Knowledge Area Process Inputs Tools & Techniques OutputsIn

tegr

ation

Develop Project Charter ● Expert Judgement ● Project Charter

Develop Project Management Plan ● Expert Judgement ● Project Management Plan (PM plan)

Direct and Manage Project Execution

Monitor and Control Project Work ● Expert Judgement

Perform Integrated Change Control

Close project or phase ● Expert Judgement

Scop

e

Collect Requirements

Define Scope

Create WBS ● Decomposition

Verify Scope ● Inspection

Control Scope ● Variance Analysis

● Project SoW● Business Case● Contract● OPA● EEF

● Project Charter● Outputs from planning processes● OPA● EEF

● PM Plan●Approved change requests● OPA● EEF

● Expert Judgement● PMIS

● Deliverables●Work performance information● Change Requests● PM plan updates● Project document updates

● PM Plan● Performance reports● OPA● EEF

●Change requests● PM plan updates● Project document updates

● PM Plan● Work Performance Information● Change Requests● OPA● EEF

● Expert Judgement● Change Control Meetings

●Change request status updates● PM plan updates● Project document updates

● PM Plan● Accepted Deliverables● OPA

● Final product, service or result transition● OPA updates

● Project Charter● Stakeholder Register

● Interviews● Focus Groups● Facilitated workshops● Group Creativity Techniques

● Group decision making techniques● Questionnaires&Surveys● Observations● Prototypes

● Requirements Documentation● Requirements Management Plan● Requirements Traceability Matrix

● Project Charter● Requirements Documentation● OPA

● Expert Judgement● Product Analysis

● Alternatives Identification● Facilitated Workshops

● Project Scope Statement● Project document updates

● Project Scope Statement● Requirements Documentation● OPA

● WBS● WBS Dictionary● Scope Baseline● Project document updates

● PM Plan● Requirements Documentation● Requirements Traceability Matrix● Validated Deliverables

● Accepted Deliverables● Change Requests● Project document updates

● PM Plan● Work Performance Information● Requirements Documentation● Requirements Traceability Matrix● OPA

● Work Performance Measurements● OPA updates● Change Requests● PM Plan updates● Project document updates

Knowledge Area Process Inputs Tools & Techniques Outputs

Tim

eDefine Activities

Sequence Activities

Estimate Activity Resources

Estimate Activity Duration

Develop Schedule

Control Schedule

Cost

Estimate Costs

Determine Budget

Control Costs

● Scope Baseline● EEF● OPA

● Decomposition● Rolling Wave Planning

● Templates● Expert judgement

● Activity List● Activity Attributes● Milestone List

● Activity List● Activity Attributes● Milestone List● Project Scope Statement● OPA

● PDM● Dependency determination

● Applying leads and lags● Schedule network templates

● Project Schedule Network Diagrams● Project document updates

● Activity List● Activity Attributes● Resource Calendars● EEF● OPA

● Expert Judgement● Alternatives Analysis● Published Estimating Data

● Bottom-up estimating● Project Management Software

● Activity Resource Requirements● Resource Breakdown Structure● Project document updates

● Activity List● Activity Attributes● Activity Resource Requirements● Resource Calendars● Project Scope Statement● EEF● OPA

● Expert Judgement● Analogous estimating● Parametric estimating

● Three point estimates● Reserve analysis

● Activity Duration Estimates● Project document updates

● Activity List● Activity Attributes● Project Schedule Network Diagrams ● Activity Resource Requirements● Resource Calendars● Activity duration estimates● Project Scope Statement● EEF● OPA

● Schedule network analysis● Critical Path Method● Critical Chain Method● Resource Leveling

● What-if Scenario Analysis● Applying leads and lags● Schedule compression● Scheduling Tool

● Project Schedule● Schedule Baseline● Schedule Data● Project documet updates

● PM Plan● Project Schedule● Work Performance Information● OPA

● Performance Reviews● Variance Analysis● Project Management Software● Resource Leveling

● What-if Scenario Analysis● Adjusting leads and lags● Schedule compression● Scheduling Tool

● Work Performance Measurements● OPA updates● Change Requests● PM Plan updates● Project document updates

● Scope Baseline● Project Schedule● HR Plan● Risk Register● EEF● OPA

● Expert Judgement● Analogous estimating● Parametric estimating● Bottom-up estimating● Three point estimates

● Reserve analysis● Cost of quality● Project management estimating software● Vendor Bid Analysis

● Activity Cost Estimates● Basis of estimates● Project document updates

● Activity Cost Estimates● Basis of estimates● Scope Baseline● Project Schedule● Resource Calendars● Contracts● OPA

● Cost aggregation● Reserve analysis● Expert judgement

● Historical relationships● Funding limit reconciliation

● Cost performance baseline● Project Funding Requirements● Project document updates

● PM Plan● Project Funding Requirements● Work Performance Information● OPA

● Earned Value Management● Forecasting● TCPI (to complete perf. Index)

● Performance Reviews● Variance Analysis● Project Management Software

● Work Performance Measurements● Budget Forecasts● OPA updates● Change Requests● PM Plan updates● Project document updates

Knowledge Area Process Inputs Tools & Techniques Outputs

Qua

lity

Plan Quality

Perform Quality Assurance

Perform Quality Control

Hum

an R

esou

rces

Develop HR Plan ● Human Resources plan

Acquire Project Team

Develop Project Team

Manage Project Team

Com

mun

icati

ons

Identify Stakeholders

Plan Communications

Distribute Information ● OPA updates

Manage Stakeholder Expectations

● Scope Baseline● Stakeholder Register● Cost Performance Baseline● Schedule Baseline● Risk Register● EEF● OPA

● Cost-benefit analysis● Cost of quality● Control Charts● Benchmarking● Design of experiments

● Statistical sampling● Flowcharting● Proprietary quality management methodologies● Additional quality planning tools

● Quality management plan● Quality metrics● Quality checklists● Process Improvement Plan● Project document updates

● PM Plan● Quality metrics● Work performance information● Quality control measurements

● Plan quality and Perform quality control tools and techniques

● Quality Audits● Process analysis

● OPA updates● Change requests● PM Plan updates● Project document updates

● PM Plan● Quality metrics● Quality Checklists● Work Performance measurements● Approved change requests● Deliverables● OPA

● Cause&Effect diagrams● Control charts● Flowcharting● Histogram● Pareto chart

● Run chart● Scatter diagram● Statistical sampling● Inspection● Approved change request review

● Quality control measurements● Validated changes● Validated deliverables● OPA updates● Change requests● PM Plan updates● Project document updates

● Activity resource requirements● EEF● OPA

● Organizational charts and position description● Networking● Organizational theory

● PM Plan● EEF● OPA

● Pre-assignment● Negotiation

● Acquisition● Virtual Teams

● Project staff assignments● Resource calendars● PM Plan updates

● Project staff assignments● PM Plan● Resource calendars

● Interpersonal skills● Training● Team buliding activities

● Ground rules● Co-location● Recognition and rewards

● Team performance assesments● EEF updates

● Project staff assignments● PM Plan● Team performance assesments● Performance reports● OPA

● Observation and conversation● Project performance appraisals● Conflict management● Issue log● Interpersonal skills

● EEF updates● OPA updates● Change requests● PM Plan updates

● Project Charter● Procurement documents● EEF● OPA

● Stakeholder analysis● Expert judgement

● Stakeholder Register● Stakeholder Management Strategy

● Stakeholder Register● Stakeholder Management Strategy● EEF● OPA

● Communication requirements analysis● Communication Technology● Communication Models● Communication Methods

● Communications management plan● Project document updates

● PM Plan● Performance reports● OPA

● Communication Methods● Information Distribution Tools

● Stakeholder Register● Stakeholder Management Strategy● PM Plan● Issue log● Change log● OPA

● Communication Methods● Interpersonal skills● Management skills

● OPA updates● Change requests● PM Plan updates● Project document updates

Knowledge Area Process Inputs Tools & Techniques Outputs

Com

mun

icati

ons

Report Performance

● PM Plan● Work performance information● Work performance measurements● Budget forecasts● OPA

● Variance Analysis● Forecasting methods● Communication methods● Reporting Systems

● Performance reports● OPA updates● Change requests

Knowledge Area Process Inputs Tools & Techniques Outputs

Risk

Plan risk management ● Planning meetings and analysis ● Risk management plan

Identify Risks ● Risk register

Perform Qualitative Risk Analysis ● Risk register updates

Perform Quantitative Risk Analysis ● Risk register updates

Plan Risk Responses

Monitor and Control Risks

● Project Scope Statement● Cost management plan● Schedule management plan● Communications management plan● EEF● OPA

● Risk management plan● Activity cost estimates● Activity duration estimates● Scope baseline● Stakeholder register● Cost management plan● Schedule management plan● Quality management plan● Project documents● EEF● OPA

● Document reviews● Information gathering techniques● Checklist analysis● Assumptions analysis● Diagramming techniques● SWOT analysis● Expert judgement

● Risk register● Risk management plan● Project scope statement● OPA

● Risk probability and impact assesment● Probability and impact matrix● Risk data quality assesment

● Risk categorization● Risk urgency assesment● Expert judgement

● Risk register● Risk management plan● Cost management plan● Schedule management plan● OPA

● Data gathering and representation techniques● Quantitative risk analysis and modeling techniques● Expert judgement

● Risk register● Risk management plan

● Strategies for negative risks● Strategies for positive risks

● Contingent response strategies● Expert judgement

● Risk register updates● Risk related contract decisions● PM Plan updates● Project document updates

● Risk register● PM Plan● Work performance information● Performance reports

● Risk reassesment● Risk audits● Variance and trend analysis

● Technical performance measurement● Reserve analysis● Status meetings

● Risk register updates● OPA updates● Change requests● PM Plan updates● Project document updates

Knowledge Area Process Inputs Tools & Techniques Outputs

Proc

urem

ent

Plan Procurements

Conduct Procurements

Administer Procurements

Close Procurements

● Scope Baseline● Requirements documentation● Teaming agreements● Risk register● Risk related contract decisions● Activity resource requirements● Project schedule● Activity cost estimates● Cost performance baseline● EEF● OPA

● Make or buy analysis● Expert judgement● Contract types

● Procurement management plan● Procurement Statements of Work● Make or buy decisions● Procurement documents● Source selection criteria● CHANGE REQUESTS

● PM Plan● Procurement documents● Source selection criteria● Qualified seller list● Seller proposals● Project documents● Make or buy decisions● Teaming agreements● OPA

● Bidder conferences● Proposal evaluation techniques● Independent estimates● Expert judgement● Advertising● Internet search● Procurement negotiations

● Selected sellers● Procurement contract award● Resource calendars● Change requests● PM Plan updates● Project document updates

● Procurement documents● PM Plan● Contract● Performance reports● Approved change requests● Work performance information

● Contract Change Control System● Procurement performance reviews● Inspections and audits● Performance reporting● Payment systems● Claims administration● Records Management System

● Procurement documentation● OPA updates● Change requests● PM Plan updates

● PM Plan● Procurement documentation

● Procurement audits● Negotiated settlements● Records Management System

● Closed procurements● OPA updates

Process Inputs Tools & Techniques Outputs

Initi

ating Develop Project Charter ● Expert Judgement ● Project Charter

Identify Stakeholders

Plan

ning

Develop Project Management Plan ● Expert Judgement ● Project Management Plan (PM plan)

Collect Requirements

Define Scope

Create WBS ● Decomposition

Define Activities

Sequence Activities

Estimate Activity Resources

Estimate Activity Duration

Develop Schedule

Estimate Costs

Determine Budget

Plan Quality

Develop HR Plan ● Human Resources plan

Plan Communications

Plan risk management ● Planning meetings and analysis ● Risk management plan

Identify Risks ● Risk register

Perform Qualitative Risk Analysis ● Risk register updates

Perform Quantitative Risk Analysis ● Risk register updates

Plan Risk Responses

Process Group

● Project SoW● Business Case● Contract● OPA● EEF

● Project Charter● Procurement documents● EEF● OPA

● Stakeholder analysis● Expert judgement

● Stakeholder Register● Stakeholder Management Strategy

● Project Charter● Outputs from planning processes● OPA● EEF

● Project Charter● Stakeholder Register

● Interviews● Focus Groups● Facilitated workshops● Group Creativity Techniques

● Group decision making techniques● Questionnaires&Surveys● Observations● Prototypes

● Requirements Documentation● Requirements Management Plan● Requirements Traceability Matrix

● Project Charter● Requirements Documentation● OPA

● Expert Judgement● Product Analysis

● Alternatives Identification● Facilitated Workshops

● Project Scope Statement● Project document updates

● Project Scope Statement● Requirements Documentation● OPA

● WBS● WBS Dictionary● Scope Baseline● Project document updates

● Scope Baseline● EEF● OPA

● Decomposition● Rolling Wave Planning

● Templates● Expert judgement

● Activity List● Activity Attributes● Milestone List

● Activity List● Activity Attributes● Milestone List● Project Scope Statement● OPA

● PDM● Dependency determination

● Applying leads and lags● Schedule network templates

● Project Schedule Network Diagrams● Project document updates

● Activity List● Activity Attributes● Resource Calendars● EEF● OPA

● Expert Judgement● Alternatives Analysis● Published Estimating Data

● Bottom-up estimating● Project Management Software

● Activity Resource Requirements● Resource Breakdown Structure● Project document updates

● Activity List● Activity Attributes● Activity Resource Requirements● Resource Calendars● Project Scope Statement● EEF● OPA

● Expert Judgement● Analogous estimating● Parametric estimating

● Three point estimates● Reserve analysis

● Activity Duration Estimates● Project document updates

● Activity List● Activity Attributes● Project Schedule Network Diagrams ● Activity Resource Requirements● Resource Calendars● Activity duration estimates● Project Scope Statement● EEF● OPA

● Schedule network analysis● Critical Path Method● Critical Chain Method● Resource Leveling

● What-if Scenario Analysis● Applying leads and lags● Schedule compression● Scheduling Tool

● Project Schedule● Schedule Baseline● Schedule Data● Project documet updates

● Scope Baseline● Project Schedule● HR Plan● Risk Register● EEF● OPA

● Expert Judgement● Analogous estimating● Parametric estimating● Bottom-up estimating● Three point estimates

● Reserve analysis● Cost of quality● Project management estimating software● Vendor Bid Analysis

● Activity Cost Estimates● Basis of estimates● Project document updates

● Activity Cost Estimates● Basis of estimates● Scope Baseline● Project Schedule● Resource Calendars● Contracts● OPA

● Cost aggregation● Reserve analysis● Expert judgement

● Historical relationships● Funding limit reconciliation

● Cost performance baseline● Project Funding Requirements● Project document updates

● Scope Baseline● Stakeholder Register● Cost Performance Baseline● Schedule Baseline● Risk Register● EEF● OPA

● Cost-benefit analysis● Cost of quality● Control Charts● Benchmarking● Design of experiments

● Statistical sampling● Flowcharting● Proprietary quality management methodologies● Additional quality planning tools

● Quality management plan● Quality metrics● Quality checklists● Process Improvement Plan● Project document updates

● Activity resource requirements● EEF● OPA

● Organizational charts and position description● Networking● Organizational theory

● Stakeholder Register● Stakeholder Management Strategy● EEF● OPA

● Communication requirements analysis● Communication Technology● Communication Models● Communication Methods

● Communications management plan● Project document updates

● Project Scope Statement● Cost management plan● Schedule management plan● Communications management plan● EEF● OPA

● Risk management plan● Activity cost estimates● Activity duration estimates● Scope baseline● Stakeholder register● Cost management plan● Schedule management plan● Quality management plan● Project documents● EEF● OPA

● Document reviews● Information gathering techniques● Checklist analysis● Assumptions analysis● Diagramming techniques● SWOT analysis● Expert judgement

● Risk register● Risk management plan● Project scope statement● OPA

● Risk probability and impact assesment● Probability and impact matrix● Risk data quality assesment

● Risk categorization● Risk urgency assesment● Expert judgement

● Risk register● Risk management plan● Cost management plan● Schedule management plan● OPA

● Data gathering and representation techniques● Quantitative risk analysis and modeling techniques● Expert judgement

● Risk register● Risk management plan

● Strategies for negative risks● Strategies for positive risks

● Contingent response strategies● Expert judgement

● Risk register updates● Risk related contract decisions● PM Plan updates● Project document updates

Process Inputs Tools & Techniques OutputsProcess Group

Plan

ning

Plan Procurements

● Scope Baseline● Requirements documentation● Teaming agreements● Risk register● Risk related contract decisions● Activity resource requirements● Project schedule● Activity cost estimates● Cost performance baseline● EEF● OPA

● Make or buy analysis● Expert judgement● Contract types

● Procurement management plan● Procurement Statements of Work● Make or buy decisions● Procurement documents● Source selection criteria● CHANGE REQUESTS

Process Inputs Tools & Techniques OutputsProcess Group

Exec

uting

Direct and Manage Project Execution

Perform Quality Assurance

Acquire Project Team

Develop Project Team

Manage Project Team

Distribute Information ● OPA updates

Manage Stakeholder Expectations

Conduct Procurements

Mon

itorin

g &

Con

trol

ing

Monitor and Control Project Work ● Expert Judgement

Perform Integrated Change Control

Verify Scope ● Inspection

Control Scope ● Variance Analysis

Control Schedule

Control Costs

Perform Quality Control

Report Performance

Monitor and Control Risks

Administer Procurements

Clos

ing Close project or phase ● Expert Judgement

Close Procurements

● PM Plan●Approved change requests● OPA● EEF

● Expert Judgement● PMIS

● Deliverables●Work performance information● Change Requests● PM plan updates● Project document updates

● PM Plan● Quality metrics● Work performance information● Quality control measurements

● Plan quality and Perform quality control tools and techniques

● Quality Audits● Process analysis

● OPA updates● Change requests● PM Plan updates● Project document updates

● PM Plan● EEF● OPA

● Pre-assignment● Negotiation

● Acquisition● Virtual Teams

● Project staff assignments● Resource calendars● PM Plan updates

● Project staff assignments● PM Plan● Resource calendars

● Interpersonal skills● Training● Team buliding activities

● Ground rules● Co-location● Recognition and rewards

● Team performance assesments● EEF updates

● Project staff assignments● PM Plan● Team performance assesments● Performance reports● OPA

● Observation and conversation● Project performance appraisals● Conflict management● Issue log● Interpersonal skills

● EEF updates● OPA updates● Change requests● PM Plan updates

● PM Plan● Performance reports● OPA

● Communication Methods● Information Distribution Tools

● Stakeholder Register● Stakeholder Management Strategy● PM Plan● Issue log● Change log● OPA

● Communication Methods● Interpersonal skills● Management skills

● OPA updates● Change requests● PM Plan updates● Project document updates

● PM Plan● Procurement documents● Source selection criteria● Qualified seller list● Seller proposals● Project documents● Make or buy decisions● Teaming agreements● OPA

● Bidder conferences● Proposal evaluation techniques● Independent estimates● Expert judgement● Advertising● Internet search● Procurement negotiations

● Selected sellers● Procurement contract award● Resource calendars● Change requests● PM Plan updates● Project document updates

● PM Plan● Performance reports● OPA● EEF

●Change requests● PM plan updates● Project document updates

● PM Plan● Work Performance Information● Change Requests● OPA● EEF

● Expert Judgement● Change Control Meetings

●Change request status updates● PM plan updates● Project document updates

● PM Plan● Requirements Documentation● Requirements Traceability Matrix● Validated Deliverables

● Accepted Deliverables● Change Requests● Project document updates

● PM Plan● Work Performance Information● Requirements Documentation● Requirements Traceability Matrix● OPA

● Work Performance Measurements● OPA updates● Change Requests● PM Plan updates● Project document updates

● PM Plan● Project Schedule● Work Performance Information● OPA

● Performance Reviews● Variance Analysis● Project Management Software● Resource Leveling

● What-if Scenario Analysis● Adjusting leads and lags● Schedule compression● Scheduling Tool

● Work Performance Measurements● OPA updates● Change Requests● PM Plan updates● Project document updates

● PM Plan● Project Funding Requirements● Work Performance Information● OPA

● Earned Value Management● Forecasting● TCPI (to complete perf. Index)

● Performance Reviews● Variance Analysis● Project Management Software

● Work Performance Measurements● Budget Forecasts● OPA updates● Change Requests● PM Plan updates● Project document updates

● PM Plan● Quality metrics● Quality Checklists● Work Performance measurements● Approved change requests● Deliverables● OPA

● Cause&Effect diagrams● Control charts● Flowcharting● Histogram● Pareto chart

● Run chart● Scatter diagram● Statistical sampling● Inspection● Approved change request review

● Quality control measurements● Validated changes● Validated deliverables● OPA updates● Change requests● PM Plan updates● Project document updates

● PM Plan● Work performance information● Work performance measurements● Budget forecasts● OPA

● Variance Analysis● Forecasting methods● Communication methods● Reporting Systems

● Performance reports● OPA updates● Change requests

● Risk register● PM Plan● Work performance information● Performance reports

● Risk reassesment● Risk audits● Variance and trend analysis

● Technical performance measurement● Reserve analysis● Status meetings

● Risk register updates● OPA updates● Change requests● PM Plan updates● Project document updates

● Procurement documents● PM Plan● Contract● Performance reports● Approved change requests● Work performance information

● Contract Change Control System● Procurement performance reviews● Inspections and audits● Performance reporting● Payment systems● Claims administration● Records Management System

● Procurement documentation● OPA updates● Change requests● PM Plan updates

● PM Plan● Accepted Deliverables● OPA

● Final product, service or result transition● OPA updates

● PM Plan● Procurement documentation

● Procurement audits● Negotiated settlements● Records Management System

● Closed procurements● OPA updates

Subsidary Plans are:Scope Management Plan

Schedule Management Plan Selects scheduling methodology, a scheduling tool, sets the format and establishes criteria for developing and controling the project schedule.

Cost Management PlanSets out the format and establishes criteria for planning, structuring, estimating, budgeting and controlling project costs. This plan establishes:● Level of acuracy for activity cost estimates● Units of measure for each of the resources (monetary value per hour, day, week, month or lump sum, etc)●

●

●

● Reporting formats and frequencies● Process descriptions - descriptions of each of the three cost management processes are documented.

Change Management Plan

Configuration Management Plan

Project Management Plan integrates and colsolidates 12 subsidary management plans and three baselines(baselines are conjugated into project performance measurement baseline which is used in earned value measurements)

Thes

e su

bsid

ary

man

agem

ent

plan

s AR

E N

OT

the

outp

uts

from

Sco

pe,

Sche

dule

and

Cos

t pl

anni

ng p

roce

sses

! PM

BOK®

say

s th

at t

hey

are

inte

grat

ed i

n th

e Pr

ojec

t M

anag

emen

t pl

an a

s a

who

le →

The

y ar

e ou

tput

s fr

om th

e D

EVEL

OP

PRO

JECT

MAN

AGEM

ENT

PLAN

PRO

CESS

Provides guidance on how the scope will be defined, documented verified, managed and controled.IMPORTANT!Completion of the project scope is measured against the project management plan.Completion of the product scope is measured against product requirements.

Organizational procedures links - WBS provides the framework for for the cost management plan (it allows the cosistency of estimates, budget and control of costs). The WBS component used for the project cost accounting is called CONTROL ACCOUNT. Each control account is assigned a unique code of account number that links it directly to the organization's accounting system.

Control thresholds - Variance thresholds are used for monitoring cost performance and indicate allowed ammounts of cost variations. When that ammount of variation is reached some action (preventive or corrective) must be taken. thresholds are usually expressed as percentage deviations from the planned baseline.

Rules of performance measurement - They define the WBS and points at which measurement of control accounts will be performed, they also establish the Earned Value Management techniques (weighted milestones, fixed formula, percent complete, etc) which will be used and they specify EVM computation equations for determining projected EAC (estimate at completion) forecasts and other tracking methodologies.

Thes

e tw

o su

bsid

ary

plan

s ar

e in

tegr

ated

into

the

Proj

ect M

anag

emen

t Pla

n w

hich

is a

n o

utpu

t fro

m

DEV

ELO

P PR

OJE

CT

MAN

AGEM

ENT

PLAN

PR

OCE

SS

Documents how changes will be monitored and controlled and defines the process for managing changes on the project (gives the certain level of authority to the project manager to approve or reject changes and institutes the Change Control Board for formal approval or rejection of changes that exceed project manager's level of authorization).

Documents how configuration management will be performed, defines configurable items, items that require formal change control and the process for controling changes to such items. Three major configuration management activities are:

●●●

Configuration identificationConfiguration status accountingConfiguration verification and audit

Requirements Management Plan

●●

● Process for prioritizing the requirements.● What product metrics will be used with rationale (explenation) for using them.● Which requirement attributes will be presented on the traceability matrix and to which project documents requirements will be traced.

Quality Management Plan

Process Improvement Plan Details the steps for analyzing processes to identify activities which enchance their value (ie improve them). This plan often includes:

●

● Procees configuration - A graphic presentation of the process. This helps that analysis of the process is done easier.● Process metrics - along with control limits, process metrics allow the analysis of process efficiency. ● Targets for improved performance.

This

sub

sida

ry p

lan

is a

n ou

tput

fro

m

the

COLL

ECT

REQ

UIR

EMEN

TS

PRO

CESS

Documents how the requirements will be analyzed (defines which tools and techniques will be used), documented and managed throughout the project. If the project is multi-phased then phase-to-phase relationship (sequential, overlapping or iterative) STRONGLY influences how requirements are managed! In this case, project manager MUST choose the most effective relationship for the project and document it in the requirements management plan! Components of the Requirements Management Plan can be:

Description of how the requirements activities will be planned, tracked and reported.Configuration management activities (how the changes to the product/service/result will be initiated, how will the impacts be analyzed, how will the changes be traced, tracked and reported) and authorization levels required to approve these changes.

Thes

e tw

o su

bsid

ary

plan

s ar

e ou

tput

s fr

om P

LAN

QU

ALIT

Y PR

OCE

SS

Describes how the project management team will implement the performing organization's quality policy. It includes quality assurance, quality control and continuous process improvement approaches for the project.

Process boundaries (when the process starts and when it ends, what are inputs to the process and what are outputs from it, what data is required for the process, who owns the process and who are the stakeholders for the process)

This

sub

sida

ry p

lan

is a

n ou

tput

from

the

DEV

ELO

P H

R PL

AN P

ROCE

SS

Human Resources Plan

● Roles and responsibilities:

● Project organizational chart (Graphic display of project team members and their reporting relationships)●

Provides guidance on how project human resources should be defined, staffed, managed, controlled and eventualy released. The components of this plan include:

― Role (Describes project portion for which the person is accountable)― Authority (Describes what rights the person has to apply project resources, make decisions and sign approvals)― Responsibility (Describes the work that the person is expected to perform in order to complete the project activities)― Competency (Skills and capacities required to complete project activities)

Note: If the project team does not posses required competencies performance can be in danger! In these cases proactive responses such as training, hiring, schedule or scope changes are initiated

Staffing management plan (Describes when and how the human resources requirements for the project will be met - Who will do what and when will he/she/they do it.This plan is continualy updated during the project execution to direct the ongoing team member acquisition and team developement actions. This plan includes:

― Staff acquisition (Describes where will the human resources, required for the project, come from - performing organization or external contracted sources, describes work locations - one centralized location or several distant locations, determines the costs for each level of expertise needed for the project - the engineer costs this much and the technician costs that much..., describes the ammount of assistance that the HR department and functional managers provide to the project management team )

― Resource calendars (Determines necessary time frames for the project team members - individualy or collectively. Determines when acquisition activities (e.g. recruiting) should start)

Note: Resource calendars use RESOURCE HISTOGRAM as a tool for charting human resources― Staff release plan(Determines the method and timing of team members. When the team member is released from the project the costs associated with that team member are no longer charged to the project)

Note: Staff release plan helps mitigate human resource risks that may occur during the project or at the end of the project!― Training needs (Determines the team members training plan if they do not have required competencies)― Recognition and rewards (Determines clear criteria for rewards and a planned system for their use)

Note: This is a part of DEVELOP PROJECT TEAM PROCESS in the EXECUTING PROCESS GROUP.― Compliance(Determines strategies that keep the project in accordance with government regulations, union contracts and other established human resources policies).― Safety (Policies and procedures for protecting team members from hazards)

Note: Safety is also included in the Risk Register.

Communications Management Plan

● Stakeholders communication requirements.● Information to be communicated (including language, format, content and level of detail).● Reasons for distributing information.● Time frame and frequency of distributing information.● Person responsible for communicating the information.● Person responsible for authorizing release of confidential informations.● Methods and/or technologies used to convey the informations (memos, e-mails, press releases, etc.)● Escalation process definition (time frames and management chain for escalation of issues that can not be resolved at a lower staff level).

● Method for updating and refining the Communications Management Plan as the project progresses and developes.● Glossary of common terminology.● Flow charts of the information flow in the project with possible sequence of authorization.● List of reports to be used on the project.● Meeting plans and guidelines/templates for project status meetings, project team meetings, etc.● Communicarion constraints (if there are any specific legislation/regulation or organizational policies, etc.)

Risk Management Plan Describes how risk management will be structured and performed on the project. This plan includes:● Methodology (Defines approaches, tools and data sources that will be used to perform risk management on the project.●

●

●

●

●

●

●

●

●

This

sub

sida

ry p

lan

is a

n ou

tput

from

the

PLAN

CO

MM

UN

ICAT

ION

S PR

OCE

SS

Determines information and communications needs of the stakeholder (who needs what information, when he/she/they will need it, how the information will be given and by whom). This plan usually provides:

This

sub

sida

ry p

lan

is a

n ou

tput

from

the

PLAN

RIS

K M

ANAG

EMEN

T PR

OCE

SS

Roles and responsibilities (Defines the lead, support and risk management team members for EACH TYPE of activity on the Risk Management Plan and clarifies their responsibilities.

Budgeting (Assigns resources and estimates risk management funds that need to be included in the cost performance baseline. It also establishes protocols for application of contingency reserve.

Timing (Defines when and how often the risk management process will be applied throughout the project life cycle. Establishes protocols for applying the schedule contingency reserves and establishes the risk management activities that need to be included in the project schedule.

Risk categories (Provides a structure for comprehensive process of systematically identifying risks to a consistant level of detail. This can be a simple list of categories or a Risk Breakdown Structure (RBS) that hierarchically organizes identified project risks arranged by categories and subcategories.

Definitions of risk probability and impact (General definitions of probability and impact levels are tailored to the individual project and are used in PERFORM QUALITATIVE RISK ANALYSIS PROCESS.

Probability and impact matrix (Generated by the performing organization and used to prioritize risks according to their potential impact-effect on the project objectives.

Revised Stakeholders' tolerancies (stakeholders' tolerancies may have to be revised to gain a clear picture of how their tolerancies apply to the specific project).

Reporting formats (Defines how the risk outcomes will be documented, analyzed and communicated. Reporting format describes content and format of the Risk Register and any required risk report).

Tracking (Documents recording of risk activities for the benefit of the current project, as well as for future needs and lessons learned. It also determines whether and how the risk management processes will be audited.

Procurement Management Plan

● Types of contracts to be used.● Risk management issues.● Should independent estimates be used and are they needed as evaluation criteria.●

● Standardized procurement documents (if they are needed).● Managing multiple suppliers.● Coordinating procurement with other project aspects, such as scheduling and performance reporting.● Any constraints and assumptions that could affect planned procurements.● Handling the required lead times to purchase items from sellers and coordinating those lead times with the project schedule developement.

● Handling the make or buy decisions and linking them into the ESTIMATE ACTIVITY RESOURCES and DEVELOP SCHEDULE processes.

● Identifying requirements for performance bonds or insurance contracts to mitigate some forms of project risks.● Establishing the direction to be provided to the sellers on developing and maintaining a WBS.● Establishing the form and format of procurement/contract statements of work.● Identifying prequalified sellers (if any) and whether to use them.● Procurement metrics to be used to manage contracts and evaluate sellers.Th

is s

ubsi

dary

pla

n is

an

outp

ut fr

om th

e PL

AN P

ROCU

REM

ENTS

PR

OCE

SS

Describes how the procurement processes will be managed from developing procurement documents through contract closure. This plan includes guidance for:

What actions can the project management team perform on their own (if the performing organization has a prescribed procurement, contracting or purchasing department).

Baselines are:Scope baseline This baseline consists of:

●

●

●

Schedule Baseline

Cost Performance Baseline

Proj

ect S

cope

Sta

tem

ent i

s an

out

put f

rom

DEF

INE

SCO

PE P

ROCE

SSW

BS a

nd W

BS D

ictio

nary

are

out

puts

from

the

CREA

TE W

BS P

ROCE

SS Project Scope Statement (describes, in detail, the project deliverables and work needed to create them. It provides common understanding of the project scope among the stakeholders. Project Scope Statement contains:

― Product scope description(Progressively elaborates the characteristics of the product/service/result described in the Project Charter and requirements documentation.

― Product acceptance criteria (Defines process and criteria for accepting completed products/services/results.― Project deliverables(They include both the outputs that comprise the product/service/result of the project and ancillary results - project management reports and documentation.

― Project exclusions (Generally identifies what is excluded from the project)Note: this helps managing stakeholders expectations!

― Project constraints (List and description of project restrictions that limit the teams options - predefined budget, imposed schedule milestones, imposed finish date, contractual provisions, etc.

― Project assumptions (List and description of the assumptions associated with the project scope and potential impact if those assumptions are proved to be wrong.

Work Breakdown Structure - WBS (Deliverable oriented hierachical decomposition of the work to be executed by the project team in order to accomplish the project objectives and create required deliverables. Each descending level of WBS represents an increasingly detailed definition of the project work.

Work Breakdown Structure Dictionary A 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, charge number, contract information, quality requirements, and technical references to facilitate performance of the work.

This is an output from DEVELOP

SCHEDULE PROCESS

This is a specific version of the project schedule developed from the schedule network analysis. It is accepted and approved by the PROJECT MANAGEMENT TEAM as the schedule baseline with baseline start and finish dates.

This is an output from DETERMINE BUDGET PROCESS

This is an authorized time-phased Budget At Competion (BAC) used to measure, monitor and control overall cost performance on the project. It is developed as a summation of the approved budgets by time periods and is typically displayed in the form of an S-curve.

Assumptions Log

Statement of Work

●

●

●

An o

utpu

t fro

m th

e D

EVEL

OP

PRO

JECT

CH

ARTE

R Project Charter

● Project purpose or justification● Measureable project objectives● High-level requirements● High-level description● High-level risks● Summary milestone schedule● Summary budget●

● Assigned project manager, responsibility, authority level●

Requirements traceability matrix

Activity List A comprehensive list including all schedule activities on the project.Activity attributes

Milestone List Identifies all significant points/events (milestones) in the project.Resource requirements

Resource breakdown structure

Resource calendars

Activity duration estimates

PMBOK® recognizes 38 project documents. They are:A document used to record and describe (or denote) assumptions. It can be a part of Project scope statement but is often a separate project document.

Inpu

t to

the

DEV

ELO

P PR

OJE

CT C

HAR

TER

PRO

CESS

Narrative description of products/services/results to be delivered by the project. For internal projects it is provided by project initiator or sponsor. For external projects it can be received from the customer. SoW references:

Business need (based on market demand, technological advance, legal requirement or government regulation.

Product Scope Description (documenting the characteristics of the product/service/result that the project will be undertaken to create and documenting the relationship between the product/service/result and the business need that the project will address.

Strategic plan (should be considered as a factor when making project selection as all project should support the organizational's strategic goals.

Documents the businesss needs, current understanding of the customers needs and the new product/service/result that is intended to satisfy those needs, such as:

Project approval requirements (what constitutes project success, who decides the project is successful, who signs off the project)

Name and authority of the sponsor or other persons authorizing the project charter.

An o

utpu

t fro

m

COLL

ECT

REQ

UIR

EMEN

TS

a table that links requirements to their origin and traces them throughout the project life cycle. The implementation of a requirements traceability matrix helps ensure that each requirement adds business value by linking it to the business and project objectives. It provides a means to track requirements throughout the project life cycle, helping to ensure that requirements approved in the requirements documentation are delivered at the end of the project. It also provides a structure for managing changes to the product scope.

Out

puts

from

the

DEF

INE

ACTI

VITI

ES Extended description of the activities done by identifying multiple components associated with each activity. Activity attributes are Activity ID, WBS ID, Activity Name, Activity Description. They may include activity codes, predecessor and successor activities, logical relationships, leads and lags, etc.

Out

puts

fr

om

ESTM

ATE

ACTI

VITY

RE

SOU

RCES Identifies the types and quantities of resources required for each activity in a

work package

a hierarchical structure of the identified resources by resource category and resource type

Information on which resources (such as people, equipment, and material) are potentially available during planned activity period is used for estimating resource utilization. Resource calendars specify when and how long identified project resources will be available during the project. This information may be at the activity or project level.

Out

put f

rom

ES

TIM

ATE

ACTI

VITY

D

URA

TIO

NS Quantitative assesments of the likely number of work periods that will be

required to complete the activity. Duration estimates DO NOT INCLUDE lags. Duration estimates might include some indication of the range of the possible results.

Out

puts

from

the

ESTI

MAT

E CO

STS

Activity Cost EstimatesBasis of Estimates Supporting documentation to Activity Cost Estimates. It may include:

● Documentation of the basis of estimate - how it was developed.● Documentation of all assumptions made during estimation.● Documentation of any known constraints.●

● Indication of the confidence level of the final estimate.Project Funding Requirements

Issue log

Change log

Forecasts

Out

puts

from

PLA

N Q

UAL

ITY

Quality metrics

Quality checklists

Quality Control Measurements

Out

puts

from

DEV

ELO

P H

R PL

AN Roles and responsibilities A part of Human resources plan. Describes:●●

●

●

Project organizational structure Graphic display of project team members and their reporting relationships.

Responsibility Assignment Matrix

Team Performance Assesments The evaluation of a team’s overall effectiveness. Includes indicators such as:

●

●

● Reduced staff turnover rate●

Quantitative assesments of the probable costs required to complete project work.

Indication of the range of possible estimates to indicate that the item is expected to cost between the range of values.

Can be total and periodic (quarterly, anually, etc.). It is derived from the cost baseline which includes project expenditures plus anticipated liabilities. Total funds are those costs included in the cost baseline plus management reserves-if any.

Inpu

ts to

MAN

AGE

STAK

EHO

LDER

S EX

PECT

ATIO

NS

Also called Action item log. Used to document and monitor the resolution of issues. It can be used to facilitate communication and ensure common understanding of issues.

Used to document changes that occur during the project. These changes and their impacts in terms of project constraints must be communicated to appropriate stakeholders.

Out

put

from

CO

NTR

OL

COST

S

Reffers to Budget forecasts. It is either a calculated EAC value or a bottom-up EAC value that is documented to be communicated to stakeholders.

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.Quality metrics are used in the quality assurance and quality control processes. Some examples of quality metrics include on-time performance, budget control, defect frequency, failure rate, availability, reliability, and test coverage.

a structured document, usually component-specific, used as a tool to verify that a set of required steps has been performed. They range from simple to complex based on project requirements and practices. Quality checklists are used in the quality control process.

An o

utpu

t fr

om

PERF

ORM

Q

UAL

ITY

CON

TRO

L The results of quality control activitie used to analyze and evaluate the quality standards and processes of the performing organization.

Roles ( project portions for which the person is accountable)Authorities(what rights the person has to apply project resources, make decisions and sign approvals)

Responsibilities (the work that the person is expected to perform in order to complete the project activities)

Competencies (skills and capacities required to complete project activities)

A tool for DEVELOP HR PLAN

A structure that relates the project organizational breakdown structure to the work breakdown structure to help ensure that each component of the project’s scope of work is assigned to a person or team.

An o

utpu

t fro

m D

EVEL

OP

PRO

JECT

TEA

M

Improvements in skills that allow individuals to perform assignments more effectively.

Improvements in competencies that help the team perform better as a team.

Increased team cohesiveness where team members share information and experiences openly and help each other to improve the overall project performance.

Out

puts

from

IDEN

TIFY

STA

KEH

OLD

ERS

Stakeholder Register Document containing all details related to the identified stakeholders including:

●

●

●

Stakeholder Management Strategy

● Key stakeholders who can significantly impact the project.● Level of participation in the project desired for each identified stakeholder.

● Stakeholder groups and their management (as groups).Stakeholder analysis

Stakeholder Requirements

An o

utpu

t fro

m R

EPO

RT P

ERFO

RMAN

CE

Performance Reports

● Analysis of past performance● Current status of risks and issues● Work completed during the reporting period● Work to be completed during the next reporting period● Summary of changes approved in the period● Results of variance analysis● Forecasted project completion (including time and cost)● Other relevant information to be reviewed and discussed

Teaming Agreements This is an OPA - A preexisting agreement between buyer and seller

Procurement documents

Source Sekection Criteria

Identification information: Name, organizational position, location, role in the project, contact information.

Assessment information: Major requirements, main expectations, potential influence in the project, phase in the life cycle with the most interest.

Stakeholder classification: Internal / external, supporter / neutral / resistor, etc.

Defines an approach to increase the support and minimize negative impacts of stakeholders throughout the entire project life cycle. It includes elements such as:

A te

chni

que

in

IDEN

TIFY

ST

AKEH

OLD

ERS

A technique of systematically gathering and analyzing quantitative and qualitative information to determine whose interests should be taken into account throughout the project. It identifies the interests, expectations, and influence of the stakeholders and relates them to the purpose of the project. It also helps identify stakeholder relationships that can be leveraged to build coalitions and potential partnerships to enhance the project’s chance of success.

An in

put t

o M

ANAG

E ST

AKEH

OLD

ER

EXPE

CTAT

ION

S Provide an understanding of stakeholder goals, objectives, and level of communication required during the project. The needs and expectations are identified, analyzed, and documented in the communications management plan, which is a subsidiary of the project management plan.

They organize and summarize the information gathered and present the results of any analysis as compared to the performance measurement baseline. They provide the status and progress information, at the level of detail required by various stakeholders(as documented in the communications management plan). Common formats for performance reports include bar charts, S-curves, histograms, and tables. Variance analysis, earned value analysis, and forecast data is often included as part of performance reporting. Performance reports are issued periodically and their format may range from a simple status report to more elaborate reports. A simple status report might show only performance information such as percent complete, or status dashboards for each area (e.g. scope, schedule, cost, and quality). More elaborate reports may include:

An input to PLAN PROCUREMENTS

Out

puts

from

PLA

N

PRO

CURE

MEN

TS

Used to solicit proposals from prospective sellers. The buyer structures procurement documents to facilitate an accurate and complete response from each prospective seller and to facilitate easy evaluation of the responses. These documents include a description of the desired form of the response, the relevant procurement statement of work (SOW) and any required contractual provisions.

Developed and used to rate or score seller proposals. They can be objective or subjective

Proposals

Qualified Seller List

Contracts

Risk Register

Work performance information

Work performance measurements

●

●

●

Inpu

t to

CON

DU

CT

PRO

CURE

MEN

TS

Seller proposals prepared in response to a procurement document package form the basic set of information that will be used by an evaluation body to select one or more successful bidders (sellers).

This is an OPA - 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.

An o

utpu

t fro

m

CON

DU

CT

PRO

CURE

MEN

TS Mutually binding legal agreements that obligate the seller to provide the specified products, services, or results, and obligate the buyer to compensate the seller. Contracts are legal relationships subject to remedy in the courts

Maj

or o

utpu

t fr

om ri

sk

man

agem

ent

plan

ning

pr

oces

ses

The document containing the results of the qualitative risk analysis, quantitative riskanalysis, 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.

Maj

or o

utpu

t fro

m

EXEC

UTI

NG

PRO

CESS

G

ROU

P

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.

Maj

or o

utpu

t fro

m M

ON

ITO

RIN

G &

CO

NTR

OLI

NG

PRO

CESS

GRO

UP

Used to produce project activity metrics to evaluate actual progress as compared to planned progress. These metrics include:

Planned vs. actual technical performance (measurements, that include planned vs. actual technical performance or other scope performance measurements, are documented and communicated to stakeholders)

Planned vs. actual schedule performance (the calculated SV and SPI values for WBS components, in particular the work packages and control accounts, are documented and communicated to stakeholders)

Planned vs. actual cost performance (the calculated CV, SV, CPI, and SPI values for WBS components, in particular the work packages and control accounts, are documented and communicated to stakeholders).

●

●

●

When issues are found while project work is being performed, change requests are issued which may modify project policies or procedures, project scope, project cost or budget, project schedule, or project quality. Other change requests cover needed preventive or corrective actions to forestall negative impact later in the project. Requests for a change can be direct or indirect, externally or internally initiated, and can be optional or legally/contractually mandated and can include:

Corrective action - Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan.

MONITOR&CONTROL PROJECT WORKCONTROL SCOPECONTROL COSTS

PERFORM QUALITY ASSURANCEPERFORM QUALITY CONTROL

MANAGE STAKEHOLDER EXPECTATIONSREPORT PERFORMANCE

MONITOR&CONTROL RISKS

Preventive action - Documented direction to perform an activity that can reduce the probability of negative consequences associated with project risks.

MONITOR&CONTROL PROJECT WORKCONTROL SCOPE

CONTROL SCHEDULECONTROL COSTS

PERFORM QUALITY ASSURANCEPERFORM QUALITY CONTROL

MANAGE PROJECT TEAMMANAGE STAKEHOLDER EXPECTATIONS

REPORT PERFORMANCEMONITOR&CONTROL RISKS

Defect repair - The formally documented identification of a defect in a project component with a recommendation to either repair the defect or completely replace the component.

MONITOR&CONTROL PROJECT WORKVERIFY SCOPE

CONTROL SCOPEPERFORM QUALITY ASSURANCE

PERFORM QUALITY CONTROL

● Updates - Changes to formally controlled documentation, plans, etc., to reflect modified or additional ideas or content.

MANAGE PROJECT TEAMMANAGE STAKEHOLDER EXPECTATIONS

MONITOR&CONTROL RISKSPLAN PROCUREMENTS

CONDUCT PROCUREMENTSADMINISTER PROCUREMENTS