strategies to engage stakeholders throughout the project life cycle, based on the analysis of their needs, interests, and potential impact on project success.
11.2.1.1. Inputs .1 Project management plan .2 Stakeholder register .3 Enterprise environmental factors .4 Organizational process assets
11.2.1.1.1. Tools & Techniques .1 Expert judgment .2 Meetings .3 Analytical techniques •Stakeholder engagement assessment matrix
11.3. Manage stakeholder engagement.
11.3.1. Manage Stakeholder Engagement Process of communicating and working with stakeholders to meet their needs/expectations, address issues, and foster appropriate stakeholder engagement.
11.3.1.1. Inputs .1 Stakeholder management plan •Communicates details about the changes to the project. .2 Communications management plan •Details how to manage communications with stakeholders and get them involved. .3 Change log •Communicates details about the changes to the project. .4 Organizational process assets
11.3.1.1.1. Tools & Techniques .1 Communication methods •Communications management plan Push - Communication sent directly to stakeholders Pull - Communication is posted for stakeholders to access on their own .2 Interpersonal skills •Building trust •Respect •Conflict management .3 Management skills •Project manager's tools to coordinate stakeholders.
11.4. Control stakeholder engagement
11.4.1. Control Stakeholder Engagement Process of monitoring overall project stakeholder relationships and adjusting strategies and plans for engaging stakeholders.
11.4.1.1. Inputs .1 Project management plan .2 Issue log •Activity start and finish dates •Project costs •Change requests .3 Work performance data .4 Project documents
11.4.1.1.1. Tools & Techniques .1 Information management systems .2 Expert judgment .3 Meetings