Pmp prep v4

Test_Tracker

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PMP Prep_v4.xlsx Page 1 of 57 PMP Prep_v4.xlsx

Test_Tracker

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Process_Groups-Knowledge_Areas

KNOWLEDGE AREAS INITIATING PLANNING EXECUTING MONITORING & CONTROLLING CLOSING IPECACProject Integration Management

Develop Project Charter Develop Project Management Plan Direct and Management Project Execution Monitor & Control Project WorkPerform Integrated Change Control

Close Project or Phase

Project Scope Management

Collect RequirementsDefine ScopeCreate WBS

Verify ScopeControl Scope

Project Time Management Define ActivitiesSequence ActivitiesEstimate Activity ResourcesEstimate Activity DurationDevelop Schedule

Control Schedule

Project Cost Management Estimate CostsDetermine Budget

Control Costs

Project Quality Management

Plan Quality Perform Quality Assurance Perform Quality Control

Project Human Resource Management

Develop Human Resources Plan Acquire Project TeamDevelop Project TeamManage Project Team

Project Communications Management

Identify Stakeholders Plan Communications Distribute InformationManage Stakeholder Expectations

Report Performance

Project Risk Management Plan Risk ManagementIdentify RisksPerform Qualitative Risk AnalysisPerform Quantitative Risk AnalysisPlan Risk Responses

Monitor & Control Risks

Project Procurement Management

Plan Procurements Conduct Procurements Administer Procurements Close Procurements

I Saw Two Crows Quietly Having Coffee and Reading Poetry

PMP Prep_v4.xlsx 3 of 57 1/7/2013


KNOWLEDGE AREAS INITIATING PLANNING EXECUTING MONITORING & CONTROLLING CLOSING TOTALProject Integration Management

1 1 1 2 1 6

Project Scope Management

3 2 5

Project Time Management5 1 6

Project Cost Management2 1 3


1 1 1 3


1 3 4


1 1 2 1 5

Project Risk Management5 1 6


1 1 1 1 4

TOTAL 2 20 8 10 2 42



KNOWLEDGE AREAS INITIATING PLANNING EXECUTING MONITORING & CONTROLLING CLOSINGProject Integration ManagementProject Scope Management

N/A N/A N/A

Project Time ManagementN/A N/A N/A

Project Cost ManagementN/A N/A N/A


N/A N/A


N/A N/A N/A


N/A

Project Risk ManagementN/A N/A N/A


N/A




Project Integration Management

Diagram is fully editable in Microsoft Visio


INPUTS - OUTPUTS

INPUTS PROCESS OUTPUTS PROCESS GROUPProject Statement of Work (SOW)Business CaseContractEnterprise Environmental Factors (EEF)Organizational Process Assets (OPA)

Develop Project Charter Project Charter

INITIATING

Project CharterProcurement DocumentsEnterprise Environmental FactorsOrganizational Process Assets

Identify Stakeholders Stakeholder RegisterStakeholder Management Strategy

INITIATING

Project CharterOutputs from Planning ProcessesEnterprise Environmental FactorsOrganizational Process Assets

Develop Project Management Plan Project Management Plan (PMP)

PLANNING

Project CharterStakeholder Register

Collect Requirements Requirements DocumentationRequirements Management Plan (RMP)Requirements Traceability Matrix (RTM)

PLANNING

Project CharterRequirements DocumentationOrganizational Process Assets

Define Scope Project Scope StatementProject Document Updates PLANNING

Project Scope StatementRequirements DocumentationOrganizational Process Assets

Create WBS WBSWBS DictionaryScope BaselineProject Document Updates

PLANNING

Scope BaselineEnterprise Environmental FactorsOrganizational Process Assets

Define Activities Activity ListActivity AttributesMilestone List

PLANNING

Activity ListActivity AttributesMilestone ListProject Scope StatementOrganizational Process Assets

Sequence Activities Project Schedule Network DiagramsProject Document Updates

PLANNING


INPUTS - OUTPUTS

INPUTS PROCESS OUTPUTS PROCESS GROUPActivity ListActivity AttributesResource CalendarsEnterprise Environmental FactorsOrganizational Process Assets

Estimate Activity Resources Activity Resource RequirementsResource Breakdown StructureProject Document Updates PLANNING

Activity ListActivity AttributesActivity Resource RequirementsResource CalendarsProject Scope StatementEnterprise Environmental FactorsOrganizational Process Assets

Estimate Activity Duration Activity Duration EstimatesProject Document Updates

PLANNING

Activity ListActivity AttributesProject Schedule Network DiagramsActivity Resource RequirementsResource CalendarsActivity Duration EstimatesProject Scope StatementEnterprise Environmental FactorsOrganizational Process Assets

Develop Schedule Project ScheduleSchedule BaselineProject Document Updates

PLANNING

Scope BaselineProject ScheduleHuman Resource PlanRisk RegisterEnterprise Environmental FactorsOrganizational Process Assets

Estimate Costs Activity Cost EstimatesBasis of EstimatesProject Document Updates

PLANNING

Activity Cost EstimatesBasis of EstimatesScope BaselineProject ScheduleResource CalendarsContractsOrganizational Process Assets

Determine Budget Cost Performance BaselineProject Funding RequirementsProject Document Updates

PLANNING


INPUTS - OUTPUTS

INPUTS PROCESS OUTPUTS PROCESS GROUPScope BaselineStakeholder RegisterCost Performance BaselineSchedule BaselineRisk RegisterEnterprise Environmental FactorsOrganizational Process Assets

Plan Quality Quality Management PlanQuality MetricsQuality ChecklistsProcess Improvement PlanProject Document Updates

PLANNING

Activity Resource RequirementsEnterprise Environmental FactorsOrganizational Process Assets

Develop Human Resources Plan Human Resource PlanPLANNING

Stakeholder RegisterStakeholder Management StrategyEnterprise Environmental FactorsOrganizational Process Assets

Plan Communications Communications Management PlanProject Document Updates

PLANNING

Project Scope StatementCost Management PlanSchedule Management PlanCommunications Management PlanEnterprise Environmental FactorsOrganizational Process Assets

Plan Risk Management Risk Management Plan (RMP)

PLANNING

Risk Management PlanActivity Cost EstimatesActivity Duration EstimatesScope BaselineStakeholder RegisterCost Management PlanSchedule Management PlanQuality Management PlanProject DocumentsEnterprise Environmental FactorsOrganizational Process Assets

Identify Risks Risk Register

PLANNING

Risk RegisterRisk Management PlanProject Scope StatementOrganizational Process Assets

Perform Qualitative Risk Analysis Risk Register Updates

PLANNING


INPUTS - OUTPUTS

INPUTS PROCESS OUTPUTS PROCESS GROUPRisk RegisterRisk Management PlanCost Management PlanSchedule Management PlanOrganizational Process Assets

Perform Quantitative Risk Analysis Risk Register Updates

PLANNING

Risk RegisterRisk Management Plan

Plan Risk Responses Risk Register UpdatesRisk-related Contract DecisionsProject Management Plan UpdatesProject Document Updates

PLANNING

Scope BaselineRequirements DocumentationTeaming AgreementsRisk RegisterRisk-related Contract DecisionsActivity Resource RequirementsProject ScheduleActivity Cost EstimatesCost Performance BaselineEnterprise Environmental FactorsOrganizational Process Assets

Plan Procurements Procurement Management PlanProcurement Statements of Work (SOW)Make or Buy DecisionsProcurement DocumentsSource Selection CriteriaChange Requests PLANNING

Project Management PlanApproved Change RequestsEnterprise Environmental FactorsOrganizational Process Assets

Direct and Management Project Execution DeliverablesWork Performance InformationChange RequestsProject Management Plan UpdatesProject Document Updates

EXECUTING

Project Management PlanQuality MetricsWork Performance InformationQuality Control Measurements

Perform Quality Assurance Organizational Process Assets UpdatesChange RequestsProject Management Plan UpdatesProject Document Updates

EXECUTING

Project Management PlanEnterprise Environmental FactorsOrganizational Process Assets

Acquire Project Team Project Staff AssignmentsResource CalendarsProject Management Plan Updates

EXECUTING

Project Staff AssignmentsProject Management PlanResource Calendars

Develop Project Team Team Performance AssessmentsEnterprise Environmental Factors Updates EXECUTING


INPUTS - OUTPUTS

INPUTS PROCESS OUTPUTS PROCESS GROUPProject Staff AssignmentsProject Management PlanTeam Performance AssessmentsPerformance ReportsOrganizational Process Assets

Manage Project Team Enterprise Environmental Factors UpdatesOrganizational Process Assets UpdatesChange RequestsProject Management Plan Updates

EXECUTING

Project Management PlanPerformance ReportsOrganizational Process Assets

Distribute Information Organizational Process Assets UpdatesEXECUTING

Stakeholder RegisterStakeholder Management StrategyProject Management PlanIssue LogChange LogOrganizational Process Assets

Manage Stakeholder Expectations Organizational Process Assets UpdatesChange RequestsProject Management Plan UpdatesProject Document Updates

EXECUTING

Project Management PlanProcurement DocumentsSource Selection CriteriaQualified Seller ListSeller ProposalsProject DocumentsMake or Buy DecisionsTeaming AgreementsOrganizational Process Assets

Conduct Procurements Selected SellersProcurement Contract AwardResource CalendarChange RequestsProject Management plan UpdatesProject Document Updates

EXECUTING

Project Management PlanPerformance ReportsEnterprise Environmental FactorsOrganizational Process Assets

Monitor & Control Project Work Change RequestsProject Management Plan UpdatesProject Document Updates

MONITORING & CONTROLLING

Project Management PlanWork Performance InformationChange RequestsEnterprise Environmental FactorsOrganizational Process Assets

Perform Integrated Change Control Change Requests Status UpdatesProject Management Plan UpdatesProject Document Updates MONITORING & CONTROLLING


INPUTS - OUTPUTS

INPUTS PROCESS OUTPUTS PROCESS GROUPProject Management PlanRequirements DocumentationRequirements Traceability MatrixValidated Deliverables

Verify Scope Accepted DeliverablesChange RequestsProject Document Updates


Project Management PlanWork Performance InformationRequirements DocumentationRequirements Traceability MatrixOrganizational Process Assets

Control Scope Work Performance MeasurementsOrganizational Process Assets UpdatesChange RequestsProject Management Plan UpdatesProject Document Updates


Project Management PlanProject ScheduleWork Performance InformationOrganizational Process Assets

Control Schedule Work Performance MeasurementsOrganizational Process Assets UpdatesChange RequestsProject Management Plan UpdatesProject Document Updates


Project Management PlanProject Funding RequirementsWork Performance InformationOrganizational Process Assets

Control Costs Work Performance MeasurementsBudget ForecastsOrganizational Process Assets UpdatesChange RequestsProject Management Plan UpdatesProject Document Updates


Project Management PlanQuality MetricsWork Performance MeasurementsApproved Change RequestsDeliverablesOrganizational Process Assets

Perform Quality Control Quality Control MeasurementsValidated ChangesValidated DeliverablesOrganizational Process Assets UpdatesChange RequestsProject Management Plan UpdatesProject Document Updates


Project Management PlanWork Performance InformationWork Performance MeasurementsBudget ForecastsOrganizational Process Assets

Report Performance Performance ReportsOrganizational Process Assets UpdatesChange Requests MONITORING & CONTROLLING


INPUTS - OUTPUTS

INPUTS PROCESS OUTPUTS PROCESS GROUPRisk RegisterProject Management PlanWork Performance InformationPerformance Reports

Monitor & Control Risks Risk Register UpdatesOrganizational Process Assets UpdatesChange RequestsProject Management Plan UpdatesProject Document Updates


Procurement DocumentsProject Management PlanContractPerformance ReportsApproved Change RequestsWork Performance Information

Administer Procurements Procurement DocumentationOrganizational Process Assets UpdatesChange RequestsProject Management Plan Updates


Project Management PlanAccepted DeliverablesOrganizational Process Assets

Close Project or Phase Final Product, Service, or Result TransitionOrganizational Process Assets Updates CLOSING

Project Management PlanProcurement Documentation

Close Procurements Closed ProcurementsOrganizational Process Assets Updates

CLOSING


Inputs-Definition

INPUTS DEFINITIONAccepted Deliverables Those criteria , including performance requirements and essential conditions, which must be met before project

deliverables are accepted [acceptance criteria].Activity Attributes Multiple attributes associated with each schedule activity that can be included within the activity list. Activity attributes

include activity codes, predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, imposed dates, constraints, and assumptions.

Activity Cost Estimates A quantitative assessment of the likely costs for resources required to complete the activity.Activity Duration Estimates A quantitative assessment of the likely number of work periods that will be required to complete an activity.

Activity List A documented tabulation of schedule activities that shows the activity description, activity identifier, and a sufficiently detailed scope of work description so project team members understands what work is to be performed.

Activity Resource Requirements The types and quantities of resources required for each activity in a work package. These requirements can then be aggregated to determine the estimated resources for each work package. The amount of detail and the level of specificity of the resource requirement descriptions can vary by application area.

Approved Change Requests The documented, authorized changes to expand or reduce project scope. The approved change requests can also modify policies, the project management plan, procedures, costs, or budgets; or revise schedules. Approved change requests mayrequire implementation of preventive or corrective actions.

Basis of Estimates The amount and type of additional details supporting the cost estimate vary by application area; typically expressed as a range (e.g., + 10%).

Budget Forecasts The approved estimate for the project or any work breakdown structure component or any schedule activity [budget].

Business Case The business case or similar document provides the necessary information from a business standpoint to determine whether or not the project us worth the required investment. The business case is created as a result of one or more of the following: market demand, organizational need, customer request, technological advance, legal requirement, ecological impacts, or social need. In the case of multiphase projects, the business case may be periodically reviewed to ensure that the project is on track to deliver the business benefits. In the early stages of the project life cycle, periodic reviews of the business case by the sponsoring organization also helps to confirm that the project is still required.

Change Log A change log is used to document changes that occur during a project. These changes and their impact to the project in terms of time, cost, and risk, must be communicated to the appropriate stakeholders.

Change Requests Requests to expand or reduce the project scope, modify policies, processes, plans, or procedures, modify costs or budgets,or revise schedules.


Inputs-Definition

INPUTS DEFINITIONCommunications Management Plan The document that describes: the communication needs and expectations for the project; how and in what format

information will be communicated; when and where each communication will be made; and who is responsible for providing each type of communication. The communication management plan is contained in, or is a subsidiary plan of, the project management plan .

Contract(s) A contract is a mutually binding agreement that obligates the seller to provide the specified product or service or result and obligates the buyer to pay for it.

Cost Management Plan The document that sets out the format and establishes the activities and criteria for planning, structuring, and controlling the project costs. The cost management plan is contained in, or is a subsidiary plan of, the project management plan .

Cost Performance Baseline A specific version of the time-phased budget used to compare actual expenditures to planned expenditures to determine if preventive or corrective action is needed to meet the project objectives.

Deliverable(s) Any unique and verifiable product, results, or capability to perform a service that must be produced to complete a process, phase, or project. Often used more narrowly in reference to an external deliverable, which is a deliverable that is subject to approval by the project sponsor or customer. See also product and result .

Enterprise Environmental Factors (EEF) Any or all external environmental factors and internal organizational factors that surround or influence the project's success. These factors are from any or all of the enterprises involved in the project, and include organizational culture and structure, infrastructure, existing resources, commercial databases, market conditions, and project management software.

Human Resource Plan A document describing how roles and responsibilities, reporting relationships, and staffing management will be addressed and structured for the project. It is contained in or is a subsidiary plan of the project [management plan].

Issue Log An issue log or action item log can be used to document and monitor the resolution of issues. It can be used to facilitate communication and ensure a common understanding of issues.A point or matter in question or in dispute that is not settled and is under discussion or over which there are opposing views or disagreements [issue].

Make or Buy Decisions Make-or-buy decisions document the conclusions reached regarding what project products, services, or results will be acquired from outside the project organization, or will be performed internally by the project team.

Milestone List A significant point or event in the project [milestone].


Inputs-Definition

INPUTS DEFINITIONOrganizational Process Assets (OPA) Any or all process related assets, from any or all of the organizations involved in the project that are or can be used to

influence the project's success. These process assets include formal and informal plans, policies, procedures, and guidelines. The process assets also include the organizations' knowledge bases such as lessons learned and historical information.

Outputs from Planning Processes A product, result, or service generated by a process. May be an input to a successor process [output].Performance Reports Documents and presentations that provide organized and summarized work performance information, earned value

management parameters and calculations, and analyses of project work progress and status.Procurement Documentation See Procurement Documents .Procurement Documents The documents used in bid and proposal activities, which include the buyer's Invitation for Bid, Invitation for Negotiations,

Request for Information, Request for Quotation, Request for Proposal, and seller's responses.Project Charter A document issued by the project initiator or sponsor that formally authorizes the existence of a project, and provides the

project manager with the authority to apply organizational resources to project activities.Project Documents All documents and artifacts produced by the project team not otherwise included in the project management plan, or a

subsidiary management plan [inferred]. Project documents include but are not limited to: assumptions log, work performance reports, earned value reports, network diagrams, baselines, and other project information proven to be valuable in identifying risks.

Project Funding Requirements The total funds required [by project, phase, or incremental] are those included in the cost baseline, plus management reserves.

Project Management Plan A formal, approved document that defines how the project is executed, monitored, and controlled. It may be a summary or detailed and may be composed of one or more subsidiary management plans and other planning documents.

Project Schedule The planned dates for performing schedule activities and the planned dates for meeting schedule milestones.

Project Schedule Network Diagrams Any schematic display of the logical relationships among the project schedule activities. Always drawn from left to right to reflect project work chronology.

Project Scope Statement The narrative description of the project scope, including major deliverables, project assumptions, project constraints, and a description of work, that provides a documented basis for making future project decisions and for confirming or developing a common understanding of project scope among stakeholders.

Project Staff Assignments A list of the project team members. Project staff assignment documents identify the people who are on the team [faces with spaces].

Project Statement of Work (SOW) A narrative description of products, services, or results to be supplied [Statement of Work (SOW)].Qualified Seller List A listing of sellers who have been pre-screened for their qualifications and past experience, so that procurements are

directed to only those sellers who can perform on any resulting contracts.


Inputs-Definition

INPUTS DEFINITIONQuality Control Measurements Quality control measurements are the results of quality control activities. They are used to analyze and evaluate the

quality standards and processes of the performing organization.Quality Management Plan The quality management plan describes how the project management team will implement the performing organization's

quality policy. The quality management plan is a component or subsidiary plan of the project management plan .

Quality Metrics A quality metric is an operational definition that describes, in very specific terms, a project or product attribute and how the quality control process will measure it. A measurement is an actual value. The tolerance defines the allowable variations on the metrics.

Requirements Documentation A condition or capability that must be met or possessed by a system, product, service, result, or component to satisfy a contract, standard, specification, or other formally imposed document. Requirements include the quantified and documented needs, wants, and expectations of the sponsor, customer, and other stakeholders [requirement].

Requirements Traceability Matrix A table that links requirements to their origin and traces them throughout the project life cycle.Resource Calendar(s) A calendar of working days and nonworking days that determines those dates on which each specific resource is idle or

can be active. Typically defines resource specific holidays and resource availability periods. See also project calendar .

Risk Management Plan The document describing how project risk management will be structured and performed on the project. It is contained in or is a subsidiary plan of the project management plan. Information in the risk management plan varies by application area and project size. The risk management plan is different from the risk register that contains the list of project risks, the results of risk analysis, and the risk responses.

Risk Register The document containing the results of the qualitative risk analysis, quantitative risk analysis, and risk response planning. The risk register details all identified risks, including description, category, cause, probability of occurring, impact(s) on objectives, proposed responses, owners, and current status.

Risk-related Contract Decisions Decisions to transfer risk, such as agreements for insurance, services, and other items as appropriate. This may happen as a result of mitigating or transferring part or all of the threat or enhancing or sharing part or all of the opportunity. The contract type selected also provides a mechanism for sharing the risks.

Schedule Baseline A specific version of the schedule model used to compare actual results to the plan to determine if preventive or corrective action is needed to meet the project objectives.

Schedule Management Plan The document that establishes criteria and the activities for developing and controlling the project schedule. It is contained in, or is a subsidiary plan of, the project management plan .

Scope Baseline An approved specific version of the detailed scope statement, work breakdown structure (WBS), and its associated WBS dictionary.


Inputs-Definition

INPUTS DEFINITIONSeller Proposals Documents prepared in response to a procurement document package; forms the basic set of information that will be

used by an evaluation body to select one or more successful bidders (sellers).Source Selection Criteria Source selection criteria can include information on the supplier's required capabilities, capacity, delivery dates, product

cost, life cycle cost, technical expertise, and the approach to the contract.Stakeholder Management Strategy The stakeholder management strategy defines an approach to increase the support and minimize negative impacts of

stakeholders throughout the entire project life cycle. It includes elements such as: key stakeholders who can significantly impact the project, level of participation in the project desired for each identified stakeholder, and stakeholder groups and their management (as groups).Person or organization (e.g., customer, sponsor, performing organization, or the public) that is actively involved in the project, or whose interests may be positively or negatively affected by execution or completion of the project. A stakeholder may also exert influence over the project and its deliverables [stakeholder].

Stakeholder Register The stakeholder register is used to identify stakeholders that can provide information on detailed project and product requirements. This contains all details related to the identified stakeholders including, but not limited to: identification information, assessment information, and stakeholder classification.

Team Performance Assessments The performance of a successful team is measured in terms of technical success according to agreed-upon project objectives, performance on project schedule (finished on time), and performance on budget (finished within financial constraints). The evaluation of a team's effectiveness may include indicators such as: improvements on skills that allow individuals to perform assignments more effectively, improvements in competencies that help the team perform better as a team, reduced staff turnover rate, and increased team cohesiveness where team members share information and experiences openly and help each other to improve the overall project performance.

Teaming Agreements Teaming agreements are legal contractual agreements between two or more entities to form a partnership or joint venture, or some other arrangement as defined by the parties. Whenever the new business opportunity ends, the teaming agreement also ends,

Validated Deliverables The assurance that a product, service, or system meets the needs of the customer and other identified stakeholders. It often involves acceptance and suitability with external customers. Contrast with verification [validation ].

Work Breakdown Structure (WBS) A deliverable-oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives and create the required deliverables. It organizes and defines the total scope of the project.


Inputs-Definition

INPUTS DEFINITIONWork Performance Information Information and data, on the status of the project schedule activities being performed to accomplish the project work,

collected as part of the direct and manage project execution processes. Information includes: status of deliverables; implementation status for change requests, corrective actions, preventive actions, and defect repairs; forecasted estimates to complete; reported percent of work physically completed; achieved value of technical performance measures; start and finish dates of schedule activities.

Work Performance Measurements Measurements can include planned versus actual technical performance or other scope performance information. This information is documented and communicated to stakeholders. Work performance information is used to generate project activity metrics to evaluate actual progress compared to planned progress. The metrics include, but are not limited to: planned versus actual schedule performance, planned versus actual cost performance, and planned versus actual technical performance.


Outputs-Definition

OUTPUTS DEFINITIONAccepted Deliverables Those criteria , including performance requirements and essential conditions, which must be met before project

deliverables are accepted [acceptance criteria].Activity Attributes Multiple attributes associated with each schedule activity that can be included within the activity list. Activity

attributes include activity codes, predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, imposed dates, constraints, and assumptions.

Activity Cost Estimates A quantitative assessment of the likely costs for resources required to complete the activity.Activity Duration Estimates A quantitative assessment of the likely number of work periods that will be required to complete an activity.

Activity List A documented tabulation of schedule activities that shows the activity description, activity identifier, and a sufficiently detailed scope of work description so project team members understands what work is to be performed.

Activity Resource Requirements The types and quantities of resources required for each activity in a work package. These requirements can then be aggregated to determine the estimated resources for each work package. The amount of detail and the level of specificity of the resource requirement descriptions can vary by application area.

Basis of Estimates The amount and type of additional details supporting the cost estimate vary by application area; typically expressed as a range (e.g., + 10%).

Budget Forecasts The approved estimate for the project or any work breakdown structure component or any schedule activity [budget].

Change Requests Requests to expand or reduce the project scope, modify policies, processes, plans, or procedures, modify costs or budgets, or revise schedules.

Change Requests Status Updates Approved, rejected, or other tracking of change requests in the project management information system orintegrated change control process, management, or system.

Closed Procurements The process of completing each project procurement (i.e., contracts)Communications Management Plan The document that describes: the communication needs and expectations for the project; how and in what

format information will be communicated; when and where each communication will be made; and who is responsible for providing each type of communication. The communication management plan is contained in, or is a subsidiary plan of, the project management plan .

Cost Performance Baseline A specific version of the time-phased budget used to compare actual expenditures to planned expenditures to determine if preventive or corrective action is needed to meet the project objectives.


Outputs-Definition

OUTPUTS DEFINITIONDeliverables Any unique and verifiable product, results, or capability to perform a service that must be produced to complete

a process, phase, or project. Often used more narrowly in reference to an external deliverable, which is a deliverable that is subject to approval by the project sponsor or customer. See also product and result .

Enterprise Environmental Factors Updates Any or all external environmental factors and internal organizational factors that surround or influence the project's success. These factors are from any or all of the enterprises involved in the project, and include organizational culture and structure, infrastructure, existing resources, commercial databases, market conditions, and project management software.

Final Product, Service, or Result Transition The result(s) of the project or phase transferred to either a customer or operationsHuman Resource Plan A document describing how roles and responsibilities, reporting relationships, and staffing management will be

addressed and structured for the project. It is contained in or is a subsidiary plan of the project [management plan].

Make or Buy Decisions Make-or-buy decisions document the conclusions reached regarding what project products, services, or results will be acquired from outside the project organization, or will be performed internally by the project team.

Milestone List A significant point or event in the project [milestone].Organizational Process Assets Updates Any or all process related assets, from any or all of the organizations involved in the project that are or can be

used to influence the project's success. These process assets include formal and informal plans, policies, procedures, and guidelines. The process assets also include the organizations' knowledge bases such as lessons learned and historical information.

Performance Reports Documents and presentations that provide organized and summarized work performance information, earned value management parameters and calculations, and analyses of project work progress and status.

Process Improvement Plan A document that describes the process(es) that will be analyzed, the tools that will be used, the metrics that willbe applied to measure the steps in the process, and the targets for improvement. Process improvement plans can be developed for an entire end-to-end process.

Procurement Contract AwardAfter all the negotiations have been finalized, a seller is selected and the procurement contract is awarded.

Procurement Documentation All the records, communications, invoices, change requests, status reports, and so forth created by aprocurement. Almost any interaction between the buyer and the seller results in some kind of procurement documentation.


Outputs-Definition

OUTPUTS DEFINITIONProcurement Documents All documents and artifacts produced by the project team not otherwise included in the project management

plan, or a subsidiary management plan [inferred]. Project documents include but are not limited to: assumptions log, work performance reports, earned value reports, network diagrams, baselines, and other project information proven to be valuable in identifying risks.

Procurement Management Plan A formal, approved document that defines how the project is executed, monitored, and controlled. It may be a summary or detailed and may be composed of one or more subsidiary management plans and other planning documents.

Procurement Statements of Work (SOW) A narrative description of products, services, or results to be supplied [Statement of Work (SOW)].Project Charter A document issued by the project initiator or sponsor that formally authorizes the existence of a project, and

provides the project manager with the authority to apply organizational resources to project activities.

Project Document Updates All documents and artifacts produced by the project team not otherwise included in the project management plan, or a subsidiary management plan [inferred]. Project documents include but are not limited to: assumptions log, work performance reports, earned value reports, network diagrams, baselines, and other project information proven to be valuable in identifying risks.

Project Funding Requirements The total funds required [by project, phase, or incremental] are those included in the cost baseline, plus management reserves.

Project Management Plan (PMP) A formal, approved document that defines how the project is executed, monitored, and controlled. It may be a summary or detailed and may be composed of one or more subsidiary management plans and other planning documents.

Project Management Plan Updates A formal, approved document that defines how the project is executed, monitored, and controlled. It may be a summary or detailed and may be composed of one or more subsidiary management plans and other planning documents [ Project Management Plan].

Project Schedule The planned dates for performing schedule activities and the planned dates for meeting schedule milestones.

Project Schedule Network Diagrams Any schematic display of the logical relationships among the project schedule activities. Always drawn from left to right to reflect project work chronology.

Project Scope Statement The narrative description of the project scope, including major deliverables, project assumptions, project constraints, and a description of work, that provides a documented basis for making future project decisions and for confirming or developing a common understanding of project scope among stakeholders.

Project Staff Assignments A list of the project team members. Project staff assignment documents identify the people who are on the team [faces with spaces].


Outputs-Definition

OUTPUTS DEFINITIONQuality Checklists A formal or informal document applied to ensure that a series of steps or a specified set of actions has been

performed.Quality Control Measurements The results of applying the quality metrics to the deliverables and project performance as outlined in the quality

management plan.Quality Management Plan A component or subsidiary plan of the overall project management plan. It documents the approach for quality

assurance, quality control, quality improvement, and process improvement. It can define which quality tools will be used, how they will be used, when they will be used, and the quality metrics that will be used with them to report on quality.

Quality Metrics A metric is a standard of measurement. Quality metrics are specific measurements that describe in detail an attribute that will be measured and the numeric value or tolerance that the result needs to fall within to be acceptable.

Requirements Documentation Requirements documents recorded in a document, a spreadsheet, or a database format. Regardless of theamount of documentation and the vehicle used to document, all requirements need to be clear, unambiguous, have a method to prove they are present, and be internally consistent.

Requirements Management Plan (RMP) A component or subsidiary plan of the overall project management plan. It documents the approach for qualityassurance, quality control, quality improvement, and process improvement. It can define which quality tools will be used, how they will be used, w

Requirements Traceability Matrix (RTM) A table that links requirements to their origin and traces them throughout the project life cycle.Resource Breakdown Structure A hiercharchical structure of resources by resource category and resource type used in resource leveling

schedules and to develop resource-limited schedules, and which may be used to identify and analyze project human resource assignments.

Resource Calendar A calendar of working days and nonworking days that determines those dates on which each specific resource isidle or can be active. Typically defines resource specific holidays and resource availability periods. See also project calendar .

Risk Management Plan (RMP) The document describing how project risk management will be structured and performed on the project. It is contained in or is a subsidiary plan of the project management plan. Information in the risk management plan varies by application area and project size. The risk management plan is different from the risk register that contains the list of project risks, the results of risk analysis, and the risk responses.

Risk Register The document containing the results of the qualitative risk analysis, quantitative risk analysis, and risk response planning. The risk register details all identified risks, including description, category, cause, probability of occurring, impact(s) on objectives, proposed responses, owners, and current status.


Outputs-Definition

OUTPUTS DEFINITIONRisk Register Updates Applied changes to the risk register .Risk-related Contract Decisions Where threats are transferred or opportunities shared the team communicates and documentsrisk-related

contract decisions including the type of contract used.Schedule Baseline A specific version of the schedule model used to compare actual results to the plan to determine if preventive or

corrective action is needed to meet the project objectives.Scope Baseline An approved specific version of the detailed scope statement, work breakdown structure (WBS), and its

associated WBS dictionary.Selected Sellers The sellers selected are those sellers who have been judged to be in a competitive range based upon the

outcome of the proposal or bid evaluation, and who have negotiateda a draft contract that will become the actual contract when an award is made.Seller : a provider or supplier of products, services, or results to an organization.

Source Selection Criteria Source selection criteria can include information on the supplier's required capabilities, capacity, delivery dates, product cost, life cycle cost, technical expertise, and the approach to the contract.

Stakeholder Management Strategy The stakeholder management strategy defines an approach to increase the support and minimize negative impacts of stakeholders throughout the entire project life cycle. It includes elements such as: key stakeholders who can significantly impact the project, level of participation in the project desired for each identified stakeholder, and stakeholder groups and their management (as groups).Person or organization (e.g., customer, sponsor, performing organization, or the public) that is actively involved in the project, or whose interests may be positively or negatively affected by execution or completion of the project. A stakeholder may also exert influence over the project and its deliverables [stakeholder].

Stakeholder Register The stakeholder register is used to identify stakeholders that can provide information on detailed project and product requirements. This contains all details related to the identified stakeholders including, but not limited to:identification information, assessment information, and stakeholder classification.

Team Performance Assessments The performance of a successful team is measured in terms of technical success according to agreed-upon project objectives, performance on project schedule (finished on time), and performance on budget (finished within financial constraints). The evaluation of a team's effectiveness may include indicators such as: improvements on skills that allow individuals to perform assignments more effectively, improvements in competencies that help the team perform better as a team, reduced staff turnover rate, and increased team cohesiveness where team members share information and experiences openly and help each other to improve the overall project performance.


Outputs-Definition

OUTPUTS DEFINITIONValidated Changes Any changed or repaired items are inspected and will be either accepted or rejected before notification of the

decision is provided. Rejected items may require rework.Validated Deliverables The assurance that a product, service, or system meets the needs of the customer and other identified

stakeholders. It often involves acceptance and suitability with external customers. Contrast with verification [validation ].

WBS A deliverable-oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives and create the required deliverables. It organizes and defines the total scope of the project.

WBS DictionaryA document that describes each component in the work breakdown structure (WBS). For each WBS component, the WBS dictionary includes a brief definition of the scope or statement of work, defined deliverable(s), a list of associated activities, and a list of milestones. Other information may include: responsible organization, start and end dates, resources required, an estimate of cost, change number, contract information, quality requirements, and technical references to facilitate performance of the work.

Work Performance Information Information and data, on the status of the project schedule activities being performed to accomplish the project work, collected as part of the direct and manage project execution processes. Information includes: status of deliverables; implementation status for change requests, corrective actions, preventive actions, and defect repairs; forecasted estimates to complete; reported percent of work physically completed; achieved value of technical performance measures; start and finish dates of schedule activities.

Work Performance Measurements Measurements can include planned versus actual technical performance or other scope performance information. This information is documented and communicated to stakeholders. Work performance information is used to generate project activity metrics to evaluate actual progress compared to planned progress. The metrics include, but are not limited to: planned versus actual schedule performance, planned versus actual cost performance, and planned versus actual technical performance.


TOOLS - TECHNIQUES

KNOWLEDGE AREA PROCESS TOOLS & TECHNIQUESProject Integration Management Develop Project Charter Expert JudgmentProject Integration Management Develop Project Management Plan Expert JudgmentProject Integration Management Direct and Management Project Execution Expert Judgment

Project Management Information System (PMIS)Project Integration Management Monitor & Control Project Work Expert JudgmentProject Integration Management Perform Integrated Change Control Expert Judgment

Change Control MeetingsProject Integration Management Close Project or Phase Expert judgmentProject Scope Management Collect Requirements Interviews

Focus GroupsFacilitated WorkshopsGroup Creativity TechniquesGroup Decision Making TechniquesQuestionnaires and SurveysObservationsPrototypes

Project Scope Management Define Scope Expert JudgmentProduct AnalysisAlternatives IdentificationFacilitated Workshops

Project Scope Management Create WBS DecompositionProject Scope Management Verify Scope InspectionProject Scope Management Control Scope Variance AnalysisProject Time Management Define Activities Decomposition

Rolling Wave PlanningTemplatesExpert Judgment

Project Time Management Sequence Activities Precedence Diagramming Method (PDM) Dependency DeterminationActivity Leads and LagsSchedule Network Templates


TOOLS - TECHNIQUES

KNOWLEDGE AREA PROCESS TOOLS & TECHNIQUESProject Time Management Estimate Activity Resources Expert Judgment

Alternatives AnalysisPublished Estimating DataBottom-Up EstimatingProject Management Software

Project Time Management Estimate Activity Duration Expert JudgmentAnalogous EstimatingParametric EstimatingThree-Point EstimatesReserve Analysis

Project Time Management Develop Schedule Schedule Network AnalysisCritical Path Method (CPM)Critical Chain MethodResource LevelingWhat-If Scenario AnalysisApplying Leads and LagsSchedule CompressionScheduling Tool

Project Time Management Control Schedule Performance ReviewsVariance AnalysisProject Management SoftwareResource LevelingWhat-If Scenario AnalysisAdjusting Leads and LagsSchedule CompressionScheduling Tool


TOOLS - TECHNIQUES

KNOWLEDGE AREA PROCESS TOOLS & TECHNIQUESProject Cost Management Estimate Costs Expert Judgment

Analogous EstimatingParametric EstimatingBottom-Up EstimatingThree-Point EstimatesReserve AnalysisCost of QualityProject Management Estimating SoftwareVendor Bid Analysis

Project Cost Management Determine Budget Cost AggregationReserve AnalysisExpert JudgmentHistorical RelationshipsFunding Limit Reconciliation

Project Cost Management Control Costs Earned Value ManagementForecastingTo-Complete Performance Index (TCPI)Performance ReviewsVariance AnalysisProject Management Software

Project Quality Management Plan Quality Cost-Benefit AnalysisCost of QualityControl ChartsBenchmarkingDesign of ExperimentsStatistical SamplingFlowchartingProprietary Quality Management MethodologiesAdditional Quality Planning Tools

Project Quality Management Perform Quality AssurancePlan Quality and Perform Quality Control Tools and TechniquesQuality AuditsProcess Analysis


TOOLS - TECHNIQUES

KNOWLEDGE AREA PROCESS TOOLS & TECHNIQUESProject Quality Management Perform Quality Control Cause and Effect Diagrams

Control ChartsFlowchartingHistogramsPareto ChartRun ChartScatter DiagramStatistical SamplingInspectionApproved Change Requests Review

Project Human Resource Management Develop Human Resources Plan Organization Charts and Position DescriptionsNetworkingOrganizational Theory

Project Human Resource Management Acquire Project Team Pre-AssignmentNegotiationAcquisitionVirtual Teams

Project Human Resource Management Develop Project Team Interpersonal SkillsTrainingTeam-Building ActivitiesGround RulesCo-LocationRecognition and Awards

Project Human Resource Management Manage Project Team Observation and ConversationProject Performance AppraisalsConflict ManagementIssue LogInterpersonal Skills

Project Communications Management Identify Stakeholders Stakeholder AnalysisExpert Judgment


TOOLS - TECHNIQUES

KNOWLEDGE AREA PROCESS TOOLS & TECHNIQUESProject Communications Management Plan Communications Communication Requirements Analysis

Communication TechnologyCommunication ModelsCommunication Methods

Project Communications Management Distribute Information Communication MethodsInformation Distribution Tools

Project Communications Management Manage Stakeholder Expectations Communication MethodsInterpersonal SkillsManagement Skills

Project Communications Management Report Performance Variance AnalysisForecasting MethodsCommunication MethodsReporting Systems

Project Risk Management Plan Risk Management Planning Meetings and AnalysisProject Risk Management Identify Risks Documentation Reviews

Information Gathering TechniquesChecklist AnalysisAssumptions AnalysisDiagramming TechniquesSWOT AnalysisExpert Judgment

Project Risk Management Perform Qualitative Risk Analysis Risk Probability and Impact AssessmentProbability and Impact MatrixRisk Data Quality AssessmentRisk CategorizationRisk Urgency AssessmentExpert Judgment

Project Risk Management Perform Quantitative Risk Analysis Data Gathering and Representation TechniquesQuantitative Risk Analysis and Modeling TechniquesExpert Judgment


TOOLS - TECHNIQUES

KNOWLEDGE AREA PROCESS TOOLS & TECHNIQUESProject Risk Management Plan Risk Responses Strategies for Negative Risks or Threats

Strategies for Positive Risks or OpportunitiesContingent Response StrategiesExpert Judgment

Project Risk Management Monitor & Control Risks Risk ReassessmentRisk AuditsVariance and Trend AnalysisTechnical Performance MeasurementReserve AnalysisStatus Meetings

Project Procurement Management Plan Procurements Make-or-Buy AnalysisExpert JudgmentContract Types

Project Procurement Management Conduct Procurements Bidder ConferencesProposal Evaluation TechniquesIndependent EstimatesExpert JudgmentAdvertisingInternet SearchProcurement Negotiations

Project Procurement Management Administer Procurements Contract Change Control SystemProcurement Performance ReviewsInspections and AuditsPerformance ReportingPayment SystemsClaims AdministrationRecords Management System

Project Procurement Management Close Procurements Procurement AuditsNegotiated SettlementsRecords Management System


Tools-Techniques_Definitions

TOOLS & TECHNIQUES DEFINITIONAcquisition Used to fill in the gaps in skills and availability of resources - primarily referred to human

resources or procurements.Activity Leads and LagsAdditional Quality Planning ToolsAdjusting Leads and LagsAdvertisingAlternatives AnalysisAlternatives IdentificationAnalogous EstimatingApplying Leads and LagsApproved Change Requests ReviewAssumptions AnalysisBenchmarkingBidder ConferencesBottom-Up EstimatingCause and Effect DiagramsChange Control MeetingsChecklist AnalysisClaims AdministrationCo-LocationCommunication MethodsCommunication ModelsCommunication Requirements AnalysisCommunication TechnologyConflict ManagementContingent Response StrategiesContract Change Control SystemContract TypesControl ChartsCost AggregationCost of QualityCost-Benfit AnalysisCritical Chain Method



TOOLS & TECHNIQUES DEFINITIONCritical Path Method (CPM)Data Gathering and Representation TechniquesDecompositionDependency DeterminationDesign of ExperimentsDiagramming TechniquesDocumentation ReviewsEarned Value ManagementExpert JudgmentFacilitated WorkshopsFlowchartingFocus GroupsForecastingForecasting MethodsFunding Limit ReconcilliationGround RulesGroup Creativity TechniquesGroup Decision Making TechniquesHistogramsHistorical RelationshipsIndependent EstimatesInformation Distribution ToolsInformation Gathering TechniquesInspectionInspections and AuditsInternet SearchInterpersonal SkillsInterviewsIssue LogMake-or-Buy AnalysisManagement SkillsNegotiated SettlementsNegotiation



TOOLS & TECHNIQUES DEFINITIONNetworkingObservation and ConversationObservationsOrganization Charts and Position DescriptionsOrganizational TheoryParametric EstimatingPareto ChartPayment SystemsPerformance ReportingPerformance ReviewsPlan Quality and Perform Quality Control Tools and TechniquesPlanning Meetings and AnalysisPre-AssignmentPrecedence Diagramming Method (PDM) Probability and Impact MatrixProcess AnalysisProcurement AuditsProcurement NegotiationsProcurement Performance ReviewsProduct AnalysisProject Management Estimating SoftwareProject Management Information System (PMIS)Project Management SoftwareProject Performance AppraisalsProposal Evaluation TechniquesProprietary Quality Management MethodologiesPrototypesPublished Estimating DataQuality AuditsQuantitative Risk Analysis and Modeling TechniquesQuestionnaires and SurveysRecognition and AwardsRecords Management System



TOOLS & TECHNIQUES DEFINITIONReporting SystemsReserve AnalysisResource LevelingRisk AuditsRisk CategorizationRisk Data Quality AssessmentRisk Probability and Impact AssessmentRisk ReassessmentRisk Urgency AssessmentRolling Wave PlanningRun ChartScatter DiagramSchedule CompressionSchedule Network AnalysisSchedule Network TemplatesScheduling ToolStakeholder AnalysisStatistical SamplingStatus MeetingsStrategies for Negative Risks or ThreatsStrategies for Positive Risks or OpportunitiesSWOT AnalysisTeam-Building ActivitiesTechnical Performance MeasurementTemplatesThree-Point EstimatesTo-Complete Performance Index (TCPI)TrainingVariance AnalysisVariance and Trend AnalysisVendor Bid AnalysisVirtual TeamsWhat-If Scenario Analysis


Initiating

KNOWLEDGE AREAS INITIATINGProject Integration Management Develop Project CharterProject Communications Management Identify Stakeholders


Planning

KNOWLEDGE AREAS PLANNINGProject Integration Management Develop Project Management PlanProject Scope Management Collect Requirements

Define ScopeCreate WBS

Project Time Management Define ActivitiesSequence ActivitiesEstimate Activity ResourcesEstimate Activity DurationDevelop Schedule

Project Cost Management Estimate CostsDetermine Budget

Project Quality Management Plan QualityProject Human Resource Management Develop Human Resources PlanProject Communications Management Plan CommunicationsProject Risk Management Plan Risk Management

Identify RisksPerform Qualitative Risk AnalysisPerform Quantitative Risk AnalysisPlan Risk Responses

Project Procurement Management Plan Procurements


Executing

KNOWLEDGE AREAS EXECUTINGProject Integration Management Direct and Management Project ExecutionProject Quality Management Perform Quality AssuranceProject Human Resource Management Acquire Project Team

Develop Project TeamManage Project Team

Project Communications Management Distribute InformationManage Stakeholder Expectations

Project Procurement Management Conduct Procurements


Monitoring & Controlling

KNOWLEDGE AREAS MONITORING & CONTROLLINGProject Integration Management Monitor & Control Project Work

Perform Integrated Change ControlProject Scope Management Verify Scope

Control ScopeProject Time Management Control ScheduleProject Cost Management Control CostsProject Quality Management Perform Quality ControlProject Communications Management Report PerformanceProject Risk Management Monitor & Control RisksProject Procurement Management Administer Procurements


Closing

KNOWLEDGE AREAS CLOSINGProject Integration Management Close Project or PhaseProject Procurement Management Close Procurements


Project_Management_Plan

Project Management PlanChange Management PlanCommunications Management PlanConfiguration Management PlanCost Management PlanCost Performance BaselineHuman Resources PlanProcess Improvement PlanProcurement Management PlanQuality Management PlanRequirements Management PlanRisk Management PlanSchedule BaselineSchedule Management PlanScope BaselineScope StatementWork Breakdown Structure (WBS)Work Breakdown Structure (WBS) DictionaryScope Management Plan



Enterprise Environmental Factors (EEFs)Organizational culture, structure, and processes

Government or industry standardsInfrastructureExisting human resourcesPersonnel administrationCompany work authorization systemsMarektplace conditionsStakeholder risk tolerancesPolitical climateOrganization's established communication channelsCommercial databasesProject Mangement Information System (PMIS)



Inputs Project Documents Outputs ToActivity AttributesActivity Cost EstimatesAcitivty ListAssumption LogBasis of EstimatesChange LogCharterContractsDuration EstimatesForecastsIssue LogMilestone ListPerformance ReportsProject Funding RequirementsProposalsProcurement DocumentsProject Organizational StructureQuality Control MeasurementsQuality ChecklistsQuality MetricsResponsibility Assignment MatrixRequirements Traceability MatrixResource Breakdown StructureResource CalendarsResource RequirementsRisk RegisterRoles and ResponsibilitiesSellers ListSource Selection CriteriaStakeholder AnalysisStakeholder Management StrategyStakeholder RegisterStakeholder RequirementsStatement of WorkTeaming AgreementsTeam Performance AssessmentsWork Performance InformationWork Performance Measurements



Procedures for prioritizing, approving, and issues work authorization

Organizational standard processes such as standards, policies, standard product and project life cycles, and quality policies and procedures

Organizational Process Assets (OPAs)

Standardized guidelines, work instructions, proposal evaluation criteria, and performance measurement TemplatesGuidelines and criteria for tailoring the organization's set of standard processes to satisfy the specific Organization communication requirements

Financial controls proceduresIssue and defect management procedures defining each issue and defect control, issue and defect Change control procedures, including the steps by which official company standards, policies, plans, and Risk control procedures, including risk categories, probability definition and impact, and probanbility

Project closure guidelines or requirements


Document Contents

Charter Contents Requirements Management Plan Contents WBS Dictionary ContentsProject purpose or justification Requirements collection Numeric identifierProject description Categories Description of workProject and product high-level requirements Prioritization Organization or person accountable for the workAcceptance criteria Traceability List of schedule milestonesSummary milestone schedule Confirguration Management Required resourcesSummary budget Verification Cost estimatesProject manager authority Quality requirements

Acceptance criteriaRequirements Documentation Contents Scope Statement Contents Technical referencesStakeholder Product scope description Contract informationRequirement Product acceptance criteriaCategory Project deliverables Quality Management Plan ContentsPriority Project exclusions quality rolesAcceptance Criteria Project constraints Quality responsibilities

Project Assumptions Quality assurance approachQuality control approach

Activity Attributes Cost Estimates (includes but not limited to) Quality Improvement approachActivity identifier or code TravelActivity name Certification Process Improvement Plan ContentsActivity description Shipping and mailing Process descriptionPredecessor and succesor relationships Licenses Process metricsLeads and lags Regulatory requirements Targets for improvementImposed dates Legal requirements Process improvement approachConstraints Permits Flowchart of the As-Is processAssumptions Security costs Flowchart of the To-Be processRequired resources and skill levels Inflation estimatesGeographic or location of performance Cost of moneyType of effort


Document Contents

Content in s Roles and Responsibility Description Human Resource Management Plan Contents Communications Management Plan

Role description Role Communications identifier or codeAuthority Authority messageResponsibility Responsibility AudienceQualifications Organizational Structure Method(s) of communicationCompetencies Staffing Management Plan Frequency

Staff acquisition SenderRisk Management Plan Contents Staff releaseMethod and approaches Resource calendars Procurment Management Plan ContentsTools and techniques for each process Training needs Type of contract for each procurementRoles and responsibilities

Rewards and recognitionRoles, responsibilities, and limits of decision-making authority on procurements

Risk categoriesRegulations, standards, and policy compliance

Relevant policies, procedures, guidelines, and templates

Stakeholder risk tolerance

Safety

Strategy for managing and integrating multiple procurements into the rest of the project (such as schedule and cost)

Definitions of probability Assumptions and constraintsDefinitions of impact by objective Issue Log Strategy for handling long lead timesProbability and impact matrix Issue identifier or code Procurement milestones for each procurementRisk management funding Category Reporting requirements for sellersContingency protocols Issue description Required bonds, warranties, insurance, license, and

permitsFrequency and timing of risk management activities

Impact on objectives (scope, schedule, cost) Format for the statement of work

Risk audit approach Prioritization A list of pre-qualified sellersResponsibly party Selection criteria and weighting

Actions description Processes for managing contractsStatus Process for procurement auditsDue date Risk management issuesComments


Document Contents

Change Log Contents Negotiation Contract Elements Change Request Form ContentsChange identifier or code Statement of Work Change categoryCateogry of change Schedule Detailed description of the proposed changeDescription of the change Period of performance Justification

Who submitted the change request place of performance and deliveryImpacts of change on scope, quality, requirements, schedule, cost

The submission date Roles and responsibilitiesThe status Reporting requirements Change Request Sources (by process)The final disposition Price, cost, and fee details Direct and manage project

Inspection and acceptance criteria Monitor and control project workPerformance Report Information Product support, liability, and warranty

informationVerify scope

Past performance Change Management Control scopeWork completed during the past period Termination and dispute resolution Control scheduleWork to be completed in the next period Control costsMeasurements and results from the variance analysis

Lessons Learned Perform quality assurance

Information on current risks, issues, and pending changes

Project title/name Perform quality control

Forecasted completion dates Date prepared Manage project teamForecasted costs Project Performance Analysis Manage stakeholder expectations

By process, work package, deliverable Report performanceWhat worked well? Monitory and control risksWhat can be improved? Plan procurements

Conduct procurementsAdminister procurements


Precedence Diagramming Method

Activity PrecedingActivity

Duration(Unit of Time)

StartABCDEFGHIJKLn

Finish


Precedence Diagramming Method

DURATION DURATION DURATION

ES EF ES EF ES EFACTIVITY ACTIVITY ACTIVITY

LS LF LS LF LS LFFLOAT FLOAT FLOAT

DURATION DURATION DURATIONES EF ES EF ES EF

ACTIVITY ACTIVITY ACTIVITYLS LF LS LF LS LF

FLOAT FLOAT FLOAT



FLOAT FLOAT FLOAT



FLOAT FLOAT FLOAT

BACKWARD PASS

FORWARD PASS


Work Breakdown Structure (WBS)

WBS.vsd


Earned Value Management - EVM

Planned Value PV Budget at Completion BAC

Earned Value EV Value of work performed expressed in terms of the approved budget EV

Actual Cost AC AC

Schedule Variance SV SV = EV - PV SV

Cost Variance CV CV = EV - AC CV

Schedule Performance Index SPI SPI = EV / PV SPI

Cost Performance Index CPI CPI = EV / AC CPI

Estimate at Completion EAC EAC = AC + bottom-up ETC EAC

EAC forecast for ETC at budgeted rate EAC EAC = AC + (BAC - EV) EAC

EAC forecast for ETC at present CPI EAC EAC = BAC / cumulative CPI EAC

EAC forecast for ETC considering SPI and CPI EAC EAC = AC + [(BAC - EV) / (cumulative CPI X cumulative SPI)] EAC

To-Complete Performance Index (BAC) TCPI (BAC) TCPI = (BAC - EV) / (BAC - AC) TCPI

To-Complete Performance Index (EAC) TCPI (EAC) TCPI = (BAC - EV) / (EAC - AC) TCPI

FORECASTING

CURRENT EVM


Earned Value Management - EVM

X Actual % Complete X Planned % Complete

- → SV BAC

/ → SPI -

- → CV / →

/ →

+ →

↓

VAC

EAC

© 2010 Velociteach. Earned value: Formula Map

CPI

ETC

EV

PV

BAC

AC

BAC


EVM - Variation

AbbreviationPVEVAC

BACCVCPISVSPIEACTCPIETCVAC

As of today, what is the estimated value of the work planned to be done?As of today, what is the estimated value of the work actually accomplished?As of today, what is the actual cost incurred for the work accomplished?How much did we BUDGET for the TOTAL project effort?NEGATIVE is over budget; POSITIVE is under budget.We are getting $___ worth of work out of every $1 spent. Funds are not being used efficitiently.NEGATIVE is behind schedule; POSITIVE is ahead of schedule.We are (only) progressing at ______percent of the rate originally planned.As of now, how much do we expect the total project to cost? $____________In order to stay within budget, what rate must we meet for the remaining work?How much more will the project cost?How much over or under budget will we be at the end of the project?

Interpretation

FORECASTS EAC

Planned ValueEarned ValueActual Cost (total cost)

Name

Budget at Completion (the budget)Cost VarianceCost Performance IndexSchedule VarianceSchedule Performance IndexEstimate at CompletionTo Complete Performance Index

VACVARIANCES

TCPIINDICIES

DATA BAC

Estimate to CompleteVariance at Completion

PV

VAC = BAC - EAC

TCPI = (BAC-EV) / (BAC-AC)

EAC = BAC/CPI

CV = EV- AC

CPI = EV/AC

SV = EV - PV

SPI = EV/PV

AC

CV

SPI

EV

SV

SPI

PMP Prep_v4.xlsx Page 54 of 57 1/7/2013

EVM - Variation

BAC

EACETC

TODA

Y

Original Spending Plan

Actual Spending Plan

Forecast Spending Plan

PV

AC

PMP Prep_v4.xlsx Page 55 of 57 1/7/2013

Other Formulas

N = N(N-1)

2

ExepctedActivity

Duration

ActivityStandardDeviation

ActivityVariance

(P+4M=0)6

P-06

P-06

Mean =O+M+P

3Standard Deviation =

P-O3

Variance = σ

1σ = 68.26 %2σ = 95.46 %3σ = 99.73 %6σ = 99.9985% %

Total hours to complete# of resources X available hours

COMMUNICATION CHANNELS

Three-Point Estimates (PERT) - Time or Cost

Triangular Distribution

Standard Deviation - Sigma Σ (Quality)

Converting Effort to Duration

2

2


Risk Breakdown Structure (RBS)

RBS.vsd
